As a young federal worker, “risk taker” isn’t always a positive trait. Risk means something could fail. If you’re in federal communications like me and have to read the papers each day, failure is what makes the front page. Generally, failure is not an option in government; and because it isn’t an option, neither is workforce innovation ideation and creativity.
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A fog is clearing, revealing dozens (as of now) of powerful men and some women to be abusive, harassing bosses.
For some time now, federal agencies have been focused on recruitment strategies to attract young talent. Today, however, the focus is shifting to the preparation of young leaders for fast approaching leadership positions. Many managers are asking – when do we need to start developing our emerging leaders? The answer is YESTERDAY!
Everyone will have to start somewhere but what determines the pace and direction of your career will depend on how well you know yourself and how well you manage other people around you.
Making the switch from private industry to a career in public service is a major decision, and one that can pay off in many ways. To take advantage of all that the federal government has to offer and ensure you’re on your way to a fulfilling career, consider these questions.
In January, the Pew Research Center published the results of a survey on how favorably Americans view some different federal agencies. The agencies they surveyed included Health and Human Services, DOJ, and the Federal Reserve, all of which are viewed favorably by the majority of those surveyed.
Public service is about serving others and a cause bigger than yourself. That sense of something bigger has drawn us toward incredible achievements in our history, like exploring space.
One year out of college, in late 2007, I began my career as a Federal intern with a decidedly unusual circumstance for downtown Washington, D.C.—a private office, complete with a floor-to-ceiling window overlooking a famous Washington hotel.
Our nation is blessed with many great citizens, in the past and in the present. So many naysayers have lamented the decline in quality of our youth, with statistics highlighting the obesity, lethargy, softness, and other traits preventing our youth from being real contributors to anything but themselves throughout their lifetimes.
We’re living in a populist moment. But with so much energy devoted to the question of how politics is — or isn’t — addressing this challenge, less attention has been paid to how civil servants should adapt. The cost of inaction is high, as only a third of Americans trust their government to do what’s right and just 18% of Americans trust it to do the right thing most of the time. Trust in government has also declined across OECD countries.
It’s the beginning of the fiscal year. So now what’s your goal for the coming year? Even though the word “average” has become synonymous with “not good enough,” it might surprise you that you should be striving for an average.
As young federal employees reach the mid-to upper echelons of their government careers, many begin to question; Is there room for growth in the federal government?
In today’s ever-changing workforce, every leader has to be well trained in handling and working within multigenerational teams. The dynamics of the workforce have changed over the past several decades.
GovExec recently reported that the IRS sees a looming demographics crisis caused by low recruitment of younger workers coupled with an ever-growing share of its workforce eligible for retirement: 40% by 2018. As Commissioner Koskinen put it, “…if we don’t have enough young workers in the pipeline, the IRS will have great difficulty developing the next group of leaders it needs 5 or 10 years down the road.”
Every year, we are bombarded with colloquialisms like “New Year, New Me” and “Out with the Old, In with the New.”
You've probably heard about the importance of having mentors for the development of one’s career.
According to Gallup, Americans’ average level of confidence in 14 key U.S. institutions is only 32%. Considering public opinion of the federal government, it may seem impossible to convince the next generation to consider a career in public service. After all, who wants to join an organization whose main function seems to be a punching bag?
At this point in my career, I am contemplating what skills I need to best serve my program and prepare myself for a supervisory role in the future. I knew that I needed to find an environment where I could connect with other professionals who had recently moved from non-supervisory to supervisory roles in the federal government, and to learn as much as possible about what I can cultivate that will help me do the same. This year I was fortunate enough to be awarded a scholarship by Young Government Leaders and their scholarship sponsor, GEICO, which supported my attendance at the 2018 NextGen Summit.
At NextGen 2016, Young Government Leaders (YGL) introduced a Declaration representing its views on an essential relationship that effects every citizen in the United States—the relationship between citizens and their government.