{"id":44309,"date":"2025-03-18T13:45:15","date_gmt":"2025-03-18T17:45:15","guid":{"rendered":"https:\/\/ourpublicservice.org\/?p=44309"},"modified":"2025-03-18T14:46:17","modified_gmt":"2025-03-18T18:46:17","slug":"building-an-accountable-and-effective-senior-executive-service-performance-through-the-public-service-leadership-model","status":"publish","type":"post","link":"https:\/\/ourpublicservice.org\/blog\/building-an-accountable-and-effective-senior-executive-service-performance-through-the-public-service-leadership-model\/","title":{"rendered":"Building an accountable and effective Senior Executive Service through the Public Service Leadership Model"},"content":{"rendered":"\n

The Senior Executive Service provides a critical leadership link<\/a> between politically appointed agency leaders who execute the president\u2019s priorities and career civil servants who implement those priorities and carry out directives from Congress in line with their agency\u2019s mission.  <\/p>\n\n\n\n

For government to perform at its best, members of the SES should be\u00a0held accountable for managing healthy, high-performing agencies and recruit, retain and develop\u00a0top talent through improved hiring and leadership development.\u00a0<\/p>\n\n\n\n

The Partnership for Public Service\u2019s Public Service Leadership Model<\/a> and reform agenda<\/a>, along with new guidance from the Office of Personnel Management<\/a>, seek to meet these imperatives.<\/p>\n\n\n\n

<\/div>\n\n\n\n

Strengthening leadership performance and accountability<\/h3>\n\n\n\n

A best practice for accountability is having a performance management system with clear competencies, goals and evaluations\u2014for all levels of employees, including politically appointed leaders. The key to success is having those competencies and goals aligned with tenets of strong leadership that serve the public good. <\/p>\n\n\n\n

The Public Service Leadership Model<\/a> includes core values<\/a> that anchor public service leadership\u2014Stewardship of Public Trust and Commitment to Public Good\u2014and four core competencies that propel success. <\/p>\n\n\n\n

OPM\u2019s new SES performance appraisal system<\/a> also introduces five critical elements that executives will be evaluated against: <\/p>\n\n\n\n

    \n
  1. Faithful Administration of the Law and the President\u2019s Policies <\/li>\n<\/ol>\n\n\n\n
      \n
    1. Government Efficiency <\/li>\n<\/ol>\n\n\n\n
        \n
      1. Merit and Competence <\/li>\n<\/ol>\n\n\n\n
          \n
        1. Holding Others Accountable and Treating Them Fairly <\/li>\n<\/ol>\n\n\n\n
            \n
          1. Achieving Organizational Goals  <\/li>\n<\/ol>\n\n\n\n

            These elements mainly center on Achieving Results<\/a>, one of the Public Service Leadership Model\u2019s competencies.  <\/p>\n\n\n\n

            In the public sector,\u00a0success is measured by service in the public\u2019s interest, while the private sector measures results that tie to sales or shareholder value. The Achieving Results competency is a critical way to measure impact in government, but also requires leaders to master\u00a0the model\u2019s other competencies: Becoming Self-Aware<\/a>, Engaging Others<\/a> and Leading Change<\/a>. \u00a0<\/p>\n\n\n\n

            To optimize leadership performance and accountability in government, the Partnership\u2019s reform agenda<\/a> recommends modernizing leadership requirements at all levels\u2014including in the SES\u2014and evaluating against these competencies. By adopting a framework like the model, agencies can standardize and elevate their performance management.<\/p>\n\n\n\n

            <\/div>\n\n\n\n

            Hiring and developing the best executive talent <\/h3>\n\n\n\n

            The Partnership\u2019s reform agenda also makes recommendations for improving SES hiring and development. <\/p>\n\n\n\n

            The methods for recruiting and hiring senior executives have been the same for decades and are due for an update. The government needs leaders with experience<\/a> across the public, private or nonprofit sectors to solve problems in a complex, digital world.  <\/p>\n\n\n\n

            <\/a>Incoming and aspiring senior executives should be recruited<\/a> for and assessed on leadership competencies\u2014like those in the Public Service Leadership Model\u2014as well as the skills most needed for their roles. <\/p>\n\n\n\n

            The government should also do more to grow its own talent and continually develop current executives. In addition, agencies should standardize onboarding<\/a> to set leaders up for success as well as coordinate rotational assignments<\/a> within and between agencies to broaden leaders\u2019 executive experience.  <\/p>\n\n\n\n

            Finally, agencies should provide aspiring government leaders with opportunities for joint-duty assignments and cross-sector collaboration, and make professional development more widely available to senior and midlevel employees in the leadership pipeline. <\/p>\n\n\n\n

            \n","protected":false},"excerpt":{"rendered":"

            The Senior Executive Service provides a critical leadership link between politically appointed agency leaders who execute the president\u2019s priorities and career civil servants who implement those priorities and carry out directives from Congress in line with their agency\u2019s mission.   For government to perform at its best, members of the SES should be\u00a0held accountable for managing…<\/p>\n","protected":false},"author":206,"featured_media":44310,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":true,"sort-date":"","content-type":"","om_disable_all_campaigns":false,"_searchwp_excluded":"","footnotes":""},"categories":[7594],"tags":[],"class_list":["post-44309","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership-collaboration"],"acf":[],"yoast_head":"\nSenior Executive Service Performance • Public Service Leadership<\/title>\n<meta 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