Map Out a Compromise

hen Larrabee returned, he told Powers that he thought he ought to take a more active role in the Federal Accountants Society to enhance his professional knowledge. Powers formally agreed and Larrabee quickly rose to a very responsible position in the Society, as might have been expected based upon his talent and enthusiasm. This position has required him to devote some government time to thisSociety role.

Now Powers and others seem to resent his not being as active within the division as before. The investment in time and money to send him to Harvard seem to have been forgotten. Did they expect this enthusiastic employee to be just the same after his return? I would hope not.

I would advise Powers to sit down with Larrabee and praise him for pursuing his professional growth in such an aggressive manner. However, his ultimate worth to the agency or to the government as a whole will never be realized unless he has an outstanding track record doing his assigned job. Powers should remind Larrabee of the rules about participation as a government employee in professional organizations and that he must be careful not to let his enthusiasm get him crosswise with those rules. Then he should say: "Len, let's plan your work routine with enough precision so that you can still carry out your position with the Society, our ethics folks are comfortable and finally that those of us working in the division fully appreciate your contribution here."

When Powers, Larrabee and the ethics officers are satisfied with the plan, they should all sign it. If this plan is followed, then fellow employee grousing will be just that.

Lt. Gen. Spence M. "Sam" Armstrong (Retired, Air Force) is associate administrator for aerospace technology at NASA, where he was previously associate administrator for human resources and education. He served for nearly 34 years in the Air Force, concluding a career as vice commander of the Air Force Systems Command.