![]() Margaret Spellings, former US secretary of Educationīased on these insights, we’ve identified five steps newly appointed US leaders can take to navigate common management challenges in their first 100 days.David Shulkin, former US secretary of Veteran Affairs.Susan Schwab, former US trade representative.Mary Peters, former US secretary of Transportation.Janet Napolitano, former US secretary of Homeland Security.Karen Mills, former administrator of the US Small Business Administration.Gary Locke, former US secretary of Commerce.Dirk Kempthorne, former US secretary of the Interior. ![]() Arne Duncan, former US secretary of Education.Steven Chu, former US secretary of Energy.McKinsey interviewed the following former US cabinet members they spoke with us in a personal capacity and not as representatives of any agency or department: We also compiled input from federal appointees and best practices from our decades of experience in supporting federal- and state-government transitions. To help government leaders navigate the first 100 days, we spoke with 11 former US cabinet members (see sidebar “A panel on transitions”) to understand what they did in their first 100 days, including the challenges they faced and what they learned. As compared with the decisions facing private-sector leaders, public-sector management can be much more complicated and difficult to navigate efficiently, given political considerations that former business leaders may not be accustomed to, as well as other factors such as how budget decisions are made, agency history, and congressional oversight. ![]() I felt very much like I was on a sprint, not a jog,” one former cabinet secretary told us. “When you go into public service, your time is limited. By contrast, US cabinet secretaries, who serve for just less than four years, on average, need to get a quicker start. ![]() Private-sector managers usually take at least six months, on average, to achieve real impact, according to our research. The first 100 days remain an important benchmark for demonstrating leadership capacity and impact. This article was a collaborative effort by Scott Blackburn, Anita Dutta, David Markman, Jesse Salazar, Steven Smith, and Catharina Wrede Braden. ![]()
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