Too many government offices reflect a lack of care, which tells the staff and customers that the leaders don't care. Focus on the performance measures used to evaluate staff. Most measurement and evaluation systems are a hopeless mixture that don't give anyone real direction. Institute a few measures that reinforce the organization's priorities and direction, help people understand why they matter, then find ways to personally recognize those people whose measures are very strong. Clarify for people the specific behaviors needed to help the organization succeed.
Most employees pay little attention to grand strategic plans and lofty vision statements.
But they will listen carefully when leaders talk about everyday behaviors that are important. For instance, employees in one agency got upset with the amount of negativity and back biting they saw among the peers. They asked senior managers to help. The code identified acceptable and unacceptable behaviors for specific situations. It spelled out what to do with an unruly customer, how to deal with gossip someone is spreading, what to say if you disagree with a supervisor's direction.