The First 90 Days in Government: Critical Success Strategies for New Public Managers at All Levels

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Clarify Expectations

WHEN KEVIN CODY was appointed management development director in the newly created office of human resources in a major federal department, he believed he knew precisely what he needed to do. The organization had recently experienced a major reorganization and downsizing, and the shockwaves were still echoing. After several years working as a largely self-directed senior training specialist at large departmental field offices, where he enjoyed a reputation as an energetic self-starter who could be counted on to deliver, Kevin believed himself to be well versed in what it took to become a highperforming leader under such circumstances. He also was thoroughly familiar with the government-wide policies that determine managerial ...