Leadership and Collaboration

We believe good government starts with good people—and that leadership is the most important factor influencing our government’s success and impact.

But for public service leaders to provide vital services, serve as stewards of the public trust and move the country and their communities forward, they need to develop a robust set of skills.

At the Partnership, we equip employees at all levels with the knowledge, resources and networks they need to succeed, offering a wide range of leadership development opportunities, fostering continual collaboration within and across agencies, and convening public, private, academic and nonprofit leaders who inform our strategies to develop public service leaders.

Leadership Development: Public Service Leadership Institute®

The Public Service Leadership Institute® is the preeminent source of programs, policies and perspectives related to leading in government. Our broad suite of open enrollment and government solutions build on over two decades’ worth of experience working with government agencies, teams and employees, and advocate for a single standard of public service leadership through the Public Service Leadership Model.

Major Investments

Our government must function effectively to ensure that people, communities and organizations across the nation benefit from the programs and services created by major federal initiatives. At the Partnership, we are building an ongoing source of knowledge and capacity-building for federal leaders who guide the implementation of large-scale programs.

Networks

There are millions public servants in our country serving at the federal, state and local levels to provide vital public services we all rely on. To maximize their impact, these employees must work together, build cross-agency and cross-sector connections, and find structured time to share best practices.

Our networks build continuity between administrations, equipping political appointees and senior career leaders with key nonpartisan insights and management practices to drive change at their agencies and tackle emerging problems. These networks also include former government executives and individuals from the private sector who are invested in uncovering new ways to make the government work better.

“The Partnership gave me an opportunity to interact informally with my peers at other agencies, to explore shared challenges, and learn how my colleagues were responding to the same challenges I faced at my agency.”