Learning the Ropes Insights for Political Appointees

by Abramson, Mark A.; Lawrence, Paul R.; Ferrara, Joseph A.; Harsell, Dana Michael; Michaels, Judith E.; Ross, Lynn C.; Trattner, John H.; Wye, Chris

• ISBN13: 9780742549869
• ISBN10: 0742549860
• Format: Paperback
• Copyright: 2005-05-26
• Publisher: Rowman & Littlefield Publishers

Summary

Learning the Ropes: Insights for Political Appointees is geared to providing helpful advice to new political appointees on a variety of topics related to the challenge of managing in government. Chapters include advice of how to work well with career executives, how to work with congress and media, and how to effectively manage their own organization. A major theme throughout the book is that creating productive partnerships with career civil servants is crucial to the achievement of Administration goals and objectives.

Table of Contents

The Biggest Secret in Washington	1	(8)
Mark A. Abramson
Paul R. Lawrence
Introduction
The Challenge of Defining Roles
The Challenge of Competing Factions
Looking Ahead
Endnotes
Part I: Working with Career Executives	9	(72)
Becoming an Effective Political Executive: 7 Lessons from Experienced Appointees	11	(26)
Judith E. Michaels
Introduction
Lessons from Experienced Appointees
Turn to Your Careerists
Partner with Your Political Colleagues
Remember the White House
Collaborate with Congress
Think Media
Pace Yourself
Enjoy the Job
Getting to Know You: Rules of Engagement for Political Appointees and Career Executives	37	(44)
Joseph A. Ferrara
Lynn C. Ross
Introduction
Myths about Career Civil Servants
Myths about Political Appointees
Rules of Engagement for Career Civil Servants
Rules of Engagement for Political Appointees
Findings and Recommendations
Acknowledgments
Appendix: Study Methodology
Endnotes
Bibliography
Part II: Working with Congress and the Media	81	(22)
Working with the Congress	83	(12)
John H. Trattner
Working with the Media	95	(8)
John H. Trattner
Part III: Working with Your Organization	103	(98)
Working to Transform Your Organization	105	(10)
Mark A. Abramson
Paul R. Lawrence
Lesson 1: Select the Right Person
Lesson 2: Clarify the Mission
Lesson 3: Get the Structure Right
Lesson 4: Seize the Moment
Lesson 5: Communicate, Communicate, and Communicate
Lesson 6: Involve Key Players
Lesson 7: Engage Employees
Lesson 8: Persevere
Bibliography
Working with Career Executives to Manage for Results	115	(20)
Dana Michael Harsell
Analysis of the Three Case Studies
Findings Derived from Case Studies
Conclusions
Acknowledgments
Performance Management for Political Executives: A ``Start Where You Are, Use What You Have'' Guide	135	(66)
Chris Wye
Introduction
Making the Case for Performance Management
Designing Performance Indicators
Aligning Management Processes
Using Performance Information
Communicating Performance Information
About the Contributors	201	(4)
About the IBM Center for The Business of Government	205