When individuals join the federal government as career Senior Executive Service leaders or as political appointees, rapid integration into their jobs is critical to accelerate team performance. Yet, this component of leadership effectiveness is often neglected. Insights from private-sector executive integration programs are helpful, but public service has unique aspects. RHR International LLP, in partnership with the Senior Executives Association, conducted focus groups comprising current and former SES and political appointees to solicit their experiences. Six major themes emerged: • There is little to no honeymoon period. For new public-sector executives, expectations begin from Day One. They need to know their territory immediately if they are to be respected. Asking too many questions diminishes their impact so, rather than lose credibility, they must quickly and astutely identify trusted advisers. Ironically, executives can openly ask questions only once they understand their circumstances and show their intent is to improve things. For positions requiring interaction with external stakeholders, executives often find they immediately become accountable for long-standing problems and are pressed for action before they have time to settle in.

• Agencies tend to be cultural islands. Moving from one agency to another is equivalent to starting over in a new company. Procedures and systems are based on the assumption that leaders have grown up within the agency. There are relatively few programs to help integrate outsiders. Those coming from the private sector or from another agency may encounter jealousy, even from kindred executives, and be perceived as not "paying their dues." These conditions have implications if, in the future, more executives are moved across agency boundaries or are hired from the private sector.

• The careerist-appointee relationship is critical. There is often tension between the careerists, who are steeped in the legacy culture, and the appointees, who often have agendas of change. Appointees can see careerists as part of the problem and move to create a "kitchen cabinet" filled almost entirely with other appointees. Careerists can adopt a "this too shall pass" approach, marginalizing the unsuspecting appointee and proceeding with what they see as the real business at hand. Depending on how this dynamic is handled, executives either create a chasm of distrust that becomes difficult to navigate, or actively leverage and engage the different perspectives to create solutions.

• Transition gaps impede rapid starts. There is frequently a gap between the last person to hold the job and the incoming executive, thus leaving a vacancy or someone more junior in an acting role. This creates challenges in the transfer of knowledge as well as the focus and momentum of change initiatives.

• Appointees face a narrow window of opportunity. The tenure of a political appointee tends to be shorter than is required to personally drive lasting organization or policy change. Thus, similar to a new CEO in the private sector, the political appointee should begin to plan for his or her departure from Day One, clarifying his or her legacy and intended impact. This clarity will enable the appointee to prioritize actions and recognize the leverage points and limits to positional power. One such recognition is the need to enlist the careerists in their efforts, rather than view them as a problem to work around.

• Unspoken agendas require active personal radar. There is wide variability in the level of interpersonal and organizational sophistication required to be effective in an SES or an appointee role. Failure to recognize unspoken agendas embedded in the organization limits leadership effectiveness. Finding ways for multiple stakeholders to win while moving an initiative forward is an invaluable skill. Communication and influence skills are paramount when interacting with political appointees, elected officials, external stakeholders or the media.

Success or failure of executive integration has unique consequences. If career SES and political appointees quickly establish effective working relationships, government often changes for the better. If not, an agency can spin its wheels for the entire term, providing scant value to government programs, the administration and the people.

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Deborah P. Rubin is a senior partner at RHR International LLP, a firm of management psychologists and consultants. Carol A. Bonosaro is president of the Senior Executives Association.