Internet Video Surveillance

Internet Protocol Video Surveillance-NLC-November 15, 2007 New orleans
-IPVS is designed to integrate
-Keeps options open
-Can scale to future operations
-Not subject to other vendors (not propriety)
IPVS is best.
Pros: Most flexible, program includes GPS system, can control camera from browser
Implementing IPVS
-Identify physical and operational business requirements first
-No Standards!
-Include all Departmetns and outside agencies in the planning phase
-Integrate with as many safety, security and operational applications as possible
-Choice is NON-propriety
-Phase video surveillance iln as with any IT system
-Inform Everyone EARLY
-Resources:
www.ipvs.com
www.anixter.com/surveillanceguide
www.axis.com
I attended this session since the City of Lakeland is considering a surveillance system. I will investigate this as opposed to the system we currently specifying.

On-LIne Governance

-Democracy (On-line governance), NLC, November 16, 2007
Basic Assumption: Same principles apply to on-line governance as to actual democratic government
NLC.Org (Democratic governance panel)
www.studycircles.com
www.inforen.org
Leighninger, The Next Form of Democracy
Helpline.deliberative-democracy.net
Common pitfalls
-Hoping technology by itself will change the dynamic
-Structuring groundrules can change conversation
-Assuming public officials are “experts”
-Unproductive confrontation
-Believing “if you build it they will come” (same old people will come!)
-Failure to “label and link”
Let people know you heard them and you are listening
-Concentrating on input and not on partnership possibilities (“government can fix that”)
SOLUTIONS
-Invite participants to meet prior to on-line discussions (avoids “inpersonal” etc.)
-Inform how input information will be used (input without stating this may lead to frustration)
-Respond to all input-even if just say “I heard you”
-Information Technology used different at City level
-All forms available on web site
-All policies on web site (that are public record)
Listening
-Provide detailed information on issue, ask for response/comments on those parts of the issue
PROBLEMS:
-“E-spam” etc. (Require registration)
-Organized responses
-Allow comments only from residents?
-If post for comments-Emphasize NOT a vote!
FOLLOW UP on comments
Comments: Since we are considering this, this session was especially important. Actually, I talked with our IT person who does our website and she bought up enough problems that I am not considering this any more at this time.

Bloomberg NLC

Michael Bloomberg, NLC, November 16, 2007
Job is to GET THINKS DONE
-Accountability
I. Vision
a. Strategy
b. Accountability
Accountability is difference between failure and success
Government tends to move resources from things that do work to things that don’t work. (doesn’t make sense)
Accountability: Basis of government success
Keep promises-when wrong, be honest!
People need to have courage to invest in long-term projects-projects that are not going to get done during term (or maybe even this generation!)
Aspects of Accountability
1. Independence
2. Not letting special interests influence decision
3. Courage to try new ideas
Some key thoughts I got out of this keynote speech is:
-Think of the long-term-don’t take the “easy route” of short-term solutions –review and look at long term
-Make up on own mind
-Don’t get in a comfortable rut-try new ideas
-Vision/strategy to meet that vision are important

New Frontiers that Change Everything

ICMA 10/9/07-Dr. Lowell Catlett “New Frontiers that Change Everything”
We have to “observe”, not just “see” changing events.
The world has changed from a “production world” (now excess production) to a “consumer world”.-Luxury items are considered normal.
CHANGES/TRENDS
-Population now wants “self-actualization” (in hierarchy of needs)
-No Retirement (re-engaging, not retiring)
-Living longer and healthier
-Fewer children, being replaced with entertainment, second houses etc.
-Fewer children, being replaced with pets, horses etc. Becoming much more important
-Convenience has become more important than cost-save time is more important
-“people afford what they want”-Price/cost doesn’t matter-they will afford
-IPOD etc. Listen when, where and what you want.
-22-30 year olds-find the place they want to live, then find a job
(Follow-up Workshop)
-Single Women (no significant other) purchasing homes-women at age 60 are 56-44 ratio
-As population ages, decisions made more on emotion than logic (will make a major different in communities)
-Over 50, more concerned with “leaving legacy” (what have done to improve the world etc.)-Good for volunteerism
-“Green has legs”
These trends indicate changes for cities. I feel these trends will spill over to city operations and will affect how cities decide on priorities-if cost is no object and convenience is the key, it will make a difference in how cities conduct business. Also, of course need to consider the changing demographics, the change in technology etc.
We will need to promote “human capital” and consider how to promote the integration of the diversity of groups into a “community”.

The Tipping Point (book)

Malcalm Gladwell, The Tipping Point

This book was interesting to me because it studies the reasons for sudden changes. I have noticed throughout my career that it is frequently the “little things” that create major changes (and frequently sudden, major change), so I wanted to read it to help me understand, and, to some degree, manage such phenomenon.

His basic theory is that “ideas, projects, messages and behaviors” spread just like viruses do. Characteristics include:

1. They are clear examples of “contagious behavior”

2. “Little changes have big effects”

3. Changes happen in a hurry.

Gladwell states that the “sudden” change is the most important factor and he calls the sudden change “The Tipping Point”. The Tipping Point is that point of Critical Mass.

AGENTS OF CHANGE:

What are the causes of change leading to a “tipping point”.

1. Law of the few

Some people matter more than others. Tiny percentage of the population are the key factors in the change. Probably can identify that the “change agents” are different.

Key categories are “Connectors, Mavens and Salesmen”

The “Connectors” are persons who know a lot of persons and operate in a lot of different worlds. They are able to distribute information to a lot of different “worlds” in a short amount of time and do so effectively. Connectors know lots of people, lots of different types of people and are able to develop “weak tie” social connections

The “Maven” is an informational specialist and, more important, they distribute the information.

The “Salesmen” are the persuaders, even when they don’t necessarily intend to be.

2. Stickiness Factor

Stickiness means that a message has an impact, for whatever reason.

There are ways of making a message memorable. We may be able to make small changes that will increase the “stickiness factor” and make the message memorable.

Some examples in the book (Sesame Street) etc. were noted, but there is not “one” way to re-package a message to make it “sticky”. Repetition and involvement of the audience have helped make a message memorable and thus “sticky”.

3. Power of Context

The actual situation will make a major difference. Human beings are a lot more sensitive to their environment than they may seem.

Power of Context is important since we are extremely sensitive to context. (“Broken Windows” theory, that broken windows provide a context for further disruption etc. Appears to “give permission” to others. Minor, seemingly insignificant Quality of Life items are “Tipping Points” for crime.

The way the “message” is conveyed (context) also could make it “sticky” and context.

Persons with ties to many groups are important to spread to Tipping Point.

Rule of 150

Peer pressure is much more impt than the Boss.

RUMORS:

-Story is “leveled” (all kinds of details essential for meaning are left out)

-Story is “sharpened” (Details that remain are made more specific)

-Process of Assimilation takes place-story is changed to fit and make more sense to persons spreading it.

-“Permission” to do act

-Context (Beauty salon) etc., target resources

www.gladwell.com

SUMMARY: These concepts are obviously important in City government, in getting messages across, and analyzing how problems and forces develop.

Some of the thoughts on communication (“getting the message across”), the “broken window theory” etc. are especially valuable.

Lincoln's assets

ICMA 10/10/07: Doris Kearns Goodwin, “Lincoln”

This is a followup to the book I previously reviewed “Lincoln and his Generals”. It was a pleasure to hear her go over the concepts in the book in person and also add some new perspectives.

-Lincoln loved Gossip-it is important for leaders to know what is going on.

Lincoln’s assets:

-Listened to different points of view

-Ability to grow in job (learned from mistakes)

-Shared Credit for success (build “bank account” of goodwill)

-Willingness to shoulder blame for failure of subordinates

-Create awareness of subordinates weaknesses and abilty to compensate for them

-When angry, able to control emotions (writing letters, never sending etc.)

-Resolution, strength to ahere to his goals, regardless of problems

-Ability to relax and replenish for next day

-Visiting the front lines, going “in the field”

-Community goals and objectives (vision etc.) to the country.

I feel all of these are important to leadership and my everyday job. I review these on a regular basis and review whether I am using these assets and incorporating them into my leadership character.

Trends that change everything

ICMA 10/9/07-Dr. Lowell Catlett “New Frontiers that Change Everything”

We have to “observe”, not just “see” changing events.

The world has changed from a “production world” (now excess production) to a “consumer world”.-Luxury items are considered normal.

CHANGES/TRENDS

-Population now wants “self-actualization” (in hierarchy of needs)

-No Retirement (re-engaging, not retiring)

-Living longer and healthier

-Fewer children, being replaced with entertainment, second houses etc.

-Fewer children, being replaced with pets, horses etc. Becoming much more important

-Convenience has become more important than cost-save time is more important

-“people afford what they want”-Price/cost doesn’t matter-they will afford

-IPOD etc. Listen when, where and what you want.

-22-30 year olds-find the place they want to live, then find a job

(Follow-up Workshop)

-Single Women (no significant other) purchasing homes-women at age 60 are 56-44 ratio

-As population ages, decisions made more on emotion than logic (will make a major different in communities)

-Over 50, more concerned with “leaving legacy” (what have done to improve the world etc.)-Good for volunteerism

-“Green has legs”

These trends indicate changes for cities. I feel these trends will spill over to city operations and will affect how cities decide on priorities-if cost is no object and convenience is the key, it will make a difference in how cities conduct business. Also, of course need to consider the changing demographics, the change in technology etc.

We will need to promote “human capital” and consider how to promote the integration of the diversity of groups into a “community”.

Why Civic Engagement Matters

ICMA-10/8/07: “Why Civic Engagement Matters”.

Public Trust in government is dependent on a number of reasons. A preliminary analysis of survey results indicated some interesting results:

Measures of Civic Involvement:

-Voted?

-Volunteer?

-Public Meeting Attendance?

-Participation in Community Life? (Defined as utilization of libraries and parks & recreation)

Questions to determine public trust:

-Received good value for money?

-Pleased with overall job of jurisdiction?

-Is civic involvement welcome?

-Feel listened to?

-Quality of public services (on a 0-100 scale)

-Sense of Community (on a 0-100 scale)

-Community as a good place to live (on a 0-100 scale)

Preliminary results are that only participation in community life (use of libraries and parks etc.) has a positive relationship with Public Trust

Attendance at meetings and volunteerism both had negative relations (higher attendance and volunteerism actually had a negative relationship)

Voting was neutral.

Summary:

-Persons attending public meetings have different views from the general public. (obviously, for officials who want to listen to the citizens, they need to realize that persons who actually attend public meetings may not actually be “the public view”. For example, persons attending the public meetings even recycled less.

Parks, recreation and cultural events had more positive relationship to public trust.

I have the same feeling as the presenters-I felt the relationship between Public Trust and persons attending meetings and volunteers would have been a positive factor in Public Trust. There appears to be a number of factors that could account for this. While I will keep this in mind, (and I have passed this information on), I will remain attentive to this study as it has a lot of possible impact in determining public opinion and public trust.

Vision and performance

“The Vision to Performance Challenge”, ICMA Conference, October 8, 2007.

Citizen Surveys are a way for a citizen to “voice choice”.

I.Elements:

1. Planning
2. Budgeting
3. Measuring
4. Communicating
5. Evaluating

Planning: Develop clear objectives

Budgeting: Relate to Objectives

Measuring: Need tools to have effective measures. What Measures?

-Tell your story:?

-Help run operations?

-Does your boss want it?
Need right tools to measure

Communicating:

-Depends on whom you are telling/informing

-Broad range of reports to communicate

-“Diversified approach”

Evaluation:
-Data Verification

-Evaluation fuels planning process

II. Challenges to Change Management:

1. Executive-Provide vision and leadership
2. Structure (structure to support)
3. Resources (if don’t provide resources, isn’t a priority)
4. Training
5. Communication
III. How Make it Work

-Demonstrate value to employees
-Link performance to budget process
-Use information

Although I have heard and reviewed a lot about Performance Measurement, I still have some questions about it, at least for my city (other cities apparently find it valuable). For a City of the size I manage, I question using resources for detailed Performance Measurement. I’ll keep on reviewing it.

I was reminded during this session that I need to keep in mind that the Vision is supported by the Budget and other action plans.

A City Manager’s Perspective on the Benefits of Executive Coaching (Donna Zajonc, Jane Brautigam, Ted Staton, David Womeldorff, David Latshaw, Mary J

Executive Coaching is a way of assisting for Sustainable Behavioral Changes over a period of time. (Executive Coaching appears to be a logical extension of the Credentialing process)

Executive Coaching involves having the “difficult conversations” about your job style, especially the behavioral aspects, not usually the hard skills. (This seems to relate to the “Emotional Intelligence” that I attended the University Workshop on Saturday).

Some of the benefits of an Executive Coach are to find the “blind spots”, support at filling gaps. Again, in the EQ Workshop, the instructor suggested taking the EQ test and then attempting to strengthen your weak areas. An Executive Coach appears to be an excellent method of doing this.

As far as finding an Executive Coach, they mentioned you need to know what you want when you look for an Executive Coach. You should have your “end goal” in mind. Get referrals etc.

Some resources are noted on the handout and include:

http://www.coachfederation.org/

www.coaching consortium.org

Books such as “Co-Active Coaching”, “Coaching: Evoking Excellence in Others”: Coaching that Counts”, MasteA City Manager’s Perspective on the Benefits of Executive Coaching (Donna Zajonc, Jane Brautigam, Ted Staton, David Womeldorff, David Latshaw, Mary Jo Asmus), ICMA Conference 2007 (Pittsburgh)

As far as finding an Executive Coach, they mentioned you need to know what you want when you look for an Executive Coach. You should have your “end goal” in mind. Get referrals etc.

I realized after attending this session that I have some “coaches” although not quite in the format reviewed at this session.

Bottom Line-I’d consider it if the appropriate Coach at a reasonable rate is available.

Probably even more important, I realized that some of our new Department Managers and Supervisors could benefit from a “Coach” and I will look into this.rful Coaching.

Bill Strickland, “Leadership”, ICMA Conference 2007, October 7, 2007

This was a presentation by a Leader who developed successful training facilities for low-income residents who had previously been considered untrainable. Some thoughts:

-“Environment drives behavior”

-“Life is about the small things”

-If you want people to behave in a certain way, you need to provide them with role models of how you want them to behave.

-Way you think about people drives behavior

-Peoples behavior is a function of expectations.

Besides being inspirational, I got some ideas on increasing expectations and developing examples of behavior I expect of City personnel. While it is not as nearly dramatic, it will help improve the performance of the City if we incorporate these thoughts.

EQ Skills for Elected Officials, Dr. Deborah Roberts, ICMA Conference, October 6, 2007

Basic Emotional Quotient skills are:

1. Self Awareness (Know yourself)

2. Social Awareness (Empathy is very important, Political awareness etc.)

3. Self Management (Self Control, flexible, initiative etc.)

4. Relationship Skills (leadership, influence, communication etc.0

These are all basic Behavioral skills that City Managers should develop, in addition to “hard” skills. This makes a lot of sense to me, since life (including organizational life) includes feelings/emotions etc. as well as hard facts.

I have seen too many Managers (City Manager and otherwise) be excellent at “hard skills”, but simply don’t have the “feeling” side developed. Unfortunately (in my opinion) for the residents and staff, they frequently are considered “successful” because the technique of hard skills with no feeling side can work in both the short and long term.

To me, the key to having to develop your emotional intelligence (or at least be aware of your strengths and weaknesses in this area) are that persons view the world through both emotions/feelings and “facts”. We simply must be aware and develop our emotional intelligence to do the best we can for our residents and governing body. It is becoming more flexible and considering the other side and changing accordingly if warranted.

-LISTEN

-Self Relationship is the # 1 relationship

Emotional Intelligence is demonstrated in:

-Understanding yourself

-Governing Yourself

-Understanding others

-Managing your relationships with others.

This says the same thing as before, but is defined in different terms.

The importance of Emotional Intelligence is demonstrated by studies showing that “as much as 90% of the difference between outstanding and average leaders is linked to their emotional intelligence”. Failure among leaders are most often the result of “poor relationships” and “rigidity” (being unable to adapt their style to changes in the organization or external world.

I realize “success” has to be defined also, but this seems to make sense based on what I learned in this session.

Our (City Manager) job relationship with the City Commission is our most important relationship, but it is only one of many relationships for the Council.

At the Local Government level, it is NOT ABSTRACT-it is MY ISSUE! (zoning, etc., very personal ) EMPATHY is the most important aspect.

Emotional Intelligence is braking old habits and creating new habits. Developing Emotional Intelligence includes:

-Determination-not easy

-Passion-Change w/dreams for the future

-Vision: Vision of self and how vision is defined.

Take the Self-Assessment-

-Choose something I’d like to change

-Improve it/correc weakness

-Ask, “what will help me get better?”

-Go back through assessment, give credit for good areas!

-Practice, and then check again and then practice again

-Relationships are everything. Board of Commissioners MUST TRUST you if you are to be an effective City Manager.

Governing Body has a tough job, defined by vague task definition, no hierarchy, no specialization, little feedback (especially positive) and open meetings. It takes a skilled manager (both factual and emotional) to help the governing body to be effective.

“Flight or Fight” reaction “hijacks” the decision process. (You immediately respond to the sudden threat-all others are secondary). THIS IS WHERE EMOTIONAL INTELLIGENCE IS SO IMPORTANT.

“Emotional Hijacking” consequences are:

-Out of control emotions-suddenly “become dumb”

-Consequences are negative and lasting

-Ripple effects-affect the performance of everyone

This is an important behavioral skill level I need to review more and gradually try to improve my EQ. I plan on taking the EQ Test, noting my weak areas and trying to work on these areas. Also, I plan on taking some of the views on elected officials (not all noted here, but they are in the handout) and really try to consider that in working with elected officials.

Competencies of EQ:

Self-Awareness:

1. Emotional self-awareness (know thyself) Goal is to have guiding awareness of his values and goals that direct action

2. Accurate self-assessment-know strengths and limits

3. Self-confidence-Strong sense of self worth and capabilities

Self Governing

4. Self Control (grace under pressure)

5. Trustworthy

6. Conscientiousness-Responsibility in managing yourself

7. Adaptability

8. Achievement/Drive

9. Initiative and Optimism

Social Awareness

10. Empathy

11. Competency-leveraging diversity

12. Big Picture Awareness

13. Stewardship Orientation (recognize and meet citizens and customers needs)

14. Developing others

15. Leadership-inspiring and guiding groups and people

16. Influence

17. Communication-sending clear and convincing messages

18. Change Catalyst-initiating or managing change

19. Conflict Management-resolving disagreements

20. Networking and building bonds

21. Teamwork and Collaboration

It will talk some time to review and improve both my and the organizational EQ, but I think it will be well worth it. My first step is to take the self-assessment and then proceed off of that to improve EQ.

Books Read, Bob Woodward, State of Denial

This is a book about the invasion of Iraq and what went wrong. I was especially interested in the processes of how the decisions were made.

One major theme was the failure of the leaders to understand the importance of keeping the existing social and political infrastructure, in spite of warnings by U.S. officials actually in Iraq who understood the culture. For example, the army was disbanded “to the third level”, thus creating a lack of leadership as well as a large number of military personnel who then turned against the U.S. (The U.S. officials in charge recommended only the first level, which would have retained the fabric of the military.) The same thing happened with government workers etc.

In regard to City Management, I think this indicates the importance of not blindly coming into a City and making mass changes without really trying to understand the local social, culture and political environment. I have see City Managers attempt to make wholesale changes when a few key changes would have maintained a structure.

Another theme was the failure to give the leadership the “bad news”. Incidents are noted where the “bad news” was not given to the leadership, or questions about techniques and policies were not presented. One thing I tell everyone I hire is I like to hear the good news, but I have to hear the bad news, and one basic concept I have is I have to hear the bad news.

A related item was a situation describing that neither (in this case) Rumsfield or Powell would comment on the others presentation. The author noted that this deprived the President of the views of each on the other persons presentations. It was also noted that the President could have pressed the discussion, but didn’t. This is one area I really try to emphasize-getting personnel to comment on how they really feel-not just what they think I want to hear.

As noted in the title “denial” is a major theme running through this book and especially the consequences of denial and wishful thinking. I have seen the adverse consequences of denial and wishful thinking in my local government career, and I think it is one of the major problems in local government (and apparently all levels of government).

One section especially interesting to me was a description of how the persons providing the President with his Daily Briefings watched his reactions. If he appeared interested in an item, future briefings would emphasize those items. In at least one case, the President complained about why is briefings had so much information about a specific matter and he was advised he had asked a question to clarify a situation and the staff assumed he was interested. He replied “That’s why they keep telling me about the SOB in Mosambique”.

I think this emphasizes the point that a Manager has to get information from many places, and you need to continually caution staff to NOT assume what you want to know, but provide all the information.

Another area notes that Saddam didn’t have “Weapons of Mass Destruction” (WMD), but he wanted various groups in his country to think he did (not necessarily the U.S.) for his owner power. The U.S. acted on this false information. Again, I think it emphasizes the need to look for the “real” situation, not assume.

At one area the Chief of Staff is discussing the President appointing a new Chief of Staff. He notes that there are three different types of styles that a Chief of Staff can have, and they all may be best at any time.

-Micromanager who has tight control, absolutely controls access to the Presidnet

-Prime Minister Type who is a “deal cutter, negotiator and policy person who can handle Congress, the media and the world”.

-Facilitator who does what the President wants, keep the cabinet and staff focused on the Presidents agenda.

While it is not an exact comparison by any means, I think that City Manager styles cann somewhat be categorized into similar roles. However, sometimes, if the City Manager is comfortable with it, the Manager may need to change roles to fit the style of the Mayor and/or Commissioners.

Another area that caught my interest was the comment about how President Bush doesn’t necessarily make a decision, but there is a “series of big and little steps” that build up a momentum and suddenly converge into a major decision. I try (with varying success) to be aware of this trap of making the little decisions because they are easy and suddenly a big decision has been made.

After reading this, I am going to try to become more aware of how my incremental “small” decisions can suddenly become a major decision.

Articles: Henry Mintzbert, “The Manager’s Job”.

This article is from a Harvard Business Review collection on “Leadership Insights”. The Article was written in 1990 and contains some retrospectives on the impact of the article.

The author reviews the “traditional view” of “what Managers do” and then reviews some empirical studies to postulate on “what Managers actually do”.

I found the article fascinating and somewhat true, based on my experience.

Some of the highlights of the “folklore vs. fact” are:

-It is folklore that the manager is a reflective systemic planner. Instead a Managers activities are “characterized by brevity, variety and discontinuity and they are strongly oriented to action and to dislike reflective activities.”

-Managers pace is unrelenting and no time for reflection

-Plans exist only in their heads

-Managers respond to stimuli and are conditioned by their jobs to prefer live to delayed action.

-Folklore that the Manager has no regular duties to perform. In reality, the Managear performs many routine activities including ritual and ceremony, negotiations and processing of information.

-Folklore that the Manager needs aggregated information that a “formal management information system” provides. In fact, the Managers do not use MIS systems. Managers favor verbal media, telephone calls and meetings over documents.

Managers prefer “soft” information (especially gossip, hearsay and speculation) due to it’s timeliness. Gossip today, fact tomorrow! The Manager must reach out for all information in order to make timely decisions.

-The verbal information is stored in the brain (not written down)

-Managers don’t delegate because they have the information and have to “dump” it into other minds-usually too much trouble, so do it themselves.

TEN ROLES OF MANAGER

Interpersonal Roles

1. Figurehead role (ceremonial duties etc.)

-Study showed spent 12% of time on figurehead duties

2. Leader Role (both direct and indirect)

-Leader role is where influence of manager is strongest

3. Liaison Role

-Involves Manager making contact outside the vertical chain of command

Informational Roles

4. Monitor Role

-Solicits, receives and processes information

5. Disseminator Role

-Mgr passes information to subordinates.

6. Spokesperson Role

-Information sent outside the work unit

Decision Roles

7. Entrepreneur Role

-This involves using the information and committing the organization to an action

8. Disturbance Handler Role

-Involuntarily responding to pressures. Change is beyond control, and Manager must act

(Good Managers cannot possibly anticipate the consequences of all the actions they take)

9. Resource Allocator Role

-Mgr is responsible for who gets what.

-Most important resource Manager allocates is own time

10. Negotiator Role

Manager needs to turn “obligations” into “advantages”

I found this article interesting an informative. I plan on using the information to become more precise about how I manage. This is the type of information I wish I had had earlier, but it is also information where you have to have “lived it” (had experience) to fully understand the implications.

Sustainability as Legacy

Bob O’Neil and Felicial Logan, “Sustainability as Legacy: Leaving a Legacy of Public Service” (March 1, 2007)

A main quote from this session is “Public Service is a Calling, not a job”. That hit home with me.

Also, part of the session dealt with “Building Capacity” of yourself (or other people) in the areas of mental, physical, Social/emotional, Spiritual, family and financial. Information was distributed on this on working building capacity of yourself. I need to try this myself before going over it with City personnel, so I will report on that later.

This session dealt with building “Sustainability” of the Organization also. Sustainability involves Organization/Instutional spheres, a Economic sphere, Environmental Sphere and a Social sphere. The emphasis of this workshop is on the Organizational/Institutional aspect.

Major “competencies” and how I utilized what I learned are:

1. “Get the right people on the bus”. (Right personnel) (I read the book “Now Discover Your Strengths” in the past and try to implement parts of it.)

-Early selection process is critical (City Manager participate in all personnel hiring, including entry level. I do this already. I make a point of carefully selecting entry level personnel.

-Stop trying to “fix” people-Build on strengths, don’t try to “fix” weaknesses (I already try to use this on a continual basis. I need the reminder!)

-Instill the Culture of the organization early on. I need to emphasize this more. It is so easy to hire someone and than not follow up. We are relatively small, but we still need to develop a formal orientation process.

-Hiring-Use Job ads as a “sales pitch”. Try to sell community (it was mentioned that the ability for City personnel to “make a difference” and change the community for the better was a key. I tried this and found it was true. After this conference, I substantially changed our job ads to emphasize the “Lakeland Quality” emphasis and that it is not “just a job” regardless of the job.

Other thoughts on this are:

-Change recruiting process to recruit needed skills

-Emphasize the advantages of the Public Sector: Meaningful work (visible and with meaning):

-Create passion and meaning for positon

-Ability to leave a legacy

We changed our recruitment procedures to emphasize the these factors, as well as unique aspects of Lakeland. In at least one case, I credit the new procedures with attracting qualified applicants in an area where we have difficulty recruiting qualified personnel.

2. Evidence Based Management

-What does success look like?

-Intersection of (1) Evidence Based and (2) Story—Story overrides evidence—Story connects emotional aspects, makes it stronger

-Try to connect facts and story-Translate facts to story

“…it’s clear that good storytelling often carries the day.”

-Determining what ARE the facts is the problem with Evidence Based Management –to be successful use all sources of data.

-“Dueling experts” is a problem

-Can’t “defend your position”, no other validation.

Bottom line-need to deal with it.

3. The Hedgehog Principle

Three aspects of this are:

-Passion-Understanding the core values of your organization and why it exists (mission)

-What is the Organization actually best at? (Cities want to be best at serving residents)

-What determines your resource capacity? (City IS different than business-Includes both financial and non-monetary factors).

4. Flywheel Concept

(Basically this conceives a dynamic process where focus on the Hedgehog concept and realize is it ever changing. You can never sit on your successes.)

-Build “Brand” (emotion and reputation)

-Attract Believers (ones you can count on for time and money)

-Build strength

-Demonstrate results (Success etc.)

Start over

5. Leadership Lessons:

-Hire Well

-Build strong relationships

-Develop strengths (focus on strengths, not weaknesses)

-Expect, encourage and recognize leadership at all levels

Create Culture of shared responsibility

Recognize contributions.

6. Build a Culture of Adaptability

7. Measurement (develop statistical measurements for aspirations)

8. Vision

-What are we trying to accomplish?

-What is our mission?

-What is our desired future?

9. Values

-What is out ultimate reason for being?

10: Understanding our Environment

-Who are customers and stakeholders?

-What to they value?

-What are conflicting values among stakeholders?

-Does the organization have procedures for setting prioities?

-What are the politics of the environment?

-What other environmental changes/conditions are important for us?

Accomplishing our goal:

-What values/means guide our decisions, actions and behaviors?

-What do we need to do to improve our work culture?

-Do our day to day actions support our culture?

(Comments): This is one of those sessions that I need to go back to and review on a continual basis. Frequently I will try smaller aspects (such as the change of the recruitment ad) and then when that is implemented, go back and try something else.

Lost Time Management

“Managing Lost Time”. June 12, 2007. Seminar by Ford and Harrison.

Lost time is “any time not doing the job” including waiting time, visiting, sick leave abuse, personal phone calls etc.

Benefit plans may drive lost time and encourage abuse. (Employee isn’t to blame for taking advantage of poorly designed benefit plans.)

Loss due to “Lost time” is normally 15-20% of time. This is reduced productivity.

Reduce Lost time as an ORGANIZATION endeavor.

1. Manage the Causes (Absenteeism, Operational Inefficiencies, Structural Issues (benefit contracts), and Managerial Issues (employee motivation and training.)

2. Keys to success

-Create interdepartmental teams to address lost time

-Assess the causes of Lost Time (Evaluate data from Absenteeism Reports, Operational Analysis, Labor Agreements, Benefit Plans and Employee Surveys)

-Set goals and objectives to improve

-Measure and monitor results on a daily, weekly and monthly basis

BUILD A CULTURE OF MANAGING TIME EFFECTIVELY

CHANGE MANAGEMENT-HOW TO CHANGE VALUE SET. (Change yourself first, each person individually)

3. Managing Absenteeism:

-Engage personnel in improvement

-Identify and enforce uses of best practices

-Communicate policies clearly to employees.

4. Managing Operational Issues

-Involve supervisory and line personnel in accessment of operation challenges that cause lost time.

-Develop Best Practices

-Communicate Practices to all and train for implementation.

5. Managing Benefit Plan Contract Issues

-Identify parts of Benefit Plans that encourage lost time.

-Calculate costs

-Involve personnel in practices to reduce lost time.

6. Addressing Management Issues

-Take survey to determine key concerns of employees regarding management and change

-Create Change Teams, identifying goals and objectives, with emphasis on positive reinforcement.

-Build incentives (frequently start with safety)

-Use positive feedback

Key thoughts out of this Seminar:

1. If you want an Organization to change, change yourself first. If a Supervisor MODEL what you want.

2. Change is made one person at a time

3. BUILD A SIMPLE AND Efficient Model of tasks to avoid mistakes, lost time etc.

Probably the last thought (build a simple model) is the really key idea I got from this seminar. The “change” items 1 and 2 were reinforced, but I think if we can simplify many of our tasks to “efficient and simple” procedures we can provide much better service to our residents.

Unconscious Bias

Session on “Unconscious Bias Theory in Employment Litigation”. March 15, 2007. Session sponsored main speaker was Charles Kennedy.

This session concerned the growing use of the Theory of Unconscious Bias” by plaintiff Attorneys in race, gender and age discrimination cases.

The basic theory is that any person unconsciously discriminates against any other group, so they must be “guilty” of discrimination and use of stereotypes.

Regardless of what I think of this, it is something that I need to prepare for.

Some means of dealing with “Unconscious Bias Theory” area:

A. Conduct an Internal Audit

1. Conduct an Internal Audit by analyzing decision making processes in eight key areas of an employment career path to find possible problem areas. These include recruitment, hiring, compensation, training, performance evaluations, promotions, discipline and terminations.

2. Analyze your organizational structure to identify the potential for systemic bias in any of the decision making problems

3. Analyze employment practices and procedures to identify any possible different treatment with regard to woman, minorities etc.

ACTION TAKEN: I discussed this with our personnel consultant. She prepared an amendment to the Personnel Policy to include “unconscious bias” on stereotypes and is looking at our personnel system.

Even though we are small, I will also insure representatives of all groups are included as much as possible in employee interviews etc.

She is also starting an outside audit of our procedures.

B. Develop Opportunities for Inclusion

1. Expand EEO and antidiscrimination policies and practices to prohibit discrimination/adverse actions based on STEREOTYPES in addition to other prohibited practices.

2. Encourage high employment involvement by coaching, mentoring and team-based work arrangements to include participation of all employee groups.

3. Implement a peer-review system to establish accountability and review of employment related decisions.

As noted previously, this has started.

C. Recruitment and Hiring

1. Establish objective hiring standards and criteria for each position.

(This has been completed although we will review it and consider under the “unconscious bias” concept.)

2. Set up a “blind applicant” review system where names and addresses of applicants are removed etc.

(This may be a good idea, but we are too small to make this realistic.)

D. Performance Reviews

1. Make sure all jobs have specific duties, functions and competences relevant to each position and create objective, job-related qualifications and job descriptions for each position. Skills, experience and qualifications necessary to perform the specific job related responsibilities and functions should be identified.

(The City of Lakeland has basically completed this and it is under constant review.)

2. Develop mult-rater evaluation systems and methodologies for Performance Reviews and consider 360 degree rating systems.

(This is something we need to consider. It will be difficult and expensive to implement, but may be worth it. I have tried rudimentary such evaluations in the past and found them helpful, but there would not have met criteria as valid evaluations.)

E. Job Assignments, Promotions and Compensation

1. Develop specific criteria for each position (skills, experience and qualifications) and specific criteria for advancement and/or promotion.

(This has been completed, but needs to be developed for pay raises.)

2. The City should clearly state how wage and salary adjustments are made, the specific objective criteria that must be met to receive a merit wage increase.

Experience for the position, and what procedures employees must follow to be considered.

(I noted our current postings do not include specific procedures on how to apply! We wil change this.)

E. Discipline and/or Discharge Decisions

1. Train Managers and Supervisors who discipline on the risks of bias and stereotypes and make sure decisions are consistent and based on objectives facts.

(Basically, we do this on an on-going basis.)

2. Monitor all decisions and discharge decisions to insure consistent objective decisions.

3. Use a checks and balance system (discipline and discharge decisions are made and then reviewed by another person.)

(We do this now, since I review all decisions. However, my decisions are not reviewed, although I do use a human resource person to review such decisions with for consistency etc. before they are implemented.)

4. Use peer review for discharge and discipline decisions.

F. Training

. 1. Train Managers in implementation of consistent decisions.

2. Incorporate the theory of “Unconscious bias” into all train so all personnel understand the potential impact of this subtle form of discrimination.

(We have started including this in all training.)

The presenter also emphasized the following:

1. Write down the steps of hiring and promotion process.

2. Utilize written tests. Written tests “are your friend” if the tests are relevant to the job and validated.

-Some tests are: (1) Skill tests; (2) Tests of “emotional intelligence”

3. Keep a “wide funnel” (Maximize opportunity, don’t unnecessarily screen people out.

I really like these thoughts and plan on implementing them as much as I can.

Overall, this seminar was very thought provoking and has a lot of action items.

The Innocent Man

Books Read:

John Grisham, The Innocent Man

This book illustrates what I consider the horrible example of Police Officers and Prosecutors and how some of them can develop mindsets of “win at any cost”. The book documents lying, framing, setup, the “good old boy/girl” network (including the residents) that allowed innocent persons to go to jail and almost be put to death.

Looking back, I sometimes wonder about some of the Police Officers working for me and if they had the same mindset.

This book probably affected my actual view of City Management as much as any book or session. I consider one of a City Managers’ primary objectives is to insure that services are provided consistently and fairly and that the “power” of the City not be misused.

The book documents gross, gross abuse of office by Police Officers, Judges, Prosecutors, and even the residents. What is REALLY frightening is that some of them are still in office, even after documentation of gross misconduct!

I had to ask myself numerous times throughout the book-Where was the City Manager?

Why did he/she allow this gross abuse of power? What controls can I use to insure this doesn’t happen in “my” city?

Pulling Your Own Strings

“Pulling Your Own Strings”, Dr. William Halbert Jr., April 4, 2007. Institute for Public Service, Local Government Leadership Program

Overall Strength is also your weakness.

New environment is “no preparation time” anymore. Always in “white water”, no “calm”.

BALANCE is the way to handle this environment.

Gyroscope” is a symbol of balance:

-Not affected by pressure

-Used for navigation

-Used as a stabilizer

Seven Areas to keep you in Balance

I. Attitude.

You can “act into” a good attitude. (Pretend you are happy, more likely to be happy).

Attitude is a “choice” Avoid negative thoughts. (Believe in yourself, set high standards, your attitude determines success!)

Emphasize positive.

Self-image. This is how you see yourself. Can visualize positive results and behavior.

Attitude is contagious and will affect your behavior.

Attitude skills include positive outlook, listening, responding, asking for other opinions.

Also, emphasize areas of agreement when in an “explosive” situation.

Use illustrative example or incident as a persuasive technique

(COMMENT): I decided to try this and even wrote it on my “to do” list every day. (This is approximately two weeks later. While I have always emphasized the positive, I think I have become, or at least am improving, in having a positive attitude and “looking” for the positive.

The looking for areas of agreement and using illustrative examples (or stories) also seem to work, I am emphasizing doing this.)

II. Quality Time

Psychic Energy and expanding awareness.

Energy put into a relationship.

Look at everything as if the ‘first time”, keep fascination and enthusiasm.

Expand awareness-

Think of one thing at a time-focus on one thing

Listen without interruption, concentrate.

(COMMENT: This is an item I am working on. Focusing on one thing is more difficult than I realized, I hadn’t realized how many times I do not actually focus on what someone is saying. Listening without interruption (or planning my response while the other is talking) is difficult!

III. Knowledge

He states there are four stages:

-Unconscious incompetent

-Conscious incompetent

-Unconscious competent

-Conscious competent.

Conscious competent is stage you want to be in “Know what you know-Know why you are good at something.

Memory-Improving Memory

-Remember things that happened first

-Remember the most recent things

-Remember things that are linked

-Remember things that are outstanding

Increase Skills:

-Ask Questions

-Don’t be afraid to say “I don’t know” or “I’ll find out”

-Learn from mistakes vs. blaming someone.

-Best learning from lowest level of organization

IV. Creativity

-Not always recognized-it is to see what everyone else “sees”, but to think what no one else “thinks”.

-Creativity is not always recognized.

-Don’t have “failures”, have “learning opportunities”

Any job can be done better, in some more creative way.

What needs stifle Creativity?

-Need for the familiar

-Need for excessive order

-Need to conform

Creativity is a Process:

Preparation-Pause

Absorption-Chaos to Form

Incubation-Encounter

Illumination-Ecstasy-Actualizing

Elimination and Verification-Emergence

How to you provide for a Creative Climate?

-Allow individuals to have some space alone

-Encourage some unstructured time

-Rule out judgment and criticism

-Insure a combination of alertness and discipline.

V. Change

How React to Change?

1. Denial-tend to put down the need for change (alternative is transformation, Experience, then transforms pain, conflict and fear)

2. Avoidance-settle for dull chronic pain, rather than the brief, acute confrontation

Stages in Transformation:

1. Awareness: The entry point

2. Interest: The Exploration point

3. Evaluation and Trial: The integration level

4. Adoption: The acceptance

How Change happens:

-Will to encounter

-Self-talk-the art of coping

-Visualization

-Coaches and mentors

-Skill-power, not just will-power

-Personal selling

-Commitment

-Practice and results

-Ownership

-After Care

VI. Courage

Courage influences effectiveness

1. Fear Limits

-Worry drains energy

-Fear limits ability to contribute

-Fear prevents positive confrontation

2. Courage to be yourself

-Be yourself so others like you for who you are

-Self acceptance is prerequisite to others accepting.

VII: Motivation

Motive is that impels or incites you to act.

Primary reason “do what we do”

-Hope of getting what we want

-Fear of getting something we don’t want

-Combination of both

How Create Positive Motivation?

-Decide specifically what you want to achieve

-If need to do unpleasant tasks to achieve a goal, tell yourself “I’m choosing to do this because I want “______________________”

-Picture yourself achieving your goal

-Develop a definite plan of action

-Recognize progress towards goals

-Praise your efforts

-reward yourself

-Modify your self image.

This seminar has a lot of items to work on. I am taking the course outline and using it as an outline to review with some key City personnel at our monthly goal meetings. I will have different personnel take different sections and facilitate a group discussion of the items..

This will keep me working on these items over a period of time.