{"id":51165,"date":"2026-06-16T22:57:17","date_gmt":"2026-06-17T05:57:17","guid":{"rendered":"https:\/\/www.careersingovernment.com\/tools\/?p=51165"},"modified":"2026-06-16T22:57:22","modified_gmt":"2026-06-17T05:57:22","slug":"investing-in-management-pays-off","status":"publish","type":"post","link":"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/investing-in-management-pays-off\/","title":{"rendered":"Investing In Management Pays Off"},"content":{"rendered":"

[et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” admin_label=”section” _builder_version=”4.27.5″ background_image=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2026\/06\/Howard.jpg” min_height=”629px” custom_margin=”||-6px|||” custom_padding_tablet=”50px|0|50px|0″ custom_padding_phone=”” hover_enabled=”0″ padding_mobile=”off” global_colors_info=”{}” alt=”A hand points to a glowing wooden figure among several others on a table, symbolizing leadership, worker selection, or team management, with a digital light effect highlighting the chosen piece.” title_text=”A hand points to a glowing wooden figure among several others on a table, symbolizing leadership, worker selection, or team management, with a digital light effect highlighting the chosen piece.” sticky_enabled=”0″][et_pb_row column_structure=”1_3,2_3″ admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_padding=”0px||126px|||” global_colors_info=”{}”][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_divider show_divider=”off” disabled_on=”on|on|off” _builder_version=”4.16″ height=”200px” global_colors_info=”{}”][\/et_pb_divider][et_pb_text _builder_version=”4.27.5″ text_font=”PT Sans||||” text_text_color=”#ffffff” text_font_size=”72″ text_line_height=”1.1em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”620px” custom_margin=”0px||0px|” hover_enabled=”0″ text_font_size_tablet=”52″ text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n

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Investing in Management Pays Off<\/strong><\/p>\n<\/div>\n<\/div>\n<\/div>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” _builder_version=”4.16″ min_height=”1978px” custom_margin=”-86px|||||” custom_padding=”11px|||||” custom_padding_tablet=”50px|0|50px|0″ custom_padding_phone=”” padding_mobile=”off” global_colors_info=”{}”][et_pb_row column_structure=”1_3,2_3″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”20px||0px|” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px” global_colors_info=”{}”][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2020\/06\/Screen-Shot-2020-06-06-at-9.44.14-AM.png” title_text=”Screen Shot 2020-06-06 at 9.44.14 AM” show_bottom_space=”off” align=”center” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” disabled_on=”on|on|” _builder_version=”4.16″ animation=”off” sticky=”on” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”on|on|” _builder_version=”4.16″ text_font=”PT Sans|on|||” text_text_color=”#02b875″ text_font_size=”20″ text_line_height=”1.2em” header_text_color=”#000000″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”20px||0px|” global_colors_info=”{}”]HOWARD RISHER<\/a><\/span>[\/et_pb_text][et_pb_text disabled_on=”on|on|” _builder_version=”4.16″ text_font=”PT Serif||on||” text_text_color=”#363636″ text_font_size=”16″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”10px||60px|” global_colors_info=”{}”]Howard Risher has 40 years of experience as a consultant and HR executive with clients in every sector.\u00a0He has published frequently in HR journals and websites.\u00a0 He is the author or co-author of six book and a growing list of ebooks. The most recent is\u00a0Building the Workforce Government Needs.\u00a0\u00a0He is associated with Grahall Consulting Partners.<\/i>[\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.27.5″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”24″ text_line_height=”1.5em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”720px” custom_margin=”0px||0px|” custom_padding=”||0px|||” hover_enabled=”0″ text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n

It was close to 35 years ago that David Osborne and Ted Gaebler published their bestseller, Reinventing Government<\/em>. Bill Clinton is quoted on the cover, \u201cThis book gives us a blueprint. . .\u201d for better government.<\/p>\n

On the first page they argued, \u201cConfidence in government has fallen to record lows.\u201d To use an old phrase, some would contend today is a period of d\u00e9j\u00e0 vu. The Pew Public Trust in Government index suggests \u00a0the public\u2019s view of government has declined since then. In mid-1992 the \u2018smoothed\u2019 index showed 29 percent trusted government. That index now shows 17 percent and only 2 percent trust government \u201cto do what is right \u2018just about always.\u2019\u201d That was last September. It might be even lower today.<\/p>\n

They made another important point in that first chapter. They recognized that there will always be a level of disagreement on \u201cwhat governments do;\u201d that is what governments should do and for whom. Instead, their book focused on \u201chow they [government] work.\u201d That depends on the quality of management.<\/p>\n

They also argued, \u201cThe only thing more destructive than a line item budget system is a personnel system built around civil service.\u201d That problem was created a century ago in the laws, to quote from columns related to civil service, that \u201cemphasize rule\u2011bound structures and procedural control,\u201d \u201ccomplicated rules and processes that make change slow and difficult\u201d and are \u201crigidly devoted to the details of administrative procedure.\u201d Those outdated laws are reinforced every time a civil service commission issues a ruling.<\/p>\n

The problem was reinforced when George Bush replaced Clinton and the White House reverted to top down control by the Office of Management and Budget. One of the Clinton\/Gore \u2018pillars,\u2019 \u201cEmpower employees to get results\u201d was quickly forgotten. Since then, federal employees have not been seen as a source of expertise for improving operations. To use a phrase from a National Academy of Public Administration report, government has a \u201ccompliance culture\u201d that was created by the civil service system. In too many agencies, complying with rules is \u201cmore important than delivering value to taxpayers.\u201d<\/p>\n

Now a core problem is that culture change takes time. Leaders, managers and employees have to change the way they work. Employees need to understand why, what\u2019s expected, who will benefit, and how it will impact their work experience. Fortunately, government employees are known to share a commitment to public service, but history has convinced them to distrust newly elected and appointed officials. The current reality of Washington highlights that problem. That makes it essential for leaders to win their cooperation.<\/p>\n

Improved Performance Starts With Leaders<\/h4>\n

Leaders are in the best position to assess the need to improve performance and initiate the need for change. However, leaders are not all elected or appointed. They emerge at every level and build support for operational changes expected to raise performance levels. In the absence of change, improved results cannot be realized.<\/p>\n

Leaders need to articulate why<\/em> change is necessary and initiate the planning for the changes that can be expected to improve results. They need to convince or mobilize their co-workers that it will serve their mission and benefit the agency\u2019s stakeholders and \u201ccustomers.\u201d And of course they need to convince those who control the funding that will be needed. That is generally more difficult than in other sectors where the importance of \u201cthe bottom line\u201d is widely understood.<\/p>\n

That describes the initiative kicked off in 2011 by newly elected Governor Bill Haslam in Tennessee. He had previously worked as an executive in the business world as well as two terms as the mayor of Knoxville \u00a0so he understood good management and what was needed to lead improved performance.<\/p>\n

Government is different in another key respect \u2013 the many agencies have varying missions, management problems, and workforce concerns. That makes them similar to the once popular business \u2018conglomerate\u2019 corporate structure. Similar to government, conglomerates operate subsidiary business in multiple business lines. That business model, however, fell out of favor and over two past two decades they were broken up. They proved difficult to manage.<\/p>\n

Government at all levels has a far more difficult management problem. The departments are far more varied than any business conglomerate. Each has a different constituency, different \u2018customers,\u2019 different metrics, fragmented authority and oversight bodies, regular leadership changes, rigid and outdated personnel systems, underinvestment in managers and supervisors, legacy IT systems \u2013 the list is long.<\/p>\n

The common element in all successful organizations is the importance of leadership. Research has confirmed, \u201cEffective leadership is considered a key factor contributing to high performance. . . .\u00a0 Leadership is the process of inspiring shared commitment and action towards a common goal.\u201d\u00a0 Employee commitment is essential for meaningful performance gains.<\/p>\n

Ideally, that should be the goal of every elected official as well as the appointed leaders. It\u2019s far more likely, however, in business, healthcare or higher education. In those sectors effective leaders and managers are typically promoted from lower career stages and understand what makes their organization a \u201csuccess;\u201d they share that commitment with employees. It\u2019s also of course true with sports teams.<\/p>\n

Government again is different. As the Trump administration made clear with the creation of the Department of Government Efficiency, newly elected leaders sometimes initiate politically-dictated changes that are contrary to the career plans and expectations of employees. Similar actions in the past triggered support for unions and the threats of strikes. Union problems now far more prevalent in government. DOGE was intended to cut costs, but performance is now reported to be worse in several agencies.<\/p>\n

Governor Haslam took a very different approach. In contrast to Trump\/DOGE, one of his announced goals was building a \u201cwinning\u201d workforce.\u00a0 As he commented in a speech, \u201cWhether it\u2019s in business, government or sports, the team with the best players wins. Unfortunately, in Tennessee state government . . . the rules don\u2019t allow us to go out and recruit great players.\u201d Today, years later, the state\u2019s agencies are recognized as among the better employers in the state.\u00a0<\/p>\n

Haslan recognized the need for executive level experience in management. Several of the department commissioners he appointed were previously executives in larger companies. That is atypical but it benefited the state. (More typical is the Trump cabinet. There was only one corporate executive among the original appointments, and he was the entrepreneur who started the company.)<\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.16″ background_color=”#f7f7f4″ custom_margin=”-641px|||||” custom_padding=”0px||0px|||” global_colors_info=”{}”][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Section” _builder_version=”4.16″ custom_padding=”0px||0px|” global_colors_info=”{}”][et_pb_row column_structure=”2_3,1_3″ use_custom_gutter=”on” gutter_width=”1″ make_equal=”on” column_padding_mobile=”on” module_class=” et_pb_row_fullwidth” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” width=”100%” width_tablet=”100%” width_phone=”” width_last_edited=”on|desktop” max_width=”100%” max_width_tablet=”100%” max_width_phone=”” max_width_last_edited=”on|desktop” custom_padding=”0px||0px|” make_fullwidth=”on” custom_width_px=”680px” global_colors_info=”{}”][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2026\/06\/2-3.jpg” alt=”Two workers in business suits shaking hands, symbolizing agreement or partnership, with a blurred office background.” title_text=”Two workers in business suits shaking hands, symbolizing agreement or partnership, with a blurred office background.” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.27.5″ custom_margin=”-1px|||||” hover_enabled=”0″ animation=”off” global_colors_info=”{}” sticky_enabled=”0″][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”4.16″ background_color=”#efefe9″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2026\/06\/3-2.jpg” alt=”A man in a suit presents project statistics on a screen to four workers seated at a conference table with laptops, notebooks, and papers in a modern office meeting room with plants.” title_text=”A man in a suit presents project statistics on a screen to four workers seated at a conference table with laptops, notebooks, and papers in a modern office meeting room with plants.” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.27.5″ hover_enabled=”0″ animation=”off” global_colors_info=”{}” sticky_enabled=”0″][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”4.27.5″ text_font=”PT Serif||||” text_text_color=”#818178″ text_font_size=”24″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”5.7%|10%||10%||” custom_margin_tablet=”|10%||10%” custom_margin_phone=”” custom_margin_last_edited=”on|desktop” hover_enabled=”0″ text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|phone” global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n

Now a core problem is that culture change takes time. Leaders, managers and employees have to change the way they work.<\/p>\n

[\/et_pb_text][et_pb_text _builder_version=”4.16″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||20%|” custom_margin_tablet=”20px|||” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” global_colors_info=”{}”]HOWARD RISHER[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row use_custom_gutter=”on” gutter_width=”4″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”0px||0px|” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.27.5″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”19px||0px|||” custom_margin_tablet=”40px||0px|” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” hover_enabled=”0″ text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n

Gallup Argues Effective Managers Are Essential<\/h4>\n

Government has historically not recognized the importance of \u201cmanagement.\u201d Where it is the focus of a website, the emphasis is typically on \u201c. . . efficiency, and accountability of programs and services\u2026 aligning strategic planning with measurable outcomes.\u201d The OMB website, as an example, is silent on workforce management, employee engagement, and performance management..<\/p>\n

In direct contrast, Gallup\u2019s research has highlighted the linkage of how employees are managed and their performance. The research shows that \u201c70% of the variance in team engagement is determined solely by the manager.\u201d\u00a0 They argue,<\/p>\n

\u00a0\u201c. . . poor management produces poor outcomes, and excellent management produces excellent outcomes.\u201d<\/p>\n

That is why McKinsey contends, \u201cInvesting in middle managers pays off \u2013 literally.\u201d\u00a0 The research behind their Organizational Health Index shows 11 manager behaviors (e.g., open and trusting, consultative, supportive, inspirational) that contribute to \u2018healthy\u2019 manager\/employee relationships and higher employee performance. (That is closely related to the research on high performance organizations.)<\/p>\n

Their research highlights the importance of the selection of new supervisors, their training, and the assessment of their performance. It\u2019s been documented that many organizations, private and public, make the mistake of promoting workers who enjoy the technical aspects of their jobs. Too often, when problems surface, they opt to use their technical skills rather than mentoring their people.<\/p>\n

The focus on technical skills got started years ago when workers were expected to meet production quotas. It was common for decades. But that began to change when using job knowledge took center stage. Government agencies still need employees with production skills (e.g., mechanics, welders, and technicians). Then manager training was typically limited to understanding employment laws and the steps for handling problem employees.<\/p>\n

However, there are now hundreds of occupations where performance depends on professional knowledge, the quality of judgment, interpersonal communication, decision making \u2013 the capabilities needed by knowledge workers. That requires a different approach to supervision. Perhaps most important is mutual trust so employees feel comfortable trying new approaches to solve problems and improve results. For managers, coaching and advising is key.<\/p>\n

Governor Haslam committed to understanding the barriers to improving performance. As an early step, his cabinet members undertook a review of operations, asking if there were services that could be provided more effectively and efficiently and second, if government should be providing the service, is it being provided effectively and efficiently? That created a shared concern with improving performance. It found ineffective employment practices were common barriers to improved performance.<\/p>\n

Working with his HR commissioner, they made a core decision –\u00a0 to transition to pay for performance based on the use of S.M.A.R.T. performance goals. Employees always have a good understanding of what for them is satisfactory, what would be exceptional performance and what is unacceptable. At each level, everyone can understand how their efforts contribute to agency results.<\/p>\n

Goal based management is widely used in the private sector. The state invested three years in training managers along with informal feedback from employees to support what was successful culture change. It changed the way managers manage. The state\u2019s strategy remains a model for transitioning to better results.<\/p>\n

It is more complicated now with the rollout of AI but the investment in better management is supported by recognized experts. It\u2019s consistent with the results of the World Management Survey that highlights a key point – \u201cbest practice management changes do not require a high level of capital investment\u201d \u2013 the cost is nominal. Additionally, Tom Peters, co-author of the widely read 1982 book on management, In Search of Excellence,<\/em> argued in the last of his 20+ books, Excellence Now: Extreme Humanism <\/em>and the last sentence in an early paragraph, \u201cThat is, I repeat, people people people \u2013 yup, what the hell else is there.\u201d<\/p>\n

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