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Jerry Wang is a faculty member at Management Concepts’ School of Federal Leadership Excellence (SoFLE). Previously, Jerry served as a diplomat, leadership coach, organization development consultant, and trainer at the US Department of State. Before that, he spearheaded EMBA and leadership coaching programs at Cornell University, consulted with Deloitte Consulting and Dalberg Global Development Advisors, managed sales enablement at Groupon, and advised sheepherders as a Peace Corps volunteer in Macedonia.Jerry’s commitment to leadership development and coaching excellence is underscored by his credentials as an ICF PCC-credentialed coach, Gallup-certified Strengths Coach, and WIAL-certified Action Learning Coach. He holds an MBA from Northwestern University, a BBA from the University of Texas at Austin, and executive certificates in Leadership Coaching and Organization Development Consulting from Georgetown University.

Jerry Wang

The future of federal leadership is fraught with uncertainties and shaped by continuing resolutions, limited regulatory power, AI adoption, hybrid workplaces, and waves of retirements and new hires. More than 2.2 million federal employees, the largest workforce in the United States, will experience the ripple effects of these changes in the coming years. Federal leaders must navigate these complexities while continuing to implement policies and achieve mission goals. Current leaders, already overwhelmed, and future leaders, potentially unprepared, must be ready for the impact.Despite the perception that the government is slow to change, upcoming policy and technology disruptions will necessitate an evolution in leadership. Learning and development (L&D) professionals can equip leaders with the strategic mindset and analytical skills needed to anticipate, prepare for, and adapt to a range of future scenarios with confidence.Shifting to the CityscapeThe “view from the balcony” metaphor illustrates the importance of leaders having a broad perspective rather than only focusing on daily operations. However, federal leaders must zoom out even further to view the entire federal landscape, understanding the dependencies and implications at a macro level across multiple agencies. Mid-level and senior leaders must deepen their competence in interpreting policies and regulations as well as understanding how technology and talent developments will affect the federal market landscape and their home agencies. This begins with gaining fluency in how the entire federal government, not just a specific agency, operates.L&D professionals can facilitate this by adopting strategies from the private sector, offering training and tools for market landscape assessments, policy analysis, and human capital readiness assessments. By seeing the bigger picture, leaders can identify knowns within unknowns, providing clarity and certainty to upcoming threats to the current operating environment. For example, they can take tactical steps to hedge against budgetary changes, knowledge loss, and gaps in talent capabilities and bolster workforce and succession planning.Adopting Strategic Foresight Tools are essential for helping leaders think beyond the immediate horizon and consider multiple futures. OPM’s Strategic Foresight Guidebook, particularly the Cone of Plausibility model and Knowledge Grid, can be invaluable. These tools help uncover potential blind spots and mitigate risks, ensuring agility and institutional readiness in any scenario. They can also instill confidence in leaders, fostering a workplace that operates from confidence rather than fear while positively affecting organizational morale and performance.Preparing Leaders for Increased StressAccording to Gallup, workplace stress is on the rise, with managers experiencing more negative impacts than nonmanagers. This trend, compounded with future uncertainties, will likely add strain to federal leaders, who are already overwhelmed. Gallup research suggests that optimism and hope for the future can lead to improved engagement. Managers, who play critical roles in employee engagement and well-being, must instill optimism and hope in their teams despite increased stress.Leaders can achieve this by embracing the T.R.U.E. pillars—transparency, reliability, understanding, and expression—which help them support their teams authentically, even in challenging times. L&D professionals can also emphasize techniques to develop positive habits for stress management and resilience, helping leaders meet the increasing demands of their roles effectively. Addressing this critical need is essential; neglecting it could result in the attrition of a vital workforce segment that drives organizational success.Ultimately, Leaders Need More SupportThe increasingly complex federal environment requires leaders to adapt to a new landscape while achieving mission goals, maintaining personal well-being, and supporting employee engagement. OPM’s Workforce of the Future Playbook acknowledges the upcoming challenges and offers proactive measures to support future leaders. L&D professionals can amplify this support by thinking ahead and serving as guides, equipping leaders with the skills, knowledge, and tools needed to navigate this evolving landscape successfully. By fostering a broad perspective, supporting strategic insights, and promoting resilience, L&D professionals can ensure that federal leaders are prepared to meet the challenges of an increasingly complex environment with confidence and competence.

Evolving Leadership for an Increasingly Complex Federal Environment

Michelle Reina, PhD, is co-founder of Reina Trust Building, a global firm specializing in transforming workplaces—and lives—through trust. Reina’s focus for 30 years has been researching trust and developing practical methodologies and tools to assess and measurably strengthen trust in workplace relationships.Leaders, teams, and organizations such as American Express, Ben & Jerry’s, Center for Creative Leadership, Dartmouth Hitchcock Medical Center, Johns Hopkins Medical Center, Harvard University, Johnson & Johnson, Lincoln Financial Group, Miller Coors, Nokia, Toyota, Turner Broadcasting (CNN), Voya Financial, VISA, Yale University, Walt Disney World, and the US Army and Treasury Departments have leveraged Reina’s comprehensive trust-building system. Through consulting, speaking, training, and coaching, Reina supports people not only to build trust but also to rebuild trust, regain happiness and joy, and work productively again in relationships where trust has been compromised.Reina’s work is based upon an underlying premise that all business is conducted via relationships, and trust is the core foundation to effective relationships that produce results and forge human connection.Reina believes that all people want, need and deserve to have trust in their relationships with others, and in themselves.Reina and her husband, Dennis Reina, are co-authors of two business bestselling books: Trust & Betrayal in the Workplace, 3rd edition and Rebuilding Trust in the Workplace.

Michelle Reina

Jerry Hamburg is vice president of solution services at TiER1. For more than 20 years, Jerry has guided dozens of organizations across a broad range of industries and sizes in crafting results-driven performance solutions. Jerry is passionate about helping people do their best work, which he does through his work at TiER1 and a variety of non-profit and service activities

Jerry Hamburg

When many of the world's top achievers seek a strategic expert to help them accelerate their results, they are eventually drawn to Tony Jeary. Tony Jeary is the authority on Results and has committed his career to studying and helping others achieve more. If you want to better your life, your career and your results, you need to know Tony. Tony was raised by entrepreneurial parents who thrived on identifying and pursuing new opportunities to serve others. Tony's father taught him the powerful principle that has driven Tony' professional and personal life: "Always give more than expected." Exceeding expectations is the common thread that every Tony Jeary client experiences first-hand. Tony has traveled and advised people around the world (some 40 countries) for over 25 years. He has published 38 books, now in over a dozen languages. Top achievers, CEOs from the Fortune 500, and entrepreneurs from the Forbes Richest 400 travel to Dallas to spend time with Tony in his unique, one-of-a-kind, Strategic Acceleration Studio. Even the U.S. Senate has commissioned Tony to bring his methodology to Washington. Tony has been described as a 'gifted encourager' who facilitates positive outcomes for others. His list of personal and professional relationships approaches 20,000 people whom he connects with and nourishes out of his sincere interest and desire for their success. Tony's clients include individuals and organizations who are involved globally. Tony personally coaches the presidents of organizations like Ford, Wal-Mart, Samsung, EDS, ASTD, New York Life, Firestone and Sam's Club, to name a few. Tony Jeary has personal experience with both success and failure. Tony made and lost millions before he was 30. Today he walks the talk and practices the distinctions that characterize Success, both personally and professionally. He is blessed with a terrific marriage of 20 years and two great daughters with whom he has co-authored. He lives and works from his estate (including his Strategic Acceleration Studio) in the Dallas-Ft. Worth area.

Tony Jeary

Nancy Jacobsen holds a Doctorate in Education from the University of Pennsylvania and certificates from the Wharton School Aresty Institute of Executive Education for Work Based Learning Leadership. She also studied Mandarin Chinese at Taipei Language Institute in Taiwan, and completed a Bachelor’s degree in English at the University of Chicago. She resides in St. Paul, MN with her husband, Jerry, and their Golden Retriever, Odin.

Nancy Jacobsen

Anne Bruce doesn't just speak for a living, she's also a talent manager and an executive coach who helps speakers and authors including celebrities, politicians, sports figures, and well-known business leaders soar to the next level of their career. With a background in broadcast journalism and years of extensive television work, Anne has written for clients and projects in Hollywood and New York. Her clients have appeared on Ellen, Shark Tank, Steve Harvey, Today Show, Good Morning America, Anderson Cooper 360, and more. She's also carved a niche in coaching talent to write and deliver popular TEDx and TED Talks.Anne has had the privilege of speaking, writing, and conducting talent projects worldwide for organizations like the American Red Cross, Baylor University Medical Center, Sony Entertainment, Sony International, Saks Fifth Avenue, GEICO, Ben & Jerry's, Accenture, Coca Cola, Southwest Airlines, JetBlue, The White House, the Pentagon, the FBI, Harvard Law School, Stanford Law School, Columbia University School of Business, the Conference Board of Europe, and NASA, where she produced a documentary on the lives of women astronauts.She is the author of dozens of e-books and more than 23 books, which have been translated into more than 36 languages worldwide. Some of Anne's books include Speak for a Living: The Insider's Guide to Building a Speaking Career; Discover True North: A 4-Week Program to Ignite Your Passion and Activate Your Potential; Be Your Own Mentor; How to Motivate Every Employee; The Manager's Guide to Motivating Employees; and Building a High Morale Workplace; and Leaders Start to Finish: A Roadmap for Developing Top Performers (2nd edition). She's also been a featured author for Perfect Phrases for Employee Development Planning, part of McGraw-Hill's Perfect Phrases series. Anne also authored and acted as acquisition editor for the Pocket Tool Kit series. She has been interviewed by the Wall Street Journal, London Times, San Jose Mercury News, Newsweek, and Inc. magazine, among others.Anne's home base is in the greater Los Angeles area at Channel Islands Beach her favorite place to coach clients and film her popular weekly video blog, #30SecondsAtTheBeach. She has also partnered with her co-author Sardek Love, to launch The Speak for a Living Success Academy, a program for aspiring and accomplished speakers.

Anne Bruce

Wanted LeaderBuilders

To give your EI program the best chances of success, you’ll want to avoid these pitfalls.

Straight Talk: Building an Emotional Intelligence Program That Works

One of the biggest challenges of leadership is creating a culture where employees feel safe to share their ideas, concerns, feedback, and suggestions. Many have worked for organizations where leaders talk the talk but don’t walk the walk. They ask their employees to speak up but seek only praise and approval themselves.Great organizations develop employees by developing leaders. Leadership is more than a title, it’s a mindset. Joseph Grenny, coauthor of the New York Times bestseller Crucial Influence, once defined leadership as “intentional influence.” Coauthor Kerry Patterson adds, “At the end of the day, what qualifies people to be called ‘leaders’ is their capacity to influence others to change their behavior in order to achieve important results.”Here are four ideas that can help you develop an influencer and manage employee contribution.Solicit SincerelyIf you don’t want their ideas, don’t ask for them. Little contributes to a culture of silence more than insincerely soliciting feedback. So, if you already know what you’re going to do, be sure not to hold a perfunctory brainstorming session.Also, some people want to be seen and heard, but everyone wants to be valued. Employees share their ideas to contribute value. If those ideas aren’t sincerely valued or appreciated, the employee won’t feel valued.You can solicit ideas sincerely by focusing less on being right and more on getting it right. When you gather input and perspectives from others, you expand your pool of meaning, which leads to more informed decisions, actions, and results.Establish ExpectationsMake sure your employees understand that not all ideas can or will be implemented. Establishing proper expectations can help minimize frustration. Let employees know that while their ideas may not be implemented, they do inform the final decision. Their contributions may confirm current thinking or spark new ideas for a better course of action.It’s important that employees know that while they may not be a part of the decision-making team, their contribution as part of the data stream is invaluable. They are often closest to the problems you are trying to solve. Additionally, when employees serve as contributors, they are more likely to adopt the new solution (even if it’s not their own) and serve as champions to encourage others to do the same.Communicate ConstraintsWith limited insight into organizational constraints, employees often share ideas that are beyond the scope of what the organization can do. What resources are available? Is there a budget? What’s the timeframe or the level of quality required? Communicate your constraints so employees can offer suggestions and share ideas that work within them. When suggestions aren’t implemented, it’s generally not because they are bad, but because they are outside the constraints. Communicating constraints will lead to a greater chance of implementation. It also offers transparency and allows employees to see clear reasons should their ideas not be implemented.Reveal ResultsMore often than not, employees realize that all their ideas won’t be implemented. When people get frustrated or angry, it’s usually not about implementation but more likely because they feel their ideas were not considered. So, when people contribute ideas, let them know where things stand. If their idea was not implemented, explain why. Remind them of the expectations that were established and the constraints that were shared.Encouraging employee innovation and creativity is key for organizational success, as well as for engagement and retention. Managing the process can be challenging, but healthy organizations will always have more ideas than they can implement. Creating a process built on safety and rooted in sincere solicitations, established expectations, clear constraints, and transparent results will aid your efforts.

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