Now that we are in the midst of the presidential election cycle and face uncertainties regarding budgets and programs, some federal leaders may be tempted to keep their heads down and wait for events to unfold.
The federal government's human-resources community has its hands full dealing with declining budgets, looming workforce reductions, employee retirements, widening gaps in leadership skills and a host of other challenges.
In the 1960s, a track and field athlete named Dick Fosbury developed a new high jump technique because he consistently failed to clear the bar using traditional methods. This unique "back first" approach helped him set an Olympic record and win the gold medal in 1968.
Telework is not a silver bullet. It won't cure cancer or make your hair grow back (darn!). It's a management tool, pure and simple and we need to treat it as such and stop trying to vilify or lionize it.
Federal employee satisfaction with pay was down 6.1 percent during 2011, the most significant drop in almost 10 years. As a federal leader, your initial reaction might be to throw your hands up in air.
I've got some good and bad news for federal leaders. On a positive note, federal employees' views of their leaders have been on the upswing since 2003 based on an analysis of the Best Places to Work in the Federal Government rankings.
It is time for our political leaders to focus on what it will take for government to succeed against a tide of increasing challenges and decreasing resources. More politically motivated quick wins are not the answer.
To some public servants, the call to do even more with even less may sound all too familiar. It's especially difficult if your employees see it as a call to work even harder to achieve the same results with fewer resources.
Managing workplace stress requires focusing on the issues that you can control. Here are a few ideas I've picked up from colleagues and executive coaches over the years that may offer some benefit during these crazy times.
"The challenge for new managers is understanding you are no longer an individual contributor but responsible for the performance of others," says Linda A. Hill, professor of business administration at the Harvard Business School.
Someone who likes their job 75 percent of the time is probably doing vastly better than average, so here are a five ways we can keep public sector employees -- and, really, anyone in the workforce -- interested, happy and productive.