By Steve Kelman

Blog archive

Risk-taking and short-tenure leaders in government

One of the nice things about being around a lot of smart students is that they regularly come up with interesting ideas that their professor had never thought about before. My class notes for cases I teach in my management courses have been enriched over the years by comments students have made during the class discussions, providing insights I hadn't thought about when I originally developed my class notes and teaching plan.

A nice example of this occurred recently in a meeting with a first-year master's student, Brian, who had come by my office to talk about some questions he had about the course and about managing in the public sector. One question he asked was about the willingness to risk failure in government versus the private sector. I replied to him with the standard view that in government, compared with the private sector, the upside benefits of trying something risky are small, so that government people tend to focus more on the downsides of failure.

He then asked whether this applied equally to short-termers as to career people. His example was actually military officers on short tours of duty who would then be considered for promotion. His idea was that short-termers had only a short period of time to establish a record that might produce a promotion, so they'd be more inclined to take even long-shot gambles -- sort of managerial Hail Mary passes -- in the hope that an outstanding achievement would distinguish them from the crowd.

I hadn't thought about his point before, but it seems plausible and also provides another argument for providing a role for short-timers, including, importantly, political appointees, in government organizations. It is often argued by academics who think about these things that political appointees provide a good leavening to a career-workforce-dominated dough, because they are a force for new ideas and change. If all the system produced were new ideas and change, this wouldn't be good, because it would place an organization in constant upheaval. The suggestion is that career and political folks (or short-term military officers in an assignment) provide a good point-counterpoint that provides a role for the ballast the career folks provide along with the new directions the political people stand for. You want some of both.

Brian's idea suggests something similar for risk-seeking versus risk-aversion. One would not want government organizations that were routinely betting the farm on some untried approach that well might not work. On the other hand, I don't think we should want government organizations that are scared to pursue even prudent risks because of excessive risk-aversion. Here as well, then, the balance between risk-seeking short-termers and more risk-averse lifers might be a good mix for the system.

Posted on Nov 21, 2010 at 7:26 PM

Reader Comments

Mon, Nov 29, 2010 Bob Donelson Washington DC

Interesting discussion! During my 32 year tenure, with my last 15 years focused on committing resources to continuous improvement, some use the word change within a context of a Strategy, rooted in knowledge of Process and measured in metrics that are mature would suggest otherwise than your student's observation. The student's on our teams were great in assisting implementation of these ideas. Most Hail Mary's from the short term political hacks or showboating is indicative of the Good Job Brownie Comment made by President Bush to his head of FEMA. I think it is unfortunate that too many Political types surround themselves with very knowledgeable and energetic staff that lack the maturity required to make a Strategic Difference in the course of an Agency. On the other hand, I believe that too many high level and mid-level Managers come from the ranks of the mediocre. An example, HSPD-12 began with the Navy CAC program from 1999 in the Clinton years. It was confirmed by Bush in signing the actual HSPD-12 directive and reconfirmed by the Obama administration through the Draft National Strategy for Trusted Identities in Cyberspace. 11 years later, the programs implementation is still being slowed down by the mediocre in many cabinet level agency. Again in support of your thinking, GSA did make a bold move by embracing the strategy and pushing their ICAM implementation of HSPD-12 to every desktop and 99% of employees within a a record 90 days with a meeting that included all of the major stakeholder and leaders within GSA including the CIO. That is a Hail Mary worth receiving a Great Job comment from the President. The follow up from the Administration could sound something like this in a cabinet meeting. So, now that GSA has shown the rest of you the way to achieve increased security, enhanced privacy using a mature methodology and technology. The rest of you can report back to me by mid-year with the same accomplishment. If you don't know how to do it, let GSA do it for you! That would send a message that Hail Mary's are okay when grounded in a Mature Strategic Plan.

Fri, Nov 26, 2010 John

At my agency, GSA, our most recent 2 Administrators have not been risk averse. Both have gone for "hail Mary's" understanding that they had a short period of time to make a significant impact. What's more important than te hail Mary is if any of the attempted changes actually are implemented and last long enough to be evaluated as successes or failures.

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