Insights

Every agency eventually works through a period it did not plan for. The cause varies — reorganization, budget uncertainty, hiring constraints, mission realignment, an attrition

What succession planning has to do differently when the knowledge has already walked out the door Every federal workforce planner has run the standard succession

If you are building a budget argument for leadership development inside a federal agency, the strongest sentence available to you was not written by a

When a federal agency identifies a performance problem (mission outcomes below target, a compliance failure, a customer service gap, an error rate that keeps climbing),

If your agency runs a leadership development curriculum that feeds the Senior Executive Service, it is teaching to a model that no longer exists. The

In the most recent governmentwide Federal Employee Viewpoint Survey, federal employees rated their immediate supervisors at 81% positive. They rated their senior leaders at 63%.

Federal agencies face a unique constellation of challenges when implementing organizational change. Unlike private sector organizations that can pivot quickly in response to market conditions,

The argument about measurement is over For most of the last two decades, whether to measure leadership development was an agency preference. Program managers who

The requirement tightened exactly as the comparison came apart Two things happened to federal training evaluation in 2026, and they pull in opposite directions. The

The governmentwide federal employee survey was cancelled, then decentralized, then cut nearly in half. Here is what that means for federal workforce management — and

Section 508 training compliance is a legal requirement, a procurement standard, and — when taken seriously — a quality indicator for the learning experience itself.