What an OFM Training Director at a Federal Agency Wishes They Had Known Before Entering Government
After 30 years as a federal employee, Rachel, a newly appointed OFM Training Director, discovered the significant shift in responsibilities that accompany senior leadership, noting the need for "keener appreciation of how best to manage up" to executive leaders and political appointees. The position also demanded a change in work style; Rachel learned the importance of delegation and trusting staff, shifting from a "handling all the things myself" approach to empowering others.
Executive/Leadership, Communication, Delegation, Teamwork, Overcoming Challenges
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Rachel Larson
OFM Training Director
Federal Agency
Iowa State University
Medical, Sciences & Related
Government & Public Sector
Operations and Project Management
Video Highlights
1. The significant increase in responsibilities and the need to effectively manage up to executive leaders and political appointees is a key aspect of senior leadership roles that requires specific skills and understanding.
2. The importance of delegation and empowering staff is crucial for success as a senior leader. It's a shift from a hands-on approach to one that focuses on trust and team development.
3. A long-tenured career progression doesn't fully prepare one for the unique challenges and responsibilities that come with senior-level positions. There is a significant learning curve and many things to learn about this role that are not obvious from middle management positions.
Transcript
What have you learned about this role that you wish someone had told you before you entered the industry?
In my current role as director, I stepped into this position specifically seven months ago. Prior to that, I had varying levels of responsibility and authority within the agency. This year marks 30 years since I began my journey as a federal employee.
What I wished I had a better understanding of when I took this position were all the things that come to senior leaders, beyond what I knew as a middle manager. These include how best to support executive leaders and political appointees. I am the last person to review communications before they go to our executives and political appointees.
I needed a keener appreciation for how best to manage upwards to all of those roles. I learned a lot in the 29 years prior, but there is a big jump. You have to have everything right as it goes up the chain because each level is so forward-facing. There is no time for them to double-check anything.
The second part of what I'm learning in this position is that I have to delegate. I really do. I liked doing and handling everything myself in my prior position, but I've got to empower and trust my staff. So, I delegate and trust more now.
Advizer Personal Links
Wyatt Carney has my LinkedIn information.