How Managers Can Avoid Self-Sabotage
Concerns about precise wording. Insisting on doing everything through proper \u201cchannels.\u201d Referring to matters decided upon at the last meeting during a new meeting. Huge committees. These are probably familiar issues to modern public sector managers, but these problems were identified by the CIA\u2019s precursor, the Office of Strategic Services, in its Simple Sabotage Field Manual, published in 1944.
In a new report titled \u201cMission Not Meetings: How government leaders could avoid self-sabotage,\u201d McKinsey experts examine the management problems that can undermine the efficacy of government managers and hamstring mission delivery.\xa0
J.R. Maxwell is a McKinsey partner and a leader in the firm\u2019s practices focused on the public, social, and healthcare sectors. And Sarah Kleinman is a Partner in McKinsey's Public Sector practice, where she manages large-scale, end-to-end organizational transformations. They joined the podcast to talk about the report and how organizations can overcome these issues.\xa0
***
Follow GovExec on Twitter! https://twitter.com/govexec