Sample of topics covered in past years:
  • We ask that each of you come prepared to share a personal leadership story from your public sector work experience that you are proud of. It would also be helpful to know what made it possible and what you learned from the experience.
  • The Vision Deployment Matrix has been effectively used by managers in the Department of Education and the Navy. We hope to help participants to gain a better understanding of how the VDM can be used effectively in their work place.
  • Our topic will be the exploration of informal vs. formal leaders in an organization: How do they depend on each other and need to work together? Where have you seen them work well? What did you learn from it?
  • Our topic for July will focus on the most challenging ethical issues that you have faced as public leaders. What have you learned from the mistakes you or other leaders have made? What did you learn from leaders you have admired over the years?
  • Stories of success and learning as you have applied the Organizational Learning disciplines and practices within your organization or as part of your own personal development.
  • Our topic will focus on leadership transitions. The Public Sector Consortium has begun a process of research to look at what some of the best leaders in government practice to be successful in both political and non-political transitions in leadership. We invite all of you to bring your experiences and stories about leaders you believe have been exceptional at leadership transitions
  • Please share what you are learning from your work in bringing organizational learning tools and strategies into the leadership development work (personal and organizational). We are particularly interested in ways you have put into practice tools used by the Public Sector Consortium. Some of the models and skills we have introduced into public sector work places are: The Ladder of Inference, The
    Vision Deployment Matrix, Peer Coaching Between Leaders, Systems Mapping, and Facilitation Strategies for Leaders
  • Join us for a dialogue on how thinking styles and systems thinking relate. Do some thinking styles more readily adopt a systems thinking approach? Are some styles less willing to embrace it because it is alien to their view of how the world operates? Do organizations develop a collective thinking style that makes the organization less able to learn?
  • Social Action Networks… The people who join you along a journey are one of the most profound influences on where you go and how you get there. When you take time to reflect on how you came together and what part each of you played, you begin learning together.
  • Neuroscience and Leadership….New breakthroughs in technology are making it possible to observe our brains in action. We are learning more and more about how the brain is engineered to learn and change. What we are discovering from the field of neuroscience will have enormous implications for organizational change efforts, leadership development and educational design in general.
  • “The Day After Election 2008…Are We Trained And Prepared For The 2009 Leadership Transition Required To Serve The Public Good During These Turbulent Times?” Our topic for April will focus on leadership transitions.