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Government Leader home > March/April 2006 issue
People Person: A passion to see others succeed drives GSA CHCO Gail T. Lovelace - It’s the early 1970s and Gail T. Lovelace, working for the government and also studying for a degree in chemistry, enters a room in a federal agency where a dozen women, seeming oddly isolated, sit silently typing.
Fault Lines: Executives face more liability issues as suits against government increase - Sometimes, federal employees can become targets of lawsuits just by doing their jobs. And there’s no guarantee of immunity. The protracted case of White vs. Julian illustrates what can happen when public servants become defendants.
Fault Lines: Fear No Fear Act? - At first glance, the Notification and Federal Employee Anti-discrimination and Retaliation (No FEAR) Act of 2002 seems like a good thing. The act, which took effect in October 2003, increases agency accountability for acts of discrimination or reprisal against employees protected by whistleblower laws.
When Crisis Comes: How NFC overcame calamity and kept its operations going - You can plan and practice from here to eternity, but until an actual disaster strikes, your business continuity preparations are just a theory. And even if they work, you’ll encounter plenty of things you hadn’t thought of.
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ViewPoint
The Hidden Benefits of Disaster Drills - Given all the reports on what federal agencies did wrong during and after Hurricane Katrina, it was easy to overlook the story of how one agency managed to do things right.
Commentary
Market-Based Government: Tapping the wisdom of competition, choice and incentives - Business writer James Surowiecki notes in his best-selling book, The Wisdom of Crowds, that “under the right circumstances, groups are remarkably intelligent, and are often smarter than the smartest people in them.” One of the right circumstances is the use of markets.
Survival Guide
Vendor, Vidi, Vici: How to make pitches from industry work for you - It’s inevitable. You have to take meetings with vendor representatives. You can try to ignore phone calls and e-mails, or stay under the radar by not speaking at events where you can be easily approached. But you can’t hold back the sea—ultimately, if you’re an government executive of any consequence, you’ll have to listen to a sales pitch.
Inside Job
Touting Teamwork: Diane Frasier, Director of Acquisition Management, NIH - Diane Frasier may be the top boss in her organization, but her management style is decidedly not top-down. As director of the Office of Acquisition Management and Policy and head of contracting activity at the National Institutes of Health, she oversees 400 employees spread over multiple contracting offices.
BriefCase
Tools: A Lightweight Goes Pro - For government executives on the go, notebook PCs are a fact of life. But dragging around a heavy machine does get a little old.
BriefCase
Bookshelf: Some are Born to Greatness, Others Can Take a Class in It - Leaders just have that certain, innate something, no? That tall-in-the-saddle, Lone Ranger quality and a slight air of mystery. They walk into a room with a clear, steady purpose, with no time for ambiguity or uncertainty.
BriefCase
Tools: Holistic Management - “The strategic management of human capital requires an integrated approach to performance management and learning,” said Paul Sparta, chief executive officer and chairman of Plateau Systems of Arlington, Va.
BriefCase
At Random: Federal Employment - Where the jobs are ...Through 2014, federal job openings will increase for:Computer specialists by 13.8 percent Average salary: $86,443
Practical Leadership
A New Breed: Next generation of federal execs won’t likely be found on the tradition career path - Nuturing. Supportive. Integrity. Clear vision. Down-to-earth. Enthusiasm. Loyal following. Those were some of the leadership values a group of federal employees tossed out at a meeting held just hours before the president’s State of the Union address.
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