Building A Winning Culture In Government. Patrick R. Leddin

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       Introduction

      Peter Drucker famously said, “Culture eats strategy for breakfast.” In doing so, he identified a phenomenon that leaders have struggled with throughout history: It is one thing to have a great strategy, but it’s quite another to accomplish it. Never has this statement been more true—or more challenging—than for today’s government organizations.

      Whether operating at the federal, state, or local level, government organizations face increased media scrutiny, reduced funding, and the many challenges of moving large, multi-layered, and highly regulated organizations. It’s no surprise that many government organizations report that their employees are less engaged than ever and that leaders feel helpless to change the situation.

      In many cases, employees and leaders are caught in a vicious cycle. Performance declines, scrutiny increases, and employee paralysis ensues. Repeat.

      How do you break this cycle?

      You change the mindset from “leaders are a select few in the organization” to “everyone can and should be a leader.” This simple, yet significant shift is key to creating an effective government organization in the twenty-first century. If every member of the organization is leading from where they are, it also allows government organizations to leverage the power of five highly effective practices: