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Russ Linden & Associates is a management education and consulting firm, providing services that support organizational performance and change.

We offer open enrollment workshops as well as customized programs in such areas as collaboration, creating a customer-focused organization, the human side of change, and organizational learning.

Russ Linden's Management Columns:

Russ is one of a group of authors who write columns for the "Management Insights" series. These weekly columns are published online by Governing Magazine, and by Harvard's Kennedy School of Government. To see all of Russ's past columns, click on the Governing cover to the right.

Here's his latest column:

Sexual Wrongdoing in the Government Workplace: the Leadership Challenge

Despite all the media coverage, assault and harassment remain too common. There’s a lot that public leaders could be doing.

We’ve seen more than enough sexual assault and harassment cases that were ignored for years or even decades. The Catholic Church scandal. Penn State and, more recently, Baylor University. The National Football League. The military service military academies and the Coast Guard. Some local government fire and police agencies. And that’s just a starter list. At the National Park Service, complaints of sexual harassment and assault go back over 20 years. In one survey, 75 percent of female park police said they had experienced sexual harassment on the job.

The law on this subject is clear. Sexual assault is a crime. The Civil Rights Act of 1964, as well as many state and local laws, prohibit both sexual discrimination and sexual harassment. And the U.S. Supreme Court has ruled that employers are strictly liable for sexual harassment committed by supervisors if the employee suffers a tangible job detriment.

Given that the law is clear and that the media continue to report on sexual assault scandals, why does this ugly problem persist? Why do so many public-sector leaders seem unable or unwilling to take strong steps when serious allegations are made? And what can be done to turn the situation around?

There are a number of reasons for inaction. A 2014 survey of female firefighters provides some clues. Seventy percent of the survey respondents said they did not report their attacks. The reasons they gave — and some gave more than one — are familiar: emotional trauma and feelings of shame; a belief that their reports wouldn’t be taken seriously; fears of physical reprisal from attackers; and worry that they would lose their jobs. In other words, fear is a major factor. But there are several others ...

For the full column, click here and for a complete list of columns, click the GOVERNING cover on the right.

Russ' Management Columns are now posted on his blog where you can also sign up to receive his columns as a quarterly email. See directions for signing up on the blog-site, to the right under Russ' photo.

For A Good Read Try:

"The Trusted Leader"

Most government agencies are filled with "technocrats"- employees with strong technical skills who are most comfortable working on the operational aspects of thier jobs. It sometimes takes years before they learn what Bob Stripling, a long-time city manager, discovered. As Bob puts it, "The longer I work in this business, the more I realize that it's fundamentally about managing relationships."

That's one of the key themes running through "The Trusted Leader". It shows how managers and leaders in government are finding ways to build trust, work across boundaries, and connect with a variety of stakeholders. Russ is pleased as both a contributer to this book, and a teacher in this field, to recommend this title as an insightful aid to those looking to broaden thier understanding in this area. For more on this new title, as well as ordering information, click on the cover below.

The Trusted Leader

 

Russ' latest book, is available
at the following location:

....copies are also available at Amazon.com, and Barnes and Noble.

What People Are Saying About

Leading Across Boundaries


Russ's Most Recent Columns on Management in Governing Magazine.


New PowerPoint:

The Art of Implementation


Previous Book:
Working Across Boundaries

What People Are
Saying About

Working Across Boundaries

 


Are you a "Collaborative Leader"?

Collaborative leaders understand how to lead as a peer (not only as a superior). They know that many of their most important projects require cooperation from people over whom they have no formal authority. Thus, they use the art of influence to gain cooperation. Read Russ's article on collaborative leadership, which appeared in the summer, 2003 issue of the Leader to Leader journal. Click here to see the article in its entirety.


"The Quest to Become 'One' "- A Report by Russ Linden*

Have you ever wondered,"How do I get all of the employees to start pulling in the same direction?" "Why do some managers still make it thier career strategy to hoard information instead of sharing it?" "Why is it difficult for the workforce to see the big picture?"

In recent years, several large federal organizations have tried to answer these questions through initiatives aimed at getting all of thier untis to work as "one". This report describes three such efforts in detail, at the Department of Veterans Affairs, Department of Transportation, and NASA. Each used different approaches, but they undertook their initiatives for the same reasons: their customers demanded it, ans they couldn't succeed as fragmented entities.

This paper examines what it means for large public agencies to work in an integrated way, across the hurdles faced in doing so, the strategies that seem to work well, and some lessons learned.

read more >

* This report was published by the IBM Center for Business of Government. You can learn more about ths Center at: www.businessofgovernment.org.


Location:
336 Parkway Street
Charlottesville, Virginia 22902
Contact:
Phone: (434) 978-7775
email:russlinden1946@gmail.com

Website updated: March 19, 2017

PowerPoints updated: March 19, 2017