Recent Harvard research indicates that skills such as cooperation, empathy, and flexibility have become increasingly vital in the workplace. The findings also suggest that college curricula need to change to better prepare students to learn, understand, and apply these and related leadership skills.
In a corroborating study, researchers at Google recently completed an internal assessment that disproved the hypothesis that the best managers are those with technical expertise. Google’s study pointed to the following leadership activities that are characteristics of the best managers:
- Making time for one-on-one meetings,
- Helping employees work through problems,
- Taking an interest in employees’ lives
In the absence of formal college or other education to teach managers the skills necessary to be effective leaders, organizations must sponsor some form of leadership education. This education is particularly important for those who make the critical transition from individual contributor to managing others. For federal government agencies this leadership development can take various forms.
- Leadership Academy. An overarching curriculum can be designed for deployment across the agency. While this could be a costly approach, the benefits are far reaching because of the systematic and deliberate way in which coursework is role based and exposes all current and future leaders to skills that are required to successfully lead others.
- Online Learning. Provides the convenience of on-demand learning that fits with student schedules. Enables the learner to bookmark content when time is a constraint or when there is a need for a deeper dive into certain topics. Content can also be individualized and assigned based on agency role or level.
- Outsourcing. When an agency wants to reduce infrastructure required to design, deliver, and track leadership training, an external partner is a great benefit. Outside partners provide tested and proven curriculum that is available off the shelf. Such a partnership moves the agency from a higher level of fixed costs to more variable budgeting costs based upon utilization.
- Shadowing. A practical, hands-on way to prepare others for leadership assignments is to selectively expose high potential future leaders to agency procedures by having them shadow other leaders. For instance, a future leader can see how non-routine decisions are made, how metrics are used to evaluate the delivery of service, how workforce engagement is assessed, or how budgets are evaluated, just to cite a few common examples.
- Action Learning. Assign a topic of interest or consequence to a team of seven to ten high potentials. Have a senior leader coach the team and provide a framing statement for the team to use as navigation. After a two- to three-month period of time, the team presents a set of rationalized recommendations to senior agency leadership for evaluation and implementation. This is an excellent way to develop team collaboration and executive problem solving and presentation skills while helping senior leadership gain a fresh perspective on a challenge or opportunity.
The key in all cases is to provide high potential leaders with an opportunity to develop and refine their people leadership skills. By actively engaging in projects that rely on collaborating successfully with others, agencies can ensure that their leaders practice, identify weak spots, and take action to improve areas that will serve them and the organization throughout their career.