10 Tips for Creating a Public Sector Leadership Development Program

The most recent edition of Public Personnelleadership skills within public organizations is the
Management, Winter 2004, focused solely on oneuse of action learning. Action learning is a typical
of the hottest issues facing today's public sectoreducational approach where participants learn by
human resource professionals: workforce andaddressing issues that are unique to their own
succession planning. During the 2004 IPMA-HRorganization and/or community. The format
International Training Conference, numerousinvolves a continuous process of learning and
sessions focused on the growing need toreflection, built around learning groups of
implement workforce and succession planningcolleagues, more often with the aim of getting
systems in order to address the mass exodus ofwork-related initiatives accomplished.The City of
workers that is anticipated in the next five to tenSan Jose is using action learning as part of their
years. In both Public Personnel Management andnew leadership development effort. The program
at the conference, the issue of leadershipparticipants are divided into six, functionally-diverse
development was cited as a primary tool forteams. Each team is assigned one of the city's
preparing the workforce for the future.Numerouscorporate priorities which include:-
agencies are incorporating leadership developmentPerformance-driven government
as an element of their workforce planning efforts.- Support for effective council policy-making
Notable leadership development programs that- Effective use of technology
have been documented include those implemented- Customer service
in San Diego County, CA; Henrico County, VA;- City as an employer of choice
Hennepin County, MN; City of Las Vegas, NV; City- Neighborhood-focused service deliveryTeams
of Phoenix, AZ; and City of San Jose, CA. In myare guided by team sponsors, who are all
observation, many of the best practice elementsmembers of the City's executive team. Over a
in public sector leadership development areperiod of six months each team is expected to
consistent between agencies. The purpose of thisidentify a City issue or project that needs
article is to share ten practices that appear to beattention. The teams research the issue,
common threads among agencies that arebenchmark approaches with other jurisdictions,
developing leaders internally to fill anticipatedpropose solutions the City could consider, develop
vacancies in the future.The following tips area formal written report, and make a formal
provided as guidance to public sector organizationspresentation in the City Council chambers as part
that may be interested in developing their ownof their program conclusion. The City Manager and
leadership development programs.Tip One: Baseother top executives will receive their
the program on a competency model.Before anypresentations and provide feedback to each team.
training or development activities can take place, itWhenever possible, the team will be given the
is critical to identify the skills and competenciesauthority to implement or participate in the
that will be developed as a result of the effort.implementation of their recommendations which
As discussed in the Public Personnel Journal,may have citywide or regional implications. As a
Winter 2004, Henrico County developed 20 coreresult, the participants are able to practice their
leadership competencies including communication,communication and team skills as part of the
critical thinking and decision making, organizationalprocess, receive feedback on their report writing
astuteness, and personal integrity. Theseskills, and practice making presentations in a
competencies provided the framework for theirforum that is new to many of them. They also
development efforts. Other agencies, including thehave the opportunity to showcase their skills
County of San Diego base their leadershiprelated to issues that they may not otherwise
academy on the same model as the multi-rater,have the opportunity to explore.Tip Six: Use
360-feedback tool that is used in theinternal and external resources.As mentioned in
program.Whether your organization has anTip Two above, it is important to make full use of
established competency model that is usedyour organization's executive leadership team
throughout your human resource programming orsessions that directly relate to the organization's
not, it is critical to spend some time defining thestrategic plan, culture, and expectations. However,
skills that leadership program participants areother concepts may be better presented by
expected to develop. For example, the City ofindividuals outside of the organization, who provide
San Jose conducted a survey of top managers,an outside or neutral perspective. You may also
followed by round-table discussions to determinefind that your organization does not have the
the competencies to be developed in theircapacity or expertise to address all the
leadership program called The Art and Practice ofcompetencies included in your model. A balance of
Leadership.Tip Two: Allow participants tointernal and external presenters provides
self-select.Each agency must determine for itselfparticipants with the opportunity to compare and
the best method for selecting leadershipcontrast the agency's approach with practices and
development program participants. Factorsmethods used outside of the organization.Tip
including collective bargaining influences, time, andSeven: Maximize internal publicity.In every case,
the intended target audience may impact theleadership development program participants
process you use to identify participants. Somededicate a great amount of time and energy to
organizations are targeting potential futurethese kinds of programs. Not only is it a
executives only while others are offeringcommitment of the participant's time, it is a
leadership development opportunitiescommitment of their manager and staff's time
organization-wide.In my experience, the highestthat cover for the participant when they are
levels of success in terms of participantattending program activities. You can
commitment result from a competitive processcommunicate the goals and outcomes of the
where interested participants apply to be involved.program and recognize the importance of the
By self-selecting, rather than by being appointed,effort by using internal communicating tools like
participants are more likely to clarify their purposeemail, newsletters and Intranet postings. Everyone
for wanting to take part in the program. Whenwho is touched by the program should understand
participants are mandated to attend a leadershipits importance to the organization's goals.Prior to
development program, they are often reluctantthe start of the program, formally introduce the
to commit the time and energy into theirparticipants to the organization and encourage
development, and oftentimes, they do not fullyeach organizational member to support them.
understand why they are being asked toAfter the program, each graduate should be
participate.The selection process you choose willrecognized using the same communication tools
depend upon the target audience for the program(email, newsletters, Intranet, etc.) and their
(entire workforce vs. middle managers). You maymanagers and staffs should be thanked for
choose to use a written application, managersupporting them. Internal publicity can help garner
nomination, personal interviews, assessmentsupport and enthusiasm for the program and its
centers, or other means by which participantsgoals.Tip Eight: Continuously adjust.The first
compete for entrance into the program.version of any comprehensive program like this is
Nevertheless, it is highly recommended thatrarely perfect. It is important to continually modify
participants have a choice in whether or not theythe program based on the feedback received not
participate in your leadership developmentonly from the participants, but from their
efforts.Tip Three: Involve executives and electedmanagers as well. By continually improving the
officials in the development and implementation ofprogram, it will meet the needs of the
the program.It has been said in numerous articlesorganization, even as the organization changes. In
about employee and leadership development thatevery leadership development program I have
without the full support and involvement from thedeveloped and managed, the agenda and
executive leadership team, the program will fail.curriculum is modified during the program and
Top management must be involved in theafter graduation to reflect the changing needs of
development of the curriculum, the selection ofthe participants and the organization. It is critical to
the attendees, and in the presentation of thebe flexible and to listen to the program
program. Their support is critical for the successparticipants and their managers in order to ensure
and long-term viability of any leadershipthe program continuously improves and maintains
development program.Likewise, many agenciesits credibility and relevance.Tip Nine: Celebrate the
are finding that involvement by an elected officialachievement.A learning opportunity such as a
can also supplement the curriculum of a publicleadership academy or leadership development
sector leadership development program. Forprogram requires a commitment of time and
example, the City of Las Vegas invited aresources, not only on the part of the
councilmember and the City of San Jose invitedcoordinators, but on the part of management and
the Mayor to address their recent leadershipthe participants. A graduation or other public
academy programs. The official in each casecelebration is critical to recognize the
addressed the class of leaders for up to one hour.achievements of all the parties involved. The
They were asked to give their expectations forgraduation does not need to be elaborate or
public sector leaders, and program participantslengthy. A brief lunch with informal presentations
were allowed to ask questions. The dialoguewill do the trick. Nevertheless, finishing a program
created in these forums allowed the organization'slike this without some recognition is like going to a
future leaders to see the organization through themovie that doesn't include the credits at the
eyes of an elected official. A facilitatedend.Tip Ten: Measure and track outcomes.While
conversation that followed the presentationeach organization determines the level and extent
encouraged the participants to identify meaningfulto which the results of a leadership development
"take-aways" from the elected official'sprogram are measured, a variety of tools can be
comments. Because program participants haveused to determine the impact of the program.
not likely interfaced extensively with an electedSuch measures include:- Knowledge of leadership
official, but will likely be expected to as theirconcepts as measured via a pre- and
leadership responsibilities increase, this has becomepost-assessment tool- Perceived change in
a critical element in public sector leadershipselected leadership skills as measured by a
development programs.Tip Four: Use 360-degreemulti-rater, 360-degree feedback tool
feedback, individual development planning, andadministered at the beginning of the effort and
coaching as the core around which otheragain one year later- Number of participants
development opportunities revolve.360-degreeretained over one, three, and five years- Number
survey tools provide feedback enabling leaders toof participants promoted over one, three, and
realize strengths and areas for developmentfive years- Perception of participant's supervisor
based on their own and other's perceptions.related to the participant's change in behavior
Typically such feedback comes from theafter attending the leadership development
participant's direct supervisor, direct reports, andprogram- Reaction to the leadership development
peers. Today, such processes can easily beprogram curriculum as measured by end of
facilitated on-line and feedback reports aresession evaluationsHowever your organization
comprehensive and detailed. Numerous vendorsdecides to measure the outcomes of your
can now customize survey tools to reflect yourdevelopment efforts, it is recommended that the
organization's competency model (see Tip Onemeasurements be established prior to the start of
above).The feedback process, however, is onlythe program and that they be monitored closely.
the start of the development process. It isSuch measures will allow you to make appropriate
recommended that the feedback be delivered inadjustments to future programs and will assist
conjunction with opportunities for one-on-oneyou in showing the impact of the effort on your
coaching, as many participants find the feedbackorganization's strategic objectives.If your
difficult to translate into everyday behaviors. Aorganization has not yet embarked on a leadership
trained coach can assist the participant in makingdevelopment effort, it is likely that you will in the
sense of the data. In addition, the participantnear future. Changing demographics, an impending
should be expected to develop their own individual"brain drain," and a need to enhance retention
development plan that addresses competencieslevels are driving public organizations of all sizes to
that are highlights in the feedback report. Theexplore tools for ensuring the stability of their
individual development plan, once endorsed by theworkforce. And, while many organizations are
participant's direct supervisor, should then becomeexploring these efforts, each must find a solution
the blueprint for the participant's leadershipthat works best for their organization's culture
development efforts.Because the feedbackand goals. The elements presented in this article
process can be so powerful, it is recommendedreflect the common practices in public sector
that any leadership development program beginleadership development efforts today.Marnie E.
with this element, as it will provide the directionGreen is Principal Consultant of the Arizona-based
that each participant will need as they pursue theManagement Education Group, Inc. She is the
program. With their feedback, the participant canauthor of Painless Performance Evaluations: A
customize their leadership developmentPractical Approach to Managing Day to Day
experiences to address the identified needs.Employee Performance (Pearson/Prentice Hall).
Because of this flexibility, 360-feedback is a highlyGreen is a speaker, author, and consultant who
recommended and popular tool.Tip Five:helps organizations develop leaders today for the
Implement action learning through projectworkforce of tomorrow. Contact Green at offer
teams.Another popular tool for enhancing thethis article on a nonexclusive basis.