I had the privilege of delivering a webinar presentation for the Treasury Executive Institute on talent leadership. I was asked to share insights from my 25-year federal career and strategies for effective talent leadership in the federal government. I also shared a bit about the importance of an inclusive organizational culture and three of my favorite management/leadership books. It was a wonderful reflective exercise, and I look forward to sharing more about my journey in the coming weeks and months.

1. Perspectives from the C-Suite
Treasury Executive Institute (TEI)
November 10, 2016
Patrina M. Clark, SHRM-SCP, SPHR, HCS
President, Pivotal Practices Consulting LLC
TALENT LEADERSHIP – CREATING RAVING INTERNAL FANS
“There truly is no “one-size-fits-all” approach to achieving and
maintaining competitive advantage. However, organizations with
strong holistic advocacy – customer advocates, employee
advocates, and third-party advocates – definitely have a leg-up
on their competitors.
- Patrina M. Clark

2. LEARNINGOBJECTIVES
So Much to Cover, So Little Time
These were the common themes:
• Overview of my career, with particular insights
about why I entered the SES and what it was like
• Strategies for effective talent management and
keeping employees engaged
• Suggested resources, including recommendations
for networking and professional development
My
Insights
Your
Insights

3. 10 INSIGHTS FROM A QUARTER CENTURY IN PUBLIC SERVICE
My
Insights

4. 1986 - 2004
Internal Revenue Service
(IRS)

5. Be a constant learner – it will temper
arrogance and help you grow.
IRS - “The Wonder Years”
1986 - 2004

6. Do excellent work – more importantly,
work excellently with others.
IRS - “The Wonder Years”
1986 - 2004

7. Transition graciously and gracefully.
It is never a good idea to leave a bad
impression.
IRS - “The Wonder Years”
1986 - 2004

8. 2004 - 2006
Department of Navy –
Naval District Washington

9. A great boss and great colleagues can
overcome a lot.
NDW – “Glory Days”
2004 - 2006

10. Positional authority rocks!
The ability to influence without
authority will make you a rock star.
NDW – “Glory Days”
2004 - 2006

11. 2006 - 2008
Federal Election Commission
(FEC)

12. Pace yourself – peaking too soon is
awful.
FEC – “School of Hard Knocks”
2006 - 2008

13. Temper yourself – a spoken (written)
word can never be unspoken. And,
some things truly are better left unsaid
(unwritten).
FEC – “School of Hard Knocks”
2006 - 2008

14. 2008 - 2011
U. S. Government
Accountability Office (GAO)

15. If you jump out of a hot frying pan, you
will land in the fire.
GAO – “Land of Oz”
2008 - 2011

16. Hearts and minds are not yours to win
– they are others’ to give.
GAO – “Land of Oz”
2008 - 2011

17. You can fool some of the people some
of the time – but, to thine own self be
true all of the time.
GAO – “Land of Oz”
2008 - 2011

18. AUTHENTIC LEADERSHIP
• Authentic leaders are self-
aware and genuine.
• Authentic leaders are mission
driven and focused on results.
• Authentic leaders lead with
the heart.
• Authentic leaders focus on the
long-term.

19. TOOLS AND RESOURCES FOR TALENT LEADERSHIP EXCELLENCE
Your
Insights

20. WHYTHISMATTERS
• For most organizations, “people costs” represent a
significant part of their operating budgets – sometimes
higher than 90%
• The ROI on an organization’s human capital investments can
be improved by having a sound people strategy that is
clearly aligned with the organization’s mission, goals, and
objectives.
• By integrating strategic talent management practices into
the employee life cycle, an organization is better-positioned
to effectively respond to people needs.

21. KEYDRIVERSOFEMPLOYEEENGAGEMENT
Three Focus Areas for Consideration
Work
Environment
Leadership
Practices
Learning
Environment
Engagement and involvement
are critical in managing change
at work; 9 out of 10 of the key
barriers to success of change
programs are people-related.
(Price Waterhouse Coopers)
Higher levels of engagement
are strongly related to higher
levels of innovation. 59% of
engaged employees say that
their job brings out their most
creative ideas compared to
only 3% of disengaged
employees. (Gallup)
Only 40% of employees are
satisfied with relations
between managers and
employees in their
organization. (Kingston
Business School)

22. DEFININGINCLUSION
Inclusion is the process of valuing all individuals
and leveraging their diverse talent, not in spite of
their differences, but because of them.
Inclusion requires a conscious effort to involve all
human resources in the fabric and mission of the
organization as a critical value add.

23. THE NEW IQ
Source: OPM
InclusiveFair
Open
Cooperative
Supportive
Empowering

24. ESPOUSEDVS. EXPERIENCED
How does your organization score?
Low High
Fair
Open
Cooperative
Supportive
Empowering

25. THESURVEY-FEEDBACK-ACTIONPROCESS
• Designed to tap into
the collective
wisdom of your
employees
Survey
• Detailed analysis –
across varying
demographic groups
and organizational
levels
Feedback • Clear actions – with
clear roles and
responsibilities –
beyond HR
Action
Getting the Most Out of Your Survey Efforts

26. THE FIRST 90 DAYS
Excellent book summary available at
http://www.papensouth.org/PDF/The_First_
90_Days.pdf.
• Promote Yourself
• A New Job Requires a New
Approach
• Accelerate Your Learning
• Match Strategy to Situation
• Secure Early Wins
• Negotiate Success
• Achieve Alignment
• Build Your Team
• Create Coalitions
• Test Their Judgment

27. WHAT GOT YOU HERE
WON’T GET YOU THERE
Excellent book summary available at
http://www.jfdperfsolutions.com/modules/news/person
al_improvement-
book_summary~3A_~26quot~3Bwhat_got_you_here_w
on~26~23039~3Bt_get_you_there~26quot~3B_by_mars
hall_goldsmith_~28part_1~29.html
• Section One: The Problem with
Success
• Section Two: The 20 Habits That
Hold You Back from the Top
• Section Three: How We Can
Change for the Better
• Section Four: Pulling Out All the
Stops

28. THE 27 CHALLENGES MANAGERS FACE
Excellent book summary available at
https://trainingmag.com/introducing-27-challenges-
managers-face
• Leadership Transitions
• Employee Self-Management,
Work Habits
• Performance Management
• Employee Attitudes
• Managing Superstar Employees
• Managing Despite Factors
Beyond your Control
• The Need for a Fresh Start to an
Old Relationship – Renewal

29. TIME FOR QUESTIONS

30. SUMMARY
Key Take-Aways
• It matters what your employees are saying about you – and, they are
talking – know what they’re saying
• Engagement drives better performance which drives better performance
results
• Your employees are a wealth of information about what you’re doing
well and where there are some opportunities for improvement
• Ask your employees the right questions to tap into this knowledge
repository – and have plans to act on what they tell you

31. Pivotal Practices Consulting LLC
“performance improvement experts”
www.pivotalpractices.com
info@pivotalpractices.com (email)
301.220.3179 (metro DC area)