Summary
Contents
Subject index
Improving government on a macro level is only possible with public managers who herald change on a micro level. While many studies of government reform focus on new policies and programs, these public managers—building relationships built on trust—are the real drivers behind many successful reforms.
In this second edition, chapter authors once again draw on their real-world experience to demonstrate the importance of values-based leadership. With new research and lessons from the first two years of the Obama administration, chapters focus on the concrete ways in which leaders build effective relationships and trust, while also improving themselves, their organizations, and those they coach. Surveying agencies both horizontally and vertically, The Trusted Leader also addresses how public managers can collaborate with political appointees and the legislative branch, while still engaging with citizens to create quality customer experiences.
Two brand-new chapters focus on: “Effective Conversations”—the importance of one-on-one conversations to building trust, with a model for having such conversations. “The Diversity Opportunity”—the need to effectively lead across a diverse workforce and a diverse society to build trust in both realms.
With the addition of chapter headnotes, the editors provide necessary context, while the new “Resources for Further Learning” feature guides readers toward additional print and web resources.
Engineering Experiences That Build Trust in Government
Engineering Experiences That Build Trust in Government
People—whether citizens or government employees themselves—trust government if they have a good experience with it. Yet most government agencies lack the concepts and tools to think carefully about and engineer positive citizen and employee experiences. Such experiences depend on addressing the emotional, not just the cognitive, needs of customers. Customers filter and make sense out of experience clues—those sensory inputs in their environment that are provided by government. Exceptional customer experiences with government thus require attention to three types of sensory clues. Leaders must orchestrate functional clues: Do their programs, processes, forms, and systems work (that is, function) as intended? But the true emotional payoff comes ...
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