Effective leadership in the public sector

Situational leadership

• What is situational leadership?
• Dealing with different professional groups and characters in the public service/at public employers.
• Guide, coach, support and delegate clearly.
• Target group-oriented communication and heterogeneous employee structure in the public sector.
• Problems with employees: Possible solutions in civil service and collective bargaining law.
• Dealing with rigid framework conditions due to collective bargaining and civil service law, service agreements and the participation rights of the staff council.
• Not all employees in the public sector are high performers. Analyze the strengths and weaknesses of employees.

Leading in projects

• Motivate and inspire team members even in the absence of financial incentives.
• Motivation of employees in the event of involuntary participation in projects.
• Analysis of the opportunities and challenges of projects with public clients (construction projects, modernization projects, etc.).
• Dealing with a lack of personnel resources due to rigid budgetary law and staffing plans.
• Leading project teams for major projects.
• The right mix between joint decisions and clear guidelines.
• Dilemma: The project employee is not your own employee.
• Dealing with political bodies and the media in the event of projects going wrong.
• Clear communication, structured project planning and involvement of all decision-makers and possible external resources.

Leading with goals

• Errors in target agreements in the public sector and problems with performance-related pay under TVöD.
• Define SMART goals - even for collective team performance.
• Clear definition and communication of goals and tasks in daily collaboration.
• Controlling of target fulfillment and motivating feedback without colliding with the ban on performance reviews in the public service.
• Strengths/weaknesses analysis of employees against the background of the various professional groups and their tasks in support of target fulfillment.
• Objectives were not achieved: Dealing with employees and the Staff Council, possible reactions in civil service and collective bargaining law.