Leading Innovation in Government-[2011.03.10]

7/30/2019 Leading Innovation in Government-[2011.03.10]

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INNOVATION LEADERSHIP

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The nations economic woes have orced organizationsboth private and publicto

do more with ewer resources. But how can you make cuts without impacting the

product or services you deliver to the American people? You cantunless you also

nd innovative ways o doing business.

For government, innovation poses unique challenges, largely because ederal

agencies are designed to perorm reliably, not to adapt to changing circumstances.

Even master innovators like Steve Jobs o Apple and Mark Zuckerberg o Facebook

would be tested in the complex environment government presents.

In our rst report o this seriesInnovation in Governmentwe identied our unique

barriers to ederal innovation: the absence o a process to introduce and grow

new ideas; gaps in communication and ever-shiting priorities; lack o unding to

experiment; and a system that rewards the status quo. We then outlined the process,

principals and inrastructure needed to support innovation in government.

However, in our work with ederal employees across government, we regularly

observe a set o ederal leaders who oster innovation in spite o the barriers. In this

report, the Partnership or Public Service and Hay Group set out to understand what

these leaders have in common that allow them to build climates o innovation and

deliver results when others have stalled.

Our analysis revealed that these leaderswho dier in background, discipline and

challengesreuse to be stopped by the obstacles put in their path. They also share a

varied combination o nine attributesvalues, motivations and associated behaviors

that allow them to cultivate innovation in government.

We discovered committed civil servantspatriotic stewards who understand how to

overcome hurdles, shape and articulate a vision, and create a path and environment

or accomplishing it. These individuals are condent, high-achievers in their own

right who have succeeded by leveraging relationships, collaborating with others and

working through their careully composed teams.

INTRODUCTION


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Through dynamic leadershipthe most important ingredient or innovationwe

ound individuals creating environments where their teams have the exibility,

responsibility and clarity necessary to achieve desired results. Perhaps most

important, these leaders see among their highest calling the teaching and mentoring

o other dedicated civil servants whose passion will be devoted to improving

government and helping the American people or years to come.

Even though they may not come by them naturally, most ederal leaders can develop

these attributes through time and hard work. To this end, we believe ederal agencies

should:

Help current and emerging leaders develop the attributes that oster innovation;

Select the next generation o career senior executives by evaluating them against

these attributes;

Fill managerial positions with candidates who demonstrate these attributes at the

highest levels; and

Use these attributes to shape the management styles and behaviors o current

executives to more eectively drive perormance and service to the American

people.

In his January 2011 State o the Union address, President Obama called or rebuilding

peoples aith in the institution o government and creating a competent 21st

century government that lives within its means, osters innovation and helps improve

Americas economic global competitiveness.

Achieving these goals will mean identiying and developing a new generation o

government leadersresilient, creative and results-oriented individuals who can

drive change both through small but meaningul shits in government processes and

policies, and through mega-sized transormations.


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The leaders best equipped to steer our nation embody a set o attributes:

They are resilient. They arent seriously impeded by structural, procedural,

cultural or political barriers. And when they do encounter resistance, they dont

give up.

They are visionary, sel-aware and constantly broadening their perspective.

They understand and know how to navigate through and around their

organizations structure, culture and politics. They also understand and respect

the roles, boundaries and agendas o other governmental organizations.

They purposeully leverage networks and relationships, and use complex

inuencing skills to collaborate across organizational boundaries.

They build strong, diverse teams through their leadership, creating a sense o

purpose, ostering a climate that acilitates innovation and developing others as

an essential part o their job.

Attributes o innovation leaders


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Are these attributes dierent rom those exhibited by outstanding leaders in the

private sector? On the surace, not really. We ound that innovation leaders

regardless o sectordemonstrate many o the same behaviors. The dierence rests

with the unique environment and structures in which ederal innovation leaders must

leverage these values and behaviors.

Federal innovation leaders stand out rom their private-sector counterparts because

o their ability to drive innovation despite complex processes, competing agendas,

deep hierarchies and static cultures that can stie even the most insignicant

collaboration and risk-takinglet alone real innovation.

While respecting the system in which they operate, ederal innovation leaders arent

araid to go against the grain o typical ederal practice. They maintain a laser-like

ocus on doing what they believe is right or their country and manage to accomplish

results or the American people even when the odds are against them.

This passionate ocus and commitment to the greater good is also seen in nonprot

organizations. But not surprisingly, it is less common in the or-prot sector, which

emphasizes nancial perormance.

The public-sector leaders we interviewed continue managing their people well and

push innovative perormance even in unsupportive ederal environments because

they are committed to the best interests o the nation.


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LEADING PEOPLE AND TEAMS LEADING ACROSS BOUNDARIES

Teacher/Mentor Relationship Builder

NavigatorTeam Leader

Team Builder Collaborator

Patriotic Steward

Visionary

Self-aware Learner


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We have created a ramework containing nine attributes or innovation leaders in

the ederal government. Three o these, Visionary, Patriotic Steward and Sel-aware

Learner, orm the core o the ramework. Three others ocus on leading teams and

individuals, while the nal three ocus on leading across organizational boundaries.

Our research shows that these nine attributes shape the approach orstyles o

innovation leaders, which in turn create environments or climates that oster

innovation in the workplace.

For simplicity, we have labeled each attribute with a short behavioral descriptor,

such as Navigator or Visionary. To understand the true meaning o these attributes,

however, you must go beyond the labels and look at the behaviors and actions that

each entails. The ollowing pages provide a brie denition o each attribute with

our corresponding levels or stages o behavior that range rom the simple to the

sophisticated.

No leader can expect to consistently demonstrate all nine attributes or needs to

possess them at the most sophisticated levels. The key to ostering greater innovation

in government is leadership developmentdetermining an individuals current

attributes and building on those to broaden his or her abilities and approach. The

attributes we describe can be learned over time i an individual has the desire and

commitment, and i provided with the necessary coaching and eedback.

Research has shown that developing even a single new attribute, or taking a current

one up to another level, can have a signicant impact on an individuals leadership

abilities and the climate he or she creates. Better leadership creates the potential or

increased innovation in government, ultimately improving the perormance o ederal

agencies.

A ramework orinnovation leadership


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FIRST LEVEL

Is committed to patriotic mission

Displays a strong commitment to patriotic

mission and purpose; understands what

one is doing and why.

SECOND LEVEL

Does what is right

Follows a clear set o priorities,

understanding how day-to-day tasks link

to a larger purpose, such as protecting

soldiers, people and country.

THIRD LEVEL

Goes the extra mie

Seeks to promote airness, justice and

ethical behavior in the ace o obstacles

and adversity; exhibits persistence and

resilience.

FOURTH LEVEL

Takes signicant risk

Willing to jeopardize career and possiblypersonal saety because o a clear sense

o how actions will contribute to the public

good and national well-being.

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Patriotic Steward

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FIRST LEVEL

Makes accurate se-assessments

Understands personal strengths and

limitations; has an accurate sense o sel.

SECOND LEVELContinuous strives to improve through

outreach and se-assessment

Actively pursues sel-improvement not

just or onesel, but toward the service o

ullling the mission.

THIRD LEVEL

Broadens ones perspective

Proactively and continually developssel by learning and developing new

relationships and broader insights.

FOURTH LEVEL

Pushes persona imits

Takes on challenges and risks to push

the limits o personal abilities; seeks out

challenges as opportunities or growth.

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opportunities in domestic and exportmarkets.

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Relationship Builder

Team Leader

Navigator

Visionary

Patriotic Steward

Jefrey Baker

Jerey Baker successully reocused the mission and operations o the National Renewable

Energy Laboratory, helping uel American innovation in the eld o alternative energy. Jesbig picture mindset and public-private sector know-how led to the design and construction o

the worlds largest net-zero energy ofce building, a structure that creates as much or more

energy in-house as it uses and that was built or the same cost as a traditional building.

As director o the Energy Departments Ofce o Laboratory Operations in Golden, Colorado,

Je set out to change the rules o the gameto redene the role o the National Renewable

Energy Laboratory that he oversees and create an entity that unites government policy, the

private-sector marketplace and technology development in seamless collaboration.

In order to make this vision a reality, Je built careul alliances with the labs multiple users andprogram leaders. He worked closely with these stakeholders to develop a radically new set o

goals and incorporated those goals into requirements or the private contractor that operates

the laboratory or the government.

The new ocus allowed Je, his team and the laboratory to choose rom a number o creative

proposals involving cutting-edge research, and to collaborate with private-sector companies

to turn these new technologies into commercially viable products. Some o these eorts have

included wind arm development, expanded use o solar technology and the use o natural

window light to illuminate and heat indoor spaces.

Je is condent that, even in the absence o a comprehensive national renewable energy

policy, his team can raise the national dialogue on energy issuesan eect that has already led

to substantive progress in energy practices across the country.

Collaborator


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FIRST LEVEL

Understands current state

in order to cari vision

Frames tasks within a larger context;

draws connections to other stakeholders

and the American public.

SECOND LEVEL

Renes the vision

Envisions how the current situation could

be improved or the common good.

THIRD LEVEL

Evauates the vision

Conducts an analysis o the resourcesrequired to achieve a goal and the

potential impact o its successul

completion.

FOURTH LEVEL

Envisions and denes the path orward

Strategically charts out a plan or

achieving an overarching goal; identiesresources, anticipates obstacles, engages

others and exhibits enthusiasm in the ace

o challenges.

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FIRST LEVEL

Understands the sstem

Understands the rules; accomplishes

simple to moderately complex goals

within current standard operating systems.

SECOND LEVEL

Works around the sstem

Takes initiative within existing system, and

knows when it is appropriate to disregard

standard operating procedures.

THIRD LEVEL

Overcomes imitations o the sstem

Pushes the limits when necessary to workaround systemic barriers.

FOURTH LEVEL

Redenes or changes the sstem

Changes or reorms unofcial practices

or interpretations o the rules to allow

greater latitude and to achieve innovative

results; changes are likely to last.

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FIRST LEVEL

Buids a oundation o trust

Builds rapport and trust by getting

to know the person and the relevant

issues; demonstrates own credibility and

trustworthiness.

SECOND LEVEL

Taiors the response to address

stakehoder needs

Invests in understanding stakeholder

concerns and ormulates an approach that

specically addresses them.

THIRD LEVEL

Uses customized indirect infuence

Engages third parties and outside

inormation; where prudent, leverages

related, but not obvious, connections.

FOURTH LEVEL

Deveops compex infuencing strategies

Synthesizes deep observations, multipleinterests and cultural variants; builds

alliances and coalitions to move innovation

orward.

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Led the plan to restore the FloridaEverglades, a multibillion dollar projectthrough which the Army Corps o

Engineers, working with the State oFlorida and other ederal agencies, wouldprotect this cherished ecosystem.


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Nicole Nelson-Jean

As a young ofcial at the Department o Energy, Nicole Nelson-Jean brokered a U.S.-Russiaagreement that enhanced the security o vulnerable Russian nuclear materials and weapons.

Her work also led to the creation o a service and training center in Russia to ensure continued

protection o the nuclear materials.

In her role as lead negotiator, Nicole approached talks between the U.S. and Russia as a win-

win situation, one in which an agreement would be mutually benecial to both nations. She

studied the multi-agency objectives on the U.S. side and took a human interest in her oreign

partners, getting to know them personally and actively listening to their views and concerns.

At Nicoles urging, U.S. and Russian ofcials met ace-to-ace or the rst time in two years.

Working closely with a translator, Nicole was able to clariy misunderstandings and ensureproper communication within the linguistically-divided group.

Paying close attention to cultural sensitivities and engaging decision-makers rom both

nations, Nicole turned a discussion that was lost in translation into a peaceul accord to protect

nuclear materials rom misuse.

Agreement in hand, Nicole was just as strategic in leading the construction o the training

and service acility. Ater careully selecting a diverse team o experts drawn rom national

laboratories, agency contacts and the eld, she worked closely with Russian contractors and

the military to plan or the acilitys logistical operations and to streamline its business model.All the while, Nicole kept her eye on the ultimate goal o ushering in a higher level o

sustainable, international, nuclear security.


Collaborator

Team Builder

Team Leader

Navigator

Visionary

Patriotic Steward


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Collaborator

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FIRST LEVEL

Vaues coaboration and reationships

Trusts, respects and holds a positive

attitude towards colleagues and

stakeholders.

SECOND LEVEL

Modes coaborative behavior

Willingly and openly shares inormation

and responds generously to requests.

THIRD LEVEL

Partners interna

Works within team and related inter-

agency groups to accomplish objectives.

FOURTH LEVEL

Partners externa

Works integrally with people across

government and across sectors to

align missions and accomplish a shared

strategic goal.


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Team Leader

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USDprmoVrAirDeveloped and led an initiative to reducelie-threatening, hospital-acquiredinections by 60 percenta process thathas been replicated at all 153 hospitalsrun by the Department o Veterans

Afairs and at other hospitals acrossAmerica and parts o the world.

FIRST LEVEL

Communicates team purpose

Provides meaningul direction or the

team; aligns tasks and goals to the

broader mission.

SECOND LEVEL

Soicits team needs and ideas

Continuously evaluates the available skills,

personalities and resources relative to

what is required to achieve the mission.

THIRD LEVEL

Proactive supports the team

Fills any skill or resource gaps so that theteam is able to perorm optimally and

achieve its goals.

FOURTH LEVEL

Fosters an innovative team environment

Uses multiple leadership styles and

techniques to acilitate collaboration

and improve team perormance; keepsperormance objectives aligned with

mission objectives.


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Teacher/Mentor

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Invented sensor systems that diagnoseinectious diseases in developingcountries and that, monitor the air orbio-threat agents and support clean-up

eforts at Superund sites.

FIRST LEVEL

Gives advice and guidance

Provides constructive eedback and

guidance to others on how to successully

accomplish immediate tasks.

SECOND LEVEL

Encourages others to grow and deveop

Focuses on the personal and proessional

growth o others by encouraging people

to stretch beyond their typical level o

perormance.

THIRD LEVEL

Creates opportunities and chaenges

Builds a learning environment where

the team can explore and test ideas;

challenges and pushes others to stretch

beyond their current capabilities.

FOURTH LEVEL

Buids deep and ong-asting mentoring

reationshipsFosters openness and trust; advocates

and sponsors individuals and teams over a

long-term period o time.


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Team Leader

Visionary

Patriotic Steward

Alred League

Al League is the ultimate team player and team leader. Just a week and a hal ater he receivedan urgent request or help rom the armed services in Iraq and Aghanistan, he was able to

deliver the rst o many installments o an innovative sotware package that provided satellite

views o the battleeld to help military personnel make inormed decisions and save lives.

Neither Al nor his sta at the National Imagery and Mapping Agency knew exactly how to

produce such computer sotware when the request came in, but this was o minimal concern.

Although outside o his groups normal purview, Al was eager to take on the project. He elt

both a duty to contribute to the larger mission o protecting people and country and, based on

his knowledge o current technology and past projects, he had condence that he could help.

Gathering everyone around the lunch table, Al presented his team with the task and

background. The team was assembled rom across the organization and had a wide-range o

experience. Sandwiches in hand, their ideas started to y.

Connections were quickly made to private-sector companies that had technology with the

potential to be part o a solution. When promising sotware was discovered, Al ew out to

meet the owners and personally ask or their partnership. Al and his team quickly adopted the

technology or military use, and over time made continual renements. The technology that

Al so quickly deployed oers the military crisp, real-time photographs o the battleeld taken

rom satellites and provides essential intelligence inormation that can be viewed on laptopcomputers by military personnel in the eld. This technology has been adapted or widespread

civilian use, allowing individuals to easily use their home computers to look at satellite photos

o buildings, neighborhoods and communities.

Team Builder

Self-aware Learner

Teacher/Mentor


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Team Builder

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FIRST LEVEL

Works with existing team

Makes the best use o existing team and

available resources.

SECOND LEVELSecures additiona team resources

Identies gaps within the existing team

and secures additional temporary

resources to ll critical gaps.

THIRD LEVEL

Strengthens team capabiit

Uses strategic guiding principles to build a

team with diverse skills and personalitiesthat is able to accomplish immediate or

mid-term objectives.

FOURTH LEVEL

Considers ong-term organizationa

taent needs

Considers and responds to the longer term

objectives and needs o an organization oreld while building a team.


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We studied ederal managers who successully and repeatedly led innovation in

government. These leaders navigated complex systems, conscientiously built and

empowered teams and presented clear visionsall at sophisticated levelsto achieve

remarkable results. They ostered change while encouraging the personal growth o

colleagues who will carry on the mission and spread skills o eective leadership.

There are myriad stories o successul innovation leaders in the ederal government,

and our goal is to increase the number o these leaders and their impact. To that end,

here are our ways agencies can use our research results:

Self-assess and improve

Leaders can use attribute descriptions to evaluate their own management

styles and behaviors, and to improve their success at creating a team climate

that produces results. Identiying where one alls in the innovation leadership

ramework will allow leaders to understand what they are doing well and how

they can improve.

Develop innovation leaders

Agencies can help train employees to develop attributes that oster innovation.

Agencies can use the graduated levels in each attribute category to assess

current practices, set goals and allocate development resources. A ocus

on achieving the highest attribute levels will have the greatest impact on

perormance.

Identiying and developing

innovation leaders will helpachieve mission


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Promote innovation leaders

When selecting a new generation o leaders, especially or the Senior

Executive Service, ofcials can evaluate candidates competencies against the

innovation leadership attributes. Eectively communicating these attributes

and their role in the promotion process to employees will help enorce their

signicance and spread their practice. Explicitly recognizing these attributes

through promotions will demonstrate organizations commitment to creating

innovation-riendly environments.

Hire innovation leaders

When lling leadership positions, agencies can look or candidates who

demonstrate innovation leadership attributes at high levels. The leaders we

studied developed these attributes long beore they assumed the roles or

which they were recognized. By hiring or attributesin addition to specic

skills, education and experienceagencies can identiy and bring on board

promising leaders with the potential to inspire teams to successully address

the challenges ahead.

Our research shows that, while good processes and systems support innovation,

they cannot create it. That is the role o leaders. For meaningul innovation to occur,

leaders must create an environment that allows people to collaborate and stretch,

and that gives them the ability to run with new ideas and implement change.

Innovation in government does not happen overnight, but it is possible through hard

work, dedication and creativity.


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The Samuel J. Heyman Service to America Medals (Sammies), presented annually by the

Partnership or Public Service, pay tribute to Americas dedicated ederal workorce and

highlight individuals who make extraordinary contributions to our country.

Ater surveying 54 Sammies honorees and analyzing 40 sets o responses, we identied 12

leaders who created innovative work climates where employees achieved outstanding results.

Eligible Sammies honorees held supervisory roles in government and/or had been retired rom

such a role or less than our years.

Each participants survey data was analyzed using the ollowing set o criteria: 1) uses multiple,

positive leadership styles; 2) creates an organizational climate high in exibility, clarity and

responsibility; and 3) scores high on innovation outcomes achieved by the work unit.

The 12 Sammies honorees meeting these criteria were interviewed to identiy the behaviorsand values o leaders who oster innovation in government. These Behavioral Event Interviews

(BEI), recorded and transcribed or accuracy, unveiled leaders thoughts and actions in

extensive detail.

The nine attributes presented in this report appeared consistently across the 12 interviewees,

which is compelling given the rigor o our selection process and the depth we achieved with

each participant.

RESEARCH METHODS


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For more than 50 years, Hay Group has conducted surveys and gathered data on thousands

o leaders worldwide. Our work on ederal leadership and innovation was checked against this

immense database. Two o the three survey instruments used in this research are rom Hays

validated set o tools.

Hay Groups Inventory of Leadership Styles (ILS)

The ILS helps explain leadership rom the point o view o those being led. It provides

specic insights on the behavior o individual managers and how it impacts their teams

perormance. Eective leaders create climates which drive execution and encourage

innovation. They engage people in the organizations strategic objectives, winning their

commitment and willingness to go above and beyond. Such leaders use a collection o

distinct leadership styleseach in the right measure, with the right people, at just the

right time. They adapt to situations and roles as they change. Its a demanding process,

but its how eective leaders deliver results.

Hay Groups Organizational Climate Survey (OCS)

The OCS gives an accurate picture o employees perceptions o how their working

climate aects their ability to do their jobs. Leaders make the biggest dierence on this

important indicator, so helping them to understand the climate they experience and the

climate they create is a key step on the road to better overall perormance.

ABOUT HAy GROUPS VAlIDATED TOOlS


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Partnership for Public Service

Judy England-Joseph

Sally Jaggar

Bevin Johnston

Elizabeth Rosen

Lara Shane

Max Stier

Erica Van Steen

Hay Group

Amy Born

Sinead Bortner

Connie Schroyer

Signe Spencer

Scott Spreier

Inside covers: The examples o innovation in government eature the accomplishments o past

Sammies honorees (servicetoamericamedals.org).

The Partnership or Public Service is a nonprot, nonpartisan organization that worksto revitalize our ederal government by inspiring a new generation to serve and by

transorming the way government works.

Hay Group is a global management consulting rm that works with leaders to

transorm strategy into realitymaking change happen and helping people and

organizations realize their potential.

We thank the Service to America Medals honorees whose expertise and accomplishments

provided the oundation or this work. We also thank the Rockeeller Foundation or its

continued support o our innovation initiatives.

CONTRIBUTORS TO THIS REPORT


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Documents

Leading Innovation in Government-[2011.03.10]