FMA contributes a quarterly column for "FedForum, published on FEDmanager.com, responding to different prompts. The prompt for this quarter was "the importance of professional development for federal employees." The column originally ran on May 30 on fedmanager.com.

Professional development is a topic at the core of the Federal Managers Association (FMA) and our mission of advocating excellence in public service. Along with networking and advocacy of policy, we encourage and promote professional development for all FMA members.

At FMA we infuse professional development opportunities wherever possible, including training sessions during our annual national convention and management training seminars, regional conferences, and virtual sessions throughout the year. Most recently, at FMA’s 85th National Convention, attendees heard from Barbara Haga, President of Federal HR Services, Inc., on Navigating the Complexities of Title 5 Leave Programs, and Mika Cross, a federal workplace expert, on the Changing Nature of Work and the Future of the Federal Workforce. We also encourage FMA members who have expertise in different areas to lead development of their peers, addressing topics such as change management for federal managers, tools for ‘crucial conversations’ when stakes are high, and engaging employees to boost performance.

When we talk about professional development, we don’t refer to it as something that is just ‘nice to have’ or a special bonus if you can get it. We find professional development to be essential for managers. It not only pays dividends individually for managers, but is a necessary component to any workplace environment, improving the culture at an installation, and boosting employee engagement, which leads to better outcomes for an agency. These are vital objectives for managers. Linda Lentjes, FMA’s most recent manager of the year, put it this way: “You always strive to create an environment where conflict does not occur, but we are all human and it inevitably will. We would rather avoid it, but if it occurs, you must address it as quickly as possible. Conflict left alone or not dealt with can fester and affect the entire team. Address the issue head on, have that direct conversation, even if is uncomfortable. Be honest and direct, but be firm.” This is wisdom gained from years of experience and professional development.

We often talk about what distinguishes a good manager from a bad one, qualities of a leader people are inspired to follow, and ‘soft skills’ are an essential piece of the puzzle. Qualities such as empathy, emotional intelligence, and communication skills are essential, and most of us would benefit from training to improve in these areas.

Studies have shown that agencies often promote individuals to managerial status based on technical prowess, but then fail to develop their supervisory and leadership skills. In doing so, agencies severely jeopardize their capability to achieve their missions. The development of managerial skills is one of the greatest investments an agency can make, both in terms of productivity gains and the retention of valuable employees. Following the scandal within the Department of Veterans Affairs (VA) that brought to light falsified patient wait times and improper care, it was noted that if managers better knew how to address poor performers and encourage efficiency and effectiveness throughout the VA, many of those problems could have been avoided.

An agency’s ability to meet its mission directly correlates to the quality of workforce management. There is a clear need for training if a manager is to be fully successful. Too often, if an agency promotes an individual to managerial status based on technical prowess, but then fails to develop the individual’s supervisory skills, that agency then severely jeopardizes its capability to deliver the level of service the American public expects and does a disservice to both the manager and to the employees supervised by that inadequately developed manager. All of this points to the importance of professional development. With that being said, FMA has some ideas to consider when it comes to training and professional development in the federal workforce.

FMA endorsed legislation in the past that would have required agencies to provide supervisors with training on various management topics, including mentorship, career development, prohibited personnel practices, and collective bargaining rights. We believe that is worthwhile to explore again. FMA has also endorsed legislation that would have provided for a dual-track system to allow technical experts to advance in their careers without taking on managerial or supervisory roles. While we support soft skills and professional development for all, this would provide more avenues toward growth to those employees who excel on the technical side, but do not seek to become managers. These are two concepts FMA will pursue in the area of supervisor training and professional development in the 118th Congress.