Clemson Turregano

June 2019 - TD Magazine

Use these leadership transformation trends to rethink how you do business.

Change Your Thinking for Today’s Disruptive World

Summer 2012 - The Public Manager

“Those who live the life know that government leaders live in a fishbowl, as if whatever they do could be broadcast around the world. National service requires a level of openness unheard of by leaders in for-profit organizations and even nonprofit enterprises,” wrote Ellen Van Velsor and Clemson Turregano of the Center for Creative Leadership in the summer 2011 issue of The Public Manager. Few in public service would disagree with this assessment of the work they do or the environment in which they do it. However, the fishbowl has transformed into a magnifying glass as federal employees become the target of politicians seeking re-election and of a citizenry frustrated by tough economic times. What drove this evolution? How can federal leaders deal with this increasingly challenging environment?

Can Leaders Keep Their Cool While Feeling the Heat

Fall 2012 - The Public Manager

Do the leaders of your agency struggle to stay on the same sheet of music? Do some need developmental feedback, while others grow and change more quickly than the organization? Are members of your team lurching in a zombie-like fashion from one crisis to the next, with no real heart for the job or sense of commitment? If you answered yes to any of these questions, your agency most likely needs to build a more vibrant leadership culture. This is very important work for public managers at all levels. The U.S. Office of Personnel Management’s Executive Core Qualifications recognizes that developing others and giving them the opportunity to learn is a key component of leader development and organizational culture. Doing this across different levels, internal and external to your agency, reflects political savvy. Senior executives must do both to be effective within government. But how do you do it?

Clemson Turregano

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