Systems thinking is an essential leadership practice often not taught practiced or included in the education of public leaders. The complexity of the public sector combined with the number of people who depend on public leadership makes it essential for us to develop skilled confident systems thinkers. Ideally, public sector workplaces would be run by leaders who understand how to address system delays, how to manage intended and unintended consequences, and where the point of leverage is in a system. Our leaders must also educate the citizens who depend on them to think systemically as well. This field of learning is critical for our policy makers and legislators who can find themselves setting policy or making decisions that have unanticipated consequences that are both unexpected and costly.
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Resiliency Practices… the Essential Skill Set for All Public Leaders
The Public Sector Consortium is working on building the first of six competency models (Public Health and Wellness in Municipal Government) as well as focusing on the resiliency skills needed by public leaders to successfully pivot in a rapidly changing landscape.
More than ever resiliency skills and practices are an essential skill set for all professions but most importantly for Public Leaders. Unlike any other profession public leadership competencies are what we all depend on to thrive. It is important to note that resiliency can mean something very different in tenured work- places like government and educational institutions that were designed and structured for continuity and stability. This differs significantly from the private sector where innovation and new products are often the source of their revenues.