Author Description

Every year, governments invest millions, if not billions, of dollars to increase employee effectiveness and reduce inefficiencies. Computer systems sporting acronym-laden names and continual reorganization efforts often lead the pack. At times, desired results are achieved and the investment is validated. However, all too often initiatives die on the vine due to leadership changes and lack of continued funding, or the muffled conversation that the effort should have never started in the first place eventually wins the day.If people can be bold enough to suggest that there can be a world without hunger, war, or poverty, why can't we agree that there can be a government with engaged, committed, and customer-focused employees? This book contends that the answer lies not in new sweeping changes to policies, processes, or procedures. All too often, these efforts gum the works, slow progress, squander resources, and cause workers to dig deeper into their anti-change fighting positions.Instead of sweeping changes and reforms, a commitment to developing leaders and teams that drive accountability, commitment, and engagement is needed. If the desired efficiencies are to be truly achieved, governments must rethink business as usual and embrace pragmatic and arguably more effective efforts. Successful accomplishment of strategy doesn't happen in the highest government offices or bodies of legislation. It happens at the front line where individual employees and their leaders interact and make decisions about how to employ resources every day. Unless that part is straight, no grand strategy matters.This story discusses how one group of leaders in one government agency worked to get it right. The story is a work of fiction, and the characters exist only in the author's mind. However, the five steps outlined in this book are grounded in reality and represent how leaders and their teams can work together to accomplish amazing results. Many government leaders and employees don't ope