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Adult Action-Oriented Learning Models
The Public Sector Consortium uses an adult action-oriented learning model in the design of our programs. The programs incorporate scenarios and examples that are relevant to public sector workplaces by including exercises that are comparable to those leaders would encounter in their work setting. The classroom experience provides the opportunity to practice and learn new behaviors. Participants experience the marriage of current management practices with a strong focus on the challenges and systems that are unique to public leadership. The programs are focused in part on the principles and disciplines of Organizational Learning but also include Facilitation Strategies for Leaders, Strategic Alignment, Performance Skills, and Negotiation Practices, among others.
Sustainable Leadership Practices
Given the leadership role of the United States in the world, our choices as public leaders often have an impact well beyond the American citizens that we serve. In this context we believe that public leaders must have the capacity to serve both their organizational missions as well as the larger mission we all share: sustaining resources (human, natural and economic) for future generations. Sustaining resources to serve the public good requires us to think differently about our role as leaders and to develop tools and competencies that support this new model.
The Public Sector Consortium is committed to reinventing the model of public sector leadership. We have identified several practices that we believe are essential to this new model and have incorporated them into our curriculum. We are currently focused on the need to provide leaders with advanced skills that will redefine high performance as both accomplishing their organizations’ missions and sustaining the resources necessary for future generations.
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LEADERSHIP TIPS
Welcome to the Public Sector Consortium's "Leadership Tips Page"
The focus of our first series of tips is Leadership Transitions. The success of these transitions effects the capacity of the new leader to become a successful steward and partner with the organization. The productivity and morale of our public organizations are effected by how well these leadership transitions take place. Responsibility for successful transitions rests with both the new leader and the welcoming employees.
In the public sector the new leader can be a political appointee but in most cases a new leader is the result of civil service promotions or transfers. In all of these cases your role as an employee with a new boss involves a series of very important competencies and skills that are necessary to a successful partnership built on trust and respect.
We have assembled a series of tips which we will add to over time. The tips are provided by seasoned public sector leaders who have developed protocols over decades of public service careers. These tips have proven successful track records.
We appreciate your thoughts and any ideas for additional tips which you feel are important to Leadership Transitions. Please email us at info@public-sector.org
We hope these tips will inspire you by providing models and stories that you can replicate or build on and help you and your organization to navigate the constantly changing landscape of the public sector.
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