Sustainability as Legacy

ICMA Regional Summit, March 1 & 2, 2007: “Sustainability as Legacy”.

I looked forward to this Workshop since “sustainability” is a personal interest as well as a part of the City of Lakeland Vision Statement.

Sustainability as defined by the Workshop leader is composed of Environmental, Economic, Social and the Organizational Institutional. The Organizational Institutional aspect was the emphasis of this workshop.

Making organizations sustainable involves (1) Making sure the right people are on the bus (2) Calibrate and measure success (3) Build a leadership pipeline and (4) Build a culture or adaptability.

RIGHT PEOPLE ON THE BUS

To “get the right people on the bus”, he emphasized (1) Participation in the early selection by the leaders to insure that the right persons are selected and (2) Build on peoples strengths, not try to “fix” their weaknesses.

I obtained some really valuable information at this point. While I have been participating (as the Manager) in the early selection stage (which some success), I learned that my “job ads” were probably not interesting the type of person I wanted. While I may have known it in some manner, I need to change my job ads to emphasize what I want in my team-Basically what he stated as the person who wants to have a meaningnful position where they can make a difference, solve peoples problems, build a community and change the community. This depends somewhat on what job it is, but those are characteristics are at all levels.

The actual items he mentioned were:

-Making a difference that is visible and has meaning

-Adding meaning to work

-Creating passion, commitment, and emotional investment (I liked the phrase “local government is a calling”.

-Ability leave a legacy

Also, it made me think if I am allowing my “best and brightest” workers to work on these areas and away from “regulations”. I had recently lost one of my best (although due to a desire to return “home”), but it still made me reconsider what contribution I was allowing personnel to make.

MEASUREMENT

The Second Component is “Measurement” or “Evidence Based Management”. (“What does Success really look like?)

The Instructor emphasized the need to connect facts with a story, to add an emotional impact to the facts. (He mentioned the way the “story” frequently overrides all of the “evidence”.)

“Facts” are subjective. In today’s world, a Manager must include all sources of information and not “filter out” date which conflicts with conventional wisdom. As discussed at the session, there are many “experts”, with conflicting recommendations and this turns into a challenge of determining the right decision based on an complex rainbow of “information” .

LEADERSHIP LESSONS

The Key “Leadership Lessons” cited in this Work shop are:

-Hire Well

-Build (and maintain) strong relationships

-Develop and focus on strengths (don’t try to fix weaknesses)

-Develop, expect, encourage leadership at all levels (emphasize shared responsibility, recognize contributions.)

This summarizes a major lesson I learned from this workshop. While I feel I do try to use the “leadership lessons”, I need to especially emphasize developing strengths and try to fix weaknesses so much.

This ties into another section of the Workshop, an adaptation of Stephen Covey’s matrix of the I, II, III and IV matrix. Most people end up spending most of their time in I or IV (crises, putting out fires, trivia, busy work etc.) instead of II, which includes preparation, planning and relationship. As the City Manager, one of my jobs is to have an environment where personnel can operate in “Phase II”.

VISION MODEL

Another aspect of this Workshop I found especially useful is the vision model. I can use this immediately as a model for an appointed Commission I am working with as well as some personnel. This was the concept of “Vision”. While I am familiar with this, the procedure reviewed at the Workshop provided me with a good set of operational measures I can take. This included:

-VISION: What do we want to accomplish, What is our/my unique mission or niche and What is the desired future.

-VALUES: What are the “end values” we/I are seeking?, What is out/my ultimate reason for being, “our Higher Moral Purpose?

UNDERSTANDING THE ENVIRONMENT

I found this a good model for decision making by Boards and Commissions and Employee Teams and individuals. I am going to review these with City personnel and some Boards and Commissions

This includes:

-Who are our customers and stakeholders?

-What are they value (wants/needs/expectations) now and in the future?

-What conflicting wants/needs/expectations exist?

-Do we/I have effective and appropriate methods for setting priorities when necessary?

-Do we/I understand the politics of the environment?

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

I feel this is a “stand alone” concept I can use to assist Boards and Commissions as well as personnel make decisions.

One final thought I found I need to remind myself of and others of: “Do our day to day actions support our culture (and vision)?

(Books to review: Freakocomics and Small Giants.

BUILDING CAPACITY AND PRESONAL SUSTAINABILTY (Part of the “Sustainability as Legacy” Workshop

I found this part especially valuable for both myself and also to present to City personnel. Recently I was listening to a “podcast” when a sentence I have probably heard many times suddenly hit me like a bolt of lightning-“To change an organizations culture, you change each individuals behavior one by one”. This is may primary action to change the culture of my city organization.

In keeping with this, I need to temper this with the traits discussed in the Workshop and the needs of each person. This included Physical, Mental, Social/Emotional; Spiritural, Family and Financial. I think it is important to discuss this with all personnel and not allow overemphasis on work.

Physical: sufficient exercise, quality food, avoiding excess, taking time to “sharpen the saw”.

Mental: keeping the mine alert by learning something new, reading a variety of ideas, keeping up etc.

Spiritual: Taking time for thought, reviewing and renewing spiritual beliefs and needs,.

Social/Emotional: Get away from work; involve yourself in areas of interest and passion

Family: Talk time for your family, maintain sufficient contact

Financial: Do the financial things you are always planning to do and keep it up! (Current will, build savings, avoid excessive debt etc.)

One phrase I liked was that this is “building capacity”. I have certainly found my exercise, breaks etc. are a primary way of keeping myself sharp for both work and personal life.