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Peter Beck is a senior analyst in GAO’s Strategic Issues team. He works on performance management, interagency collaboration, and strategic human capital management issues. Contact him at beckp@gao.gov.

Peter Beck

August 2016 - The Public Manager

Improving Implementation of Cross-Agency Priority Goals

Fall 2014 - The Public Manager

The United States Government Accountability Office highlights four approaches that federal agencies have used to successfully collaborate with each other.

Practical Approaches for Implementing Successful Collaborative Groups

As learning professionals enabling employees to reskill and upskill to meet the challenges of constantly changing performance requirements, helping to make employees “sticky” should be a priority.

Get Stickier: Hacking Your Brain to Become a Better Learner

Peter Ostrow is the VP/Group Director and principal analyst for Sales Effectiveness at the Aberdeen Group, a leading provider of fact-based research focused on the global technology-driven value chain. Peter has been focused on sales and marketing best practices for 25 years, beginning with a long-time stint at advertising firm JWG Associates. As JWG’s third employee, he participated in every aspect of the company’s sales growth, from $1M to $135M, until its acquisition by Monster Worldwide’s TMP AdComms division. At TMP, Ostrow deployed additional CRM, pipeline management, lead generation and competitive intelligence practices as VP, Global Sales Administration. He then spent five years as VP of Business Development with MarketOne International, a global provider of lead lifecycle management services to technology sales and marketing executives. At Aberdeen, Peter oversees research consumed by end-users in Marketing, Sales and Service management roles. He also leads the Sales Effectiveness practice, covering the technology, service and consulting enablers that enterprise sales forces deploy to become best-in-class organizations. His research is widely publicized and covers topics such as sales training, sales intelligence, CRM/SFA, sales performance management and integrating technologies around customer acquisition and retention.

Peter Ostow

Before joining CCL, Peter Ronayne spent 15 years as a dean and senior faculty member at the Federal Executive Institute (FEI) in Charlottesville, Virginia. While at FEI, he directed the flagship Leadership for a Democratic Society program, launched FEI’s Center for Global Leadership, and co-founded the institute’s “NeuroFed” program on neuroscience and leadership.A senior faculty member and portfolio manager at the Center for Creative Leadership, Pete’s multidisciplinary background and experience serves the Center in his design and delivery responsibilities for open enrollment and custom programs, and various Global Solutions clients, with a focus on public sector leadership and organizational development.Pete co-edited The Trusted Leader: Building the Relationships that Make Government Work, a collection of essays on values-based and collaborative leadership in the public sector. He co-authored Biography of an Ideal, a history of the US Civil Service and The Toxic Boss Survival Guide: Tactics for Navigating the Wilderness at Work, and he is the author of Never Again: The United States and the Prevention and Punishment of Genocide since the Holocaust.

Peter Ronayne

When senior leaders confront a turning point—whether it’s launching a new strategy, navigating disruption, or aligning a global workforce—they often realize that they need new knowledge and skills to get them there. But it doesn’t take long to recognize that acquiring what they need will take more than conventional training. Increasingly, they’re turning to executive education programs designed specifically for their organization’s needs.“These aren’t academic exercises,” says Wharton Professor Peter Fader. “Organizations come to us when they’re trying to solve real problems. They want insight, but they also want traction.”Fader has worked extensively with custom programs developed for senior leaders across industries. These initiatives address challenges that go far beyond any one sector—strategic clarity, customer centricity, data fluency, and leadership alignment.From Reactive to StrategicMany organizations approach Wharton at moments of inflection. They may be reacting to external pressures—like new technologies, shifting customer behavior, or competitive threats—or trying to get ahead of them by sharpening their strategy.According to Fader, this often involves helping leaders move away from defining their value in contrast to competitors and toward a clearer articulation of their own strengths. “There’s a mindset shift happening,” he says. “Leaders are asking: What do we stand for? Who do we serve best? And how do we grow from that?”Nearly every sector is asking similar questions. From manufacturing to financial services, leaders want to use data not just to track performance, but to guide priorities and drive growth. These themes—customer lifetime value, segmentation, and decision science—frequently show up in Wharton’s custom programs.Breaking Silos and Building AlignmentAnother reason organizations pursue custom learning: the need to unify teams across silos, business units, or regions. Whether it’s a multinational seeking consistency across markets or a fast-growing firm trying to scale its culture, many companies use executive education as a vehicle to foster alignment.This kind of learning works best when participants aren’t just absorbing information but engaging with peers across the organization. “That’s when you see breakthroughs,” Fader explains. “People realize the challenges they’re facing aren’t isolated. They start sharing ideas, spotting patterns, and thinking collectively.”One simulation-based program Fader leads includes high-pressure, decision-making exercises that require real-time data analysis and teamwork. Participants report that this immersive format strengthens collaboration and sparks actionable insight. “We weren’t just learning,” said one executive participant. “We were testing ideas, applying frameworks, and having real conversations about how to bring them back.”Driving Accountability and ActionWharton’s approach goes beyond content delivery. Custom programs are designed with application and accountability in mind—from action planning exercises to post-program deliverables shared with senior stakeholders.“People need to leave with more than a notebook full of insights,” says Fader. “They need a roadmap—and ideally, a structure that helps them follow through.”That might include written reflections capturing key insights and next steps, structured peer feedback, or periodic check-ins. These tools don’t just reinforce learning—they build momentum.Learning That Keeps Up With ChangeAcross industries, the challenges may vary, but the pattern is consistent: Leaders want education that matches the speed and complexity of their environment. That’s where tailored executive learning shines. It creates space for exploration, connection, and experimentation—without losing sight of practical impact.“We’re not just here to teach,” Fader says. “We’re co-creating something that meets the moment.”Whether it’s a Fortune 500 company, an industry association, a fast-growing startup, or a global nonprofit, more organizations are recognizing that transformation doesn’t happen through generic content. It comes from learning that’s built for purpose—and designed to scale.

Why More Organizations Are Turning to Custom Executive Education

Billions of dollars are spent on leadership development, and yet, our leaders are not ready for today’s challenges. Research increasingly shows that most programs are failing.Read our whitepaper to explore the research and how to fix your leadership program. Leadership Development for Long-Term ChangeWhat makes a leader? Psychologist and leadership expert Daniel Goleman has researched this for decades. His answer is emotional intelligence. The need for it is greater than ever in today's complex global world. Linear thinking and command and control were successful after the industrial revolution, but people now expect fluid leadership styles along with synergistic intuition.And these things can’t be taught. They have to be experienced, because to develop these traits, we need to tap into the limbic system. This area of the brain that deals with feelings, impulses, and desires is essentially the connection to emotional intelligence.As Goleman mentions in his HBR article “What Makes a Leader,” the “limbic system learns best through motivation, extended practice, and feedback.”Despite this, most leadership programs try to teach in ways that appeal to the prefrontal cortex, or in other words, the logical part of the brain. This makes little difference to leaders because we need to target the emotional brain, which requires a different approach. Successful leadership development programs need the following:Stories – By being exposed to international projects and assignments as well as various coaches, mentors, and stakeholders, leaders don’t just listen to different viewpoints. They also question their own mental models to start fine-tuning their leadership identities.Learning challenges – Without facing tough experiences in life, we never learn. So, we all need challenging projects and even so-called difficult people to grow. Making sense of it all – As we touched on in our blog on the comfort food of learning, vertical development allows leaders to change. Book clubs and group coaching are great examples because they provide multiple ideas whilst giving leaders the confidence to try things out in their day-to-day. Who Ate Our Culture?Management and leadership guru Peter Drucker famously said, “culture eats strategy for breakfast.” But who or what eats culture?We are our environments and vice versa. As such, we need both a learning culture and a safe environment that encourages individuals to challenge their biases and to come together for a common goal.However, most organizations promote individuals and support hierarchical career development rather than focusing on teams. As a result, self-interest takes over and your culture is devoured by the needs of a few elite individuals.As this paper on leadership development further explains, not only do most leadership development programs neglect the team, but they also often ignore politics.No one wants politics, but if we don’t talk about the issues and dangers, how can we hope to make leaders aware of the delicate balance between self-interest and the common good?To nurture the best culture for your organization, ensure:Cohort learning – As previously explained in “How to Stop Failing at Leadership Development,” learning should involve the community. Groups that co-learn, for example, book clubs, develop a common language and way of behaving that inspires them to support each other.Inclusivity – Everyone can be a leader within their remit. In fact, the more people you develop, including low performers, the more you transform your culture and reduce politics.Measurability – Development programs are increasingly being measured with, for instance, the Kirkpatrick model. The Dupont Bradley Curve also gives you a useful framework to check in on culture. Make Your Transition to Modern Leadership DevelopmentDeveloping leaders, or any adult, is hard because it means we have to appeal to the emotional part of the brain. The one that’s wrapped in mystery and instinct.Nevertheless, book clubs are a powerful way to open up that mystery. They leverage the wisdom of groups and stories such that people can self-reflect and practice in-situ.Furthermore, a book club or group coaching session promotes social connectivity and co-responsibility that encourage people to grow into new perspectives and ways of being. As a result, you rewire some neural networks and you set the stage for long-term change.Don’t miss our whitepaper for all the details. 

How to Fix Leadership Development Programs for Actual Results

“Leadership is a matter of how to be, not how to do.”That quote, from the legendary Frances Hesselbein, supports her enduring passion for creating the leaders of the future who are “mission-based, values-based, and demographics-driven.”The Association for Talent Development mourns the loss of Hesselbein, a supporter and champion of talent development and learning. She passed away December 11 at the age of 107.She was a keynote speaker at the ATD 2003 International Conference & EXPO and a recipient of (then) ASTD’s Champion of Workplace Learning and Performance Award in 2005. She also authored the chapter “Leading the Workforce of the Future” in The ASTD Leadership Handbook.“Our Champion award is given to an individual whose advocacy, commitment, and actions in support of learning and development have influenced audiences and organizations, and Frances exemplifies the spirit of this award,” said Tony Bingham, ATD President and CEO. “We’re grateful for the decades of thought leadership that she generously shared with our global talent development community.”As a pioneer in her work with leadership and social service, Hesselbein was a visionary and extraordinary leader who was an early adopter of diversity and inclusion. Best known for her 13 years as CEO of the Girl Scouts, she spent more than 40 years defining leadership and the value of serving others. In 2022, she received the President’s Volunteer Service Award.“Frances was born in 1915, before women had the right to vote. By the end of her long life, she had refocused the mission of the Girl Scouts of America to equip young women for roles in society and introduced innovative ideas into leadership development,” said Pat Galagan, ATD’s former executive editor. “She advocated a circular management style, which was more inclusive than top-down hierarchies, sharing leadership to ‘the outer edges of the circle.’”“Leadership gurus such as Warren Bennis, Peter Senge, and Jim Collins recognized her as one of the most innovative and inspired leaders of their time,” Galagan continued. “When asked by a journalist who was the greatest CEO in America, Peter Drucker named Hesselbein, saying, ‘Frances Hesselbein could manage any company in America.’”“Frances Hesselbein was one of the most impactful and admirable Level 5 leaders of the 20th century,” author Jim Collins noted. “She taught me that one of the greatest sources of energy is leadership done in a spirit of service. Her most enduring impact is through the multitude of leaders—in business, in the military, in the social sectors—inspired by the guiding principle of her life: ‘To serve is to live.’ We have lost an irreplaceable light in our world, andin our lives. Her greatest gift was her uplifting example.”Her impact on diversity was felt during her time as CEO of the Girl Scouts. She changed the standard Girl Scout handbook by hiring educators and artists to write four different handbooks reflecting the different cultural identities of members.“In my life, I have had the honor to work with many amazing leaders. Frances Hesselbein is the greatest leader that I have ever met,” said Marshall Goldsmith. “She was also the most kind and gracious human being. When I met Frances, I was doing pioneering work in 360-degree feedback that was customized to fit the organization’s values. I volunteered to work with Frances and the Girl Scouts. She ‘led by example,’ was the first to get feedback, and always worked at becoming an even more effective leader. Since then, she has shared her wisdom with many of my CEO clients. Frances Hesselbein will always be my number 1 hero!”She was president and CEO of the Peter F. Drucker Foundation for Non-Profit Management (now the Frances Hesselbein Leadership Institute) and the editor in chief of the award-winning Leader-to-Leader journal. She also served as the Class of 1951 Chair for the Study of Leadership at the United States Military Academy at West Point.According to her obituary, “Hesselbein served on multiple boards including Pennsylvania Power and Light, Mutual of America, and the Bright China Foundation. She chaired the United Way of Central Pennsylvania. She was invited to the White House by seven different presidents and received the Presidential Medal of Freedom in 1998. She was appointed to the Presidential Commissions on National and Community Service by President George \[H.\] W. Bush in 1992 and 1993.”“I will always remember Frances for her leadership in the Girl Scouts and for giving hope and inspiration to everyone she touched at every age,” said Elaine Biech. “She was one of the first people to write about women in leadership and so I often quoted her. One thing that resonated with me was her belief in learning by doing and to me that is what I believe is critical: experiential learning.”Hesselbein wrote two memoirs—Hesselbein on Leadership and My Life in Leadership—and was the co-editor of 27 books published in 29 languages.In an August 11, 2017, Lehigh Valley Style article, “Hesselbein said she hopes she’s remembered for truly practicing what she preaches: ‘Mission. Innovation. Diversity. Those words are my battle cry.’”

In Memoriam: Frances Hesselbein

ATD developed the talent development framework and puzzle to help practitioners understand the different components of talent development, and how organizations can build their own frameworks to address their unique needs. This blog series explores each component of the talent development framework, why it’s important to the field, and what resources ATD offers to practitioners who want to learn more.Employee EngagementEmployee engagement is a critically important topic for talent development professionals. Gallup’s engagement survey shows that only 13 percent of global employees are engaged. This leaves 87 percent unengaged, indifferent, or actively disengaged. Statistics like this are alarming, especially when considering that employee engagement may determine the eventual success of a company. Gallup’s research shows employees who are actively engaged bring more discretionary effort to their work and contribute more in terms of innovation and growth. A culture of engaged employees may result in lower turnover, fewer safety incidents, lower absenteeism, and higher productivity, to name a few benefits. ATD’s research for the talent development framework shows that employee engagement is a core component for talent development efforts in many companies. Employee engagement grows when there’s one objective in mind: to put the employee first. Employees who are treated with respect and loyalty feel valued by the organization. Understanding the top five barriers to engagement is beneficial for talent development professionals. According to Andrew Graham of Forum Corporation, unappreciative or unhelpful management is the single most demotivating factor in the workplace. When employee engagement is a known strategic goal for the company, working toward it becomes a daily objective. Engagement first comes by acknowledging basic needs such as belonging, enjoyment, and recognition, and then overcoming them through education, balance, and demonstration. Investing in employee engagement and talent development practices may have a more cost-effective and meaningful result than new compensation and benefit plans, according to an ATD study. We’ve assembled some additional resources to explore:• Learn why employee engagement is so essential to your organization. • Take the first step in creating a world-class and engaged workforce.• Take the steps to overcome barriers to employee engagement. • Calculate the return on investment for your employee engagement program.• Evaluate your employee engagement strategy.• Measuring the Success of Employee Engagement by Patti P. Phillips, Jack J. Phillips, and Rebecca Ray• The Manager's Employee Engagement Toolbox by Peter Garber• Coaching Employee Engagement Training by Peter Garber• Motivating Employees in the Digital Age by Sharlyn J. Lauby• Creating Engaged Employees by William J. Rothwell• For more information on training delivery and other major components of talent development, check out the ASTD Handbook, 2nd Edition (Now TDBoK™ Guide, second edition).

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