Book - Embracing Excellence in the Public Sector

What is this book about?

Every year, governments invest millions, if not billions, of dollars to increase employee effectiveness and reduce inefficiencies. Computer systems sporting acronym-laden names and continual reorganization efforts often lead the pack. At times, desired results are achieved and the investment is validated. However, all too often initiatives die on the vine due to leadership changes and lack of continued funding, or the muffled conversation that the effort should have never started in the first place eventually wins the day. 

If people can be bold enough to suggest that there can be a world without hunger, war, or poverty, why can’t we agree that there can be a government with engaged, committed, and customer-focused employees? This book contends that the answer lies not in new sweeping changes to policies, processes, or procedures. All too often, these efforts gum the works, slow progress, squander resources, and cause workers to dig deeper into their anti-change fighting positions.

Instead of sweeping changes and reforms, a commitment to developing leaders and teams that drive accountability, commitment, and engagement is needed. If the desired efficiencies are to be truly achieved, governments must rethink business as usual and embrace pragmatic and arguably more effective efforts. Successful accomplishment of strategy doesn’t happen in the highest government offices or bodies of legislation. It happens at the front line where individual employees and their leaders interact and make decisions about how to employ resources every day. Unless that part is straight, no grand strategy matters.

This story discusses how one group of leaders in one government agency worked to get it right. The story is a work of fiction, and the characters exist only in the author’s mind. However, the five steps outlined in this book are grounded in reality and represent how leaders and their teams can work together to accomplish amazing results. Many government leaders and employees don’t operate under this simple five-step process. It isn’t because they are bad people who don’t want to perform well. It’s simply that most of them operate in a system that over time erodes their passion for excellence. Governments will be far more effective when frontline employees and their leaders embrace a simple planning and execution approach.

Why was the book written?

In 20 plus years of leading and consulting, I’ve seen that the biggest challenge in many organizations is not the development of the grand plan. It is the ability to make the plan come to fruition. Additionally, I saw a need to write a book directly to public sector employees in an easy to read and understand story that talks the language that government employees are used to hearing. The common jargon of the business world is avoided as the uniqueness of the government audience is addressed in a direct and clear manner.

Who should be reading the book?

Team leaders, Division Leaders, Directorate Leaders, anyone on or in a team associated with making the organization’s top goals happen in a consistent and systematic fashion. Frankly, any leader in the public sector who is trying to get their team or the teams in their organization to plan and implement more effectively.

What’s the benefit from reading the book?

Readers will find that the book provides them with a clear framework to get all team members aligned with the organization’s top priorities and a means to work together to accomplish what matters most.

About the Author

Patrick Leddin, PhD, PMP
Patrick serves as Managing Director and leads Wedgewood Group’s Team Planning and Execution practice. He is responsible for shaping the strategic direction of the firm’s services and solutions.

Patrick has over 20 years of experience advising government agencies, non-profit organizations, and Fortune 500 companies on the development and execution of strategy at all levels. He is a seasoned leader who has collaborated with teams from the United States Air Force, other DoD organizations, and over 100 companies, including Eli Lilly and Company, Frito Lay, Caterpillar, Sony Corporation of America, and Barilla International. He helps organizations set strategic direction, but more importantly, works with teams to implement the changes necessary to get there.

“My goal is to infuse energy and ideas into engagements to help organizations
accomplish what they didn’t think possible.”

Patrick earned his PhD in Communication with an emphasis on Organizational and Instructional Communication from the University of Kentucky. He completed his executive coaching education through a partnership between Columbia University and FranklinCovey, and is a FranklinCovey certified facilitator in Leadership, The 4 Disciplines of Execution, and Building Business Acumen. In addition, Patrick holds a Project Management Professional (PMP) certification from the Project Management Institute and is a member of the Society of Human Resource Management (SHRM) Speaker’s Bureau.

Prior to Wedgewood Group, Patrick worked for the FranklinCovey Company and KPMG Consulting. His career began as an infantry officer in the United States Army, serving as a company commander, executive officer, and platoon leader. His experience in the military includes completing airborne, jumpmaster, and ranger schools.

Patrick is a native of Chicago, IL.

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