Fresh Eyes on Strategy: Engaging New Employees as Strategic Leaders

Fresh Eyes on Strategy: Engaging New Employees as Strategic Leaders

Fresh Eyes on Strategy: Engaging New Employees as Strategic Leaders

Federal agencies are more frequently developing strategic plans to achieve mission success, and senior leaders are paying close attention to the implementation of these plans to make them a success. Effective implementation needs engagement from employees at all levels.

Often overlooked, aligning the energy and initiative of new employees towards strategic contributions can yield great results to sustain agency mission success and achieve long-term goals.

Development and execution of strategy are so closely correlated that agencies should consider involving new employees in strategy development early to facilitate effective implementation. New employees bring new perspectives to an agency as contributors to the diversity of collective knowledge and may bring the insightful questions and innovative solutions that elevate agency strategic plans. Federal agencies must constantly develop cutting-edge strategic plans, and harnessing the fresh perspective of new employees can enable agencies to innovate and excel.

To build an environment for new employees to contribute to strategy, agencies should encourage new employees to participate in cross-functional exercises, such as case studies or planning workshops, to enable them to see strategy in action. Agencies should also encourage new employees to take ownership of strategy as participants in strategic initiatives with action items, deliverables, and ownership of results. Through such exercises, employees will learn how to apply skills relevant to the strategy while agencies will be able to rapidly assess the new employee’s ability to effectively implement the strategy in support of the agency’s mission.

Orienting new employees in the organization’s strategy is also a great way for employees to learn their agency. New employees come in eager to establish themselves, and understanding how to navigate their agency is needed context to be a good agent for strategic implementation. Engaging employees in strategy implementation will familiarize new employees with the agency’s landscape, internal operations, and mission goals. New employees will learn to tie strategies into their daily habits and work activities as they look to make their mark in their new role.

Achieving strategic goals is vital to sustainable mission success. Leaving the development and execution of strategic planning to senior leadership alone can be an exhausting and ineffective effort. By orienting new employees as strategic leaders, an agency’s workforce can be better prepared to achieve mission success starting Day One.

Blog Strategy Thought Leadership

Contributors

Maxwell Mathews |

Maxwell joined as an Associate after working on an NSF funded ecological research observatory project called NEON supporting the information technology and systems engineering teams. In his free time he enjoys running, hiking, exploring the local craft brewery scene, and rooting for his alma mater the University of Colorado.

LeadersNest Names Lynn Ann Casey a FedFem Award Honoree

LeadersNest Names Lynn Ann Casey a FedFem Award Honoree

Washington, DC, October 19, 2018 — LeadersNest named Arc Aspicio CEO Lynn Ann Casey a FedFem Award Honoree. The FedFem awards salute high-impact women executives and leaders of the government contracting community. FedFem Award Honorees blend their entrepreneurial courage and Federal government support that effectively impacts the industry, national economy, and the local marketplace. 

Boosting the Mission: Developing Acquisition Requirements Guidance

Boosting the Mission: Developing Acquisition Requirements Guidance

To keep up with the fast pace of change in the field of Government acquisitions, Department of Homeland Security (DHS) components are developing their own acquisition requirements (AR) policies. However, without specific timeframes to finalize these policies, DHS agencies often lack guidance on how to develop ARs. Among DHS agencies, the U.S. Coast Guard is leading the way with their own formal policy to describe this process. To compliment the U.S. Coast Guard’s policy, DHS created the Joint Requirements Integration and Management System (JRIMS) to offer direction for agencies—to review, validate, and suggest solutions for capability gaps and requirements.

Top Qualities of Design Thinking Leaders

Top Qualities of Design Thinking Leaders

Design Thinking is on the rise in the business world. Design Thinking leaders focus on creating the best product for their clients and working with the experiences and insight of fellow coworkers. Some of the key characteristics of Design Thinking leaders present themselves in individuals who are open and subject themselves to vulnerability with clients and coworkers. These qualities help leaders to connect and build relationships with others. They also create an open flow of communication that allows for others to better share their knowledge to align with and understand the company's mission.

Think, Key, Speak: Purposeful Communications

Think, Key, Speak: Purposeful Communications

I spent the early years of my career in the United States Navy as a Naval Flight Officer on the E-2C Hawkeye, the Navy’s aircraft carrier-based Airborne Early Warning and Command and Control platform. The various missions of the aircraft demand that aircrew monitor up to ten radio frequencies, and actively speak on three or four of those, at any given moment in flight.

How Can Communities Ready Themselves for a Major Power Grid Event?

How Can Communities Ready Themselves for a Major Power Grid Event?

Communities are often the foundation for an expedited recovery following major events. But how can communities strengthen their response to, for example, a major cyber-attack or natural event, such as an Electronic Magnetic Pulse solar flare? A United States electrical grid failure could destroy a number of the nation’s high voltage transformers causing widespread outages for several weeks, even months. A public health emergency could quickly ensue particularly among the vulnerable as the ripple effects cause significant societal disruption. The Federal Emergency Management Agency’s (FEMA) strategic plan encourages and empowers communities to prepare for the inevitable impacts of future disasters. How can communities prime for major events?

Confessions of a Chief Strategy Officer

Confessions of a Chief Strategy Officer

I’ll admit it, I was a little smug. After more than 20 years in the consulting business helping clients develop, implement, and integrate their strategies, I thought… “how hard could it be to do the same things for my own company – a company of consultants?” I had the commitment of my leadership, a group of talented people, and a plan and resources to grow the company. We had energy and we had a great process and tools to successful. What could go wrong?