by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : September 30, 2013
September 30, 2013 FCW.COM 27 ers will soon become senior leaders. Federal agencies need to invest in that segment of the workforce to ensure the future vitality of their organizations. 4 Understand social in uence Chances are your organization has a social media policy that governs the use of Facebook, Twitter and Linked- In on work computers. But have you thought about the social in uence that happens off-line? A new agency initiative can tank if nobody jumps on board. Recalcitrant employees can drag their heels and hinder a restruc- turing or new program. Researchers have found that word- of-mouth sharing and face-to-face gossip are even more powerful than the type of sharing driven by mouse clicks. From a decade of studying social in uence, Wharton Professor Jonah Berger has distilled the six fac- tors that drive ideas or products to be shared and become contagious: • Social currency --- whether shar- ing something makes you look savvy, noble or appealing to the people with whom you re sharing. • Triggers --- what makes you think of a product or how often you are reminded of an idea. For instance, every Wednesday, you re reminded of "hump day" and you re more likely to search for GEICO s camel commercial, Berger said. • Emotion --- we share when we re angry, anxious or awestruck. • Public --- how observable some- thing is, such as the moustaches supporters grow during the month of "Movember" to raise awareness of prostate and testicular cancer. • Practical value --- how much the product might help others save time or money, or improve an experience. • Stories --- making your idea, mes- sage or product unforgettable by embedding it in a compelling story. "Technology professionals are high- ly focused on the best technology, and they assume because it s the best, if they just spread information about it, people will adopt it," Berger told FCW. "That s not how a lot of new product adoption works. Using word of mouth and understanding consumer behavior [are] really important in getting things to catch on." Take the "trigger" element in Berg- er s framework. If you want people to turn off their computers when they leave the of ce or use a particular kind of software, they not only have to agree it s a good practice, they also have to remember to do it. If you link the desired behavior to something vis- ible or memorable in the environment, that will trigger them to comply. "These ideas have some really important insights for governmental messaging [and] how to get messages across in ways that will change behav- ior," he said. Logan said she welcomes fresh ideas that could facilitate change management and breed "the ability to come in with an idea and create a spark of interest and create those early buy-ins to get some people inter- ested enough to take a risk." 5 Be a great boss If you nd being a leader challenging, you re not alone. Even when budgets are robust and the hiring pace is swift, managing people is one of the tough- est jobs around. Right now, it is espe- cially painful. And it s supposed to be that way, according to Harvard Business School Professor Linda Hill, co-author of "Being the Boss: The 3 Imperatives for Becoming a Great Leader." The process is slow and painful, you learn by trial and error, and only gradually can your new personal insights change your behavior and shape your leader- ship style into a successful one. The three imperatives that Hill iden- ti es as critical to your success are managing yourself, managing a net- work and managing a team. You must accept your role as boss and embrace the need to accomplish your goals through others. You have to under- stand your organization s power struc- ture and build a network of relation- ships to navigate the environment. And you have to inspire the individu- als on your staff to come together. "These are tough times for leader- ship," Logan said. "How do you handle issues when things don t go the way you expect they might? The times we re in, we re getting thrown some things that are very different than we expected." The challenging environment has her reaching for an oldie but a goodie: "Leadership on the Line: Staying Alive Through the Dangers of Leading" by Harvard University s Ronald Heifetz and Martin Linsky. The book is a prac- tical guide to adaptive leadership, the notion that effective leadership moves beyond technical management and encompasses the willingness to chal- lenge people and engage their abil- ity to adjust to a new set of circum- stances. It involves recognizing that whenever there is change, there will be resistance. "The vision we have for our organi- zation is to develop visionary leaders to transform government," Logan said. "The ability to move into the transfor- mational leadership role is important." Linsky and Heifetz detail four types of resistance: marginalization, diver- sion, attack and seduction. And they have suggestions for addressing and building skills to counter each one. For instance, maintain perspec- tive and hold steady in the face of change, or orchestrate the inevitable con ict at a time and place that will lead to the outcome you seek. They also acknowledge the importance of understanding your internal drivers and managing your own competing priorities. "It is very, very dif cult to change an organization that has become extremely comfortable in its culture," Logan said. "How do we get people looking out with con dence and able to step out in this unknown world we re living with, to be prepared for the cycle that always comes, the pen- dulum that swings back?" ■
September 15, 2013
October 30, 2013