The objective of this site is to provide proven insights about managing in the U.S. Federal government. Examples from the $70 billion information technology sector describe the interactions that occur between upper level government managers across all government organizations.
The audience for this book is Fernando and the thousands like him who want to move up in the government and stay there; and others will find it insightful including those in industry and the public who want to know how the government, out of the media, really works day after day, month after month, and year after year.
Fernando, a ficticious character, has had a successful career as a small business owner supplying technology services to the federal government. Tiring of this, he hints that he would consider a senior government job. Because of his background and contacts, he is offered two jobs, both important, but different. He has many questions about which job to take and about managing in the government, a culture that will be new and different to him.
There are 18 chapters with 130 sections in this book. Summaries of each section will be published here bi-weekly
With 35 years managing in four defense organizations and three civilian agencies, I provide insights about how the government works and how senior career managers, and some political appointees, work, interact, scrap with each other, make decisions, and keep the government running, especially as presidents come and go. In addition, I provide commentary about selected current management issues.
There are about 1.8 million civilian career employees. This includes 40,000 managers who develop policy and manage the government's programs in an environment of stress, tension, lots of infighting, and sometimes, elation over a job well done. Included in the 40,000 are 6,000 Senior Executive Service officials and 4,000 political appointees. These individuals generally work in policymaking roles providing direction to the government?s programs. The other 30,000 mangers are at the grade 15 level, the top career level just under the Senior Executive Service. Because they manage the government?s programs such as the Social Security Administration's systems, the Internal Revenue Service tax systems, and the Federal Aviation Administration?s Air Traffic Control systems, these managers are crucial to the day-to-day operations of the massive federal government. In this web site, I provide insights for these 40,000 current and future senior government managers. Some of these mangers want to learn a few new moves to do a better job. Some simply want to survive in a difficult environment. Some want to move up to higher levels of management while recognizing that the challenges are more difficult at higher levels. Managing at increasingly higher levels in government requires continuous learning and reflection on the last experience. Yet, few sources provide the opportunity.
I wish I had access to this knowledge when I began my government career. However, now that I have what I have, I can pass it on.Finally, this site is oriented to officials in state, local, and other national governments, students of public administration, industry officials, and citizens who question how the government really works and want more depth than normally is provided by other sources.
Frank McDonough
Manage your way to success in your government assignments