Case Study: Double Vision

ick Powers breathed a sigh of relief when Len Larrabee returned to the fold after eight weeks at the Harvard executive development program. The finance division had not been the same without Larrabee's energy, enthusiasm and unflappable responses to changing priorities. Of course, those were the very attributes that had made senior managers notice Larrabee and send him to the highly selective Leader Development Program.

But now that Larrabee has been back for almost four months, Powers has reservations about the effects of all that leadership development on his deputy and on the division. Larrabee was an excellent accountant and financial analyst, a glutton for work and a key contributor to the automated accounting system that is going online. Powers was counting on Larrabee to spearhead the implementation of the new system. But lately he has begun to wonder where Larrabee's head is sometimes.

It all began innocently enough when Larrabee revised his individual development plan. "I think the Harvard program gave me some new insights on how I can enhance my value to the agency," the deputy said when he asked his boss to approve the plan. "By getting involved in professional and community activities off the job, I can improve my organizing, communicating and problem-solving skills. I think it's a win-win at no cost to the government."

Larrabee wrote in his IDP that he could achieve some of his objectives by playing a more active role in the Federal Accountants Society. In the past, he only occasionally attended Society luncheons. Powers politely glanced at the plan and initialed the modification.

Within a month, Larrabee was put in charge of the Society's luncheon programs. And now it seems to Powers that his deputy's energy and enthusiasm are focused primarily on his extracurricular assignment to the detriment of his paying job. For one thing, the third Thursday of each month is off limits to agency business. Most of Larrabee's morning is spent on calls and e-mails about the luncheon. Then he leaves the office long before the 11:30 program begins, since he is responsible for all the arrangements. The post-mortem extends well into the afternoon.

Powers could live with the loss of one day a month, which, after all, has some professional and developmental substance. But the preoccupation with Society business is converting Larrabee into a part-time deputy, stirring uneasiness among the staff. Larrabee shows up late for meetings and is less participative and incisive in dealing with day-to-day matters. Two branch chiefs complained to Powers that the new accounting system is floundering.

Powers asked his deputy, as gently as he could, whether he was aware of the impact his Society activity was having.

"Come on, Dick, it's basically part of one day a month, with a few phone calls in between," Larrabee said. "Anyway, this is giving me management experience and that's supposed to be good for me and the agency," he said.

"I'm sure your work for the Society is enhancing your value to the agency. But your first responsibility is to the job you're getting paid for," Powers said. He told Larrabee he wasn't making the contributions he used to make at program reviews and staff meetings. And he complained that Larrabee hadn't informed him about problems with the new system.

"That was your baby," Powers said. "I was sure you'd come roaring back from Harvard determined to make it work. Doesn't this stuff interest you any more?"

"Of course it does, Dick," Larrabee responded. "But I don't see myself just as an agency accountant. I'm part of the federal accounting community." Larrabee explained that he wants to develop his potential and give what he can to the agency first but also to the other worlds he belongs to. He told Powers that the old lifetime commitment between an agency and its employees doesn't hold any more.

"Am I doing a disservice to my employer?" Larrabee said.

The deputy's last word resounded with the chief. If the finance division is the employer, the answer might be yes. But in terms of the agency, isn't Larrabee becoming better qualified for higher positions? And isn't providing dozens of accountants with a stream of informative and inspiring speakers a contribution to the government at large? But ethics rules say outside activities should not conflict with official duties and responsibilities. Aren't Larrabee's official duties taking a back seat?

Editor's Note: Government Executive asked three commentors to weigh in on Larrabee's situation. Their responses are listed in the left-hand column of this page.

David Hornestay, a Washington-area consultant, served in government for more than 30 years, primarily in human resources and institutional management.