P
reparing oneself to achieve a Senior Executive Service (SES) position is one thing; having the heart, temperament, and
commitment to be successful in an SES career is another, according to Bill Brown. Brown, who had a 38-year career
in the federal government, retired as deputy director for military programs for the U.S. Army Corps of Engineers. “You no longer have a life of your
own” said Brown. “It is 24 hours a day. You have to be prepared for that.” According to the federal Office of
Professional Management website, the SES was established in 1979 when the Civil Service Reform Act of 1978 went into effect to ensure that the executive management of the government is of the highest quality and is responsive to the needs, policies, and goals of the nation. They operate and oversee nearly every government activity in approximately 75 federal agencies. “These leaders possess well-honed
executive skills and share a broad perspective on government and a public service commitment that is grounded in the Constitution,” states the website. “Members of the SES serve in
the key positions just below the top presidential appointees. SES members are the major link between these appointees and the rest of the federal workforce.” Brown is one of the founders and
the first president of African American Federal Executives Association. The organization, which was founded in 2002, initially had a mission to increase the number of African Americans in the SES.
Today AAFEA, which is based
in Bethesda, Maryland, notes on its website that it is dedicated to “preparing and supporting African Americans for advancement into and within the senior ranks of the U.S. government.” John H. James Jr. agrees with
Brown that one must have a desire and commitment to serve at the highest levels in government to assume the responsibilities of an SES position. James noted that as an SES, critical decisions— many times involving considerable risk— have to be made rapidly. “You have [many times] 40 percent
of the information and you have to make a decision and you have to be right. Most
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people are not comfortable doing that,” said James, who started in the federal government 37 years ago as a nuclear ship superintendent and had no idea where his career would eventually lead. He’s currently the executive director of the Missile Defense Agency, Office of the Secretary of Defense at the Pentagon. “I always remind people you need
to make sure this is what you want,” said Victor S. Gavin, deputy assistant secretary of the Navy for Command, Control, Communications, Computers, Intelligence, Information Operations and Space. Gavin also chairs the Navy’s African
American SES Advisory Committee that was founded in 1994 and is sanctioned by the Under Secretary of the Navy. The committee helps to educate aspiring SES candidates and advocate for diversity in SES ranks. There are 18 African Americans in SES naval positions, he said.
Retired senior executive Jesse W.
McCurdy said many African Americans do not understand what it takes to be an SES—the experience and education that is required. In applying for SES positions,
it is critical to specify what one has accomplished in one’s career and not simply list jobs held. What did you do, what did you accomplish while you were there? What have you done to promote change? Have you taken the right jobs, the important jobs, the hard jobs? McCurdy said it is essential that
individuals seeking to enter the senior ranks of the government get the right mix of training and experience. “You can be very skilled technically
but not have people management experience or actual business management experience,” said McCurdy, adding that there are some 6,000-7,000 SES positions in the U.S. government. By one estimate, less than 900 African Americans hold these positions. The highly competitive SES
positions require, in addition to technical expertise, competency in five executive core qualifications: • Leading change • Leading people • Results driven • Business acumen • Building coalitions Gavin and James agree that
guidance from SES mentors can steer WINTER 2017 I USBE&IT 59
prospective SES candidates in the right direction in filling in gaps in their work experience, directing them to which career moves they should or should not make, and advising them on training that would be beneficial. McCurdy worked in private industry
for 10 years and the government for 37 years before retiring in 2013 as deputy assistant commander for Research and Engineering for the Naval Air Systems Command. McCurdy was selected for the SES
in 1989 after three application attempts. He recalls transitioning from managing a division with 50 to 60 employees to heading a department with a staff of 400 to 500 and in subsequent roles leading departments with 1,500 engineers and scientists. In his final position, he and an admiral were responsible for a technical and administrative workforce of 10,000. While the responsibilities of SES
positions are tremendous, the financial compensation doesn’t compare to what one would receive in comparable roles in private industry, according to Gavin. In fact, he said, some non-SES positions in the government pay more than SES positions. “You really have to want to do this
for other reasons,” he said. “We are servants; we are government servants.” But Gavin is quick to add that the
rewards of being in the Senior Executive Service are immeasurable. “For me, it is about being able to
have a seat at the table, influence the direction of the government,” said Gavin. “There’s nothing better than to be
part of the leadership, decision makers,” he said. “If you want to change the way
government conducts itself, this is the place for you,” said Gavin. “If you recognize the need for change, have ideas to incorporate, SES is the place for you.”
James and McCurdy concur that the
rewards of the SES elite are being part of making strategic decisions for the organization as well as helping to guide and select the new generation to join the ranks of the SES.
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