Chris Matthews, Life's a Campaign

Chris Matthews, Life’s a Campaign (completed April 27, 2008)

This was an entertaining and contained more valuable thoughts than I expected. Some of them are the “ah ha, I should have known that”.

Some of his comments and thoughts that caught my attention were:

-Best of politicians have an instinct for noticing what people actually do.

-Politicians have learned the lesson that “if you want something you have to ask for it”. (This is something I have to keep reminding myself, to ask on behalf of the City
and myself.)
-More failure you can accept, more chances of success! (encouraging!)

-You can’t win unless you are in the game.

-Not everyone is going to like you!

-***You can’t let someone else define who you are-Have to have an inner place where peo;le can’t get to you!

-Never underestimate loyalty, friendship, Investment and knowledge. These are all valuable, but it is personal relationships that hold everything together.
-Within reason, I agree with this.

-Listening is a key talent. (This is definitely correct. I am going to remind all personnel of this and remind myself when I may tend to not listen.)

-Listening is flattery

-If you Listen you really hear what they say.

-Recognize problems quickly if you LISTEN

(I have found this to be true since my first day in City government. Not listening creates problems. If I listen, I do hear the person even if I disagree. While I love e-mail, sometimes I don’t think I “listen” as well to e-mail.)

Best politicians listen, pay attention, take in interest in other people.

POSITIVE ATTITUDE

-Positive shows Strength! Optimism sells!

(He gives examples of this in Reagan, Carter etc.. Looking back I can really see the truth in this and will work at making this part of my personal approach and the City culture.

Politicians “ASK”- Contributions are ‘bonding” and an investment in the politician (cause etc.).

-This can also be explaned to a City, community or neighborhood-volunteers invest in it and become more interested and involved.

-Chance to become INVOLVED is important

On the other hand-“don’t just show up when you want something”. Spend time investing in people (Like a bank account, have to invest if you want to eventually withdraw”.

Some years ago, I had a friend who said “friendships take time and I work at my friendships”. She had friendships lasting years and demonstrates this.

If you are criticized, don’t take it personal.

Play to strengths you have, especially those your rival doesn’t have. Turn shortcomings into assets. (he uses Reagan as an excellent example of this.)

-This is familiar from the book “Now Discover your Strengths”.

**** 10 second rule. Don’t respond when angry. Wait 10 seconds and simply say “that’s interesting” or similar.

-Obviously this is a vital rule for anyone, although some responses take me more time than 10 seconds!

Don’t fight someone your own size –Take on someone more powerful so you will enhance your own power.

-This may not apply in many cases!

Recognize the “magic of association” (Birds of a feather etc.)

Keep expectations low, so that anything you do looks good! Avoid never meeting expectations!

-I can see his point, but… (Later on, he says, for yourself to “aim high!”. This is more to the point of not “overpromising”, which I agree with.)

Admit mistakes and problems quickly-Confess quickly!

-I agree with this and I try to encourage all personnel to admit mistakes or problems quickly-the quicker I know, the faster I can do something about it. One thing I tell new hires is I HAVE to know the mistake and the bad news. The good news is nice, but I have to know the bad news.

Defend your Reputation strongly

-Realize people actually BELIEVE unfair attacks. Unfair attacks work!
-Act quickly to defend yourself to friends and supporters. Don’t worry about your enemies.

3. When you’re in a hole, stop digging! (Change the subject!)

(I think his comments here are especially appropriate for some positions. For City Manager, I’d have to think a little. I never “debate by press” etc. or usually respond to low-level attacks. I feel like it just calls attention to lies etc.

Aim High-Choose a top role model!

Speaking in Public:

-Outline your key points

-More than 10 minutes, less than 20 minutes (depends)

Six parts of a Speech:

-Ice breaker
-The Tease (provocative glimpse of speech topic)
-Anecdote time!
-Download (present your message)
-Relief (tell light story)
-Send off!

In the end, the mission is to be able to answer the question “Why am I doing this!”
This was a valuable and interesting book with a lot of good thoughts. I am going to come back to it after I have time to think over the points and discuss them. This is one of those books that I take a point and think about it, perhaps practice it and then revisit and expand on the point

Winning Web Sites

Tennessee City Management Assn., Spring Conference, April 22-24, 2008

“Winning Web Sites” (Heida Smith, TVA)

This was a presentation on Web Sites and how to improve them. I picked up several ideas that I feel will improve our web site. Although the City isn’t interested in traditional industry, we do wish to remain attractive to commercial retail and residents, and maintain information and service for our current residents.

85% of Site Selections begin on web sites. Think “what would you want to know about a community if you were locating a business, deciding where to live” etc.

HOME PAGE:

-Vicinity map. (Our home page doesn’t have a vicinity map and I will change this as soon as possible!)

-Address:

1. Who you are (Organization and contact info)
2. What you do (Purpose and audience)
3. Where your are

Some Economic Development web site basics:

-“Content is King”
-Logical Structure and Navigation
-Graphical elements that add value
-Flexible and downloadable formats
-Invites interactivity (place to ask questions etc.)
-Less Text is better
-Linkages and connectivlty
-FAQ section

(I will review our web site for these “basics” and make changes as necessary)

Use basic Navigational Structures such as “Doing business in, Living in, Visiting etc.” (Our web site doesn’t use this specifically. However, I think our system is even a little better and briefer.)

Economic Development Navigational Structures include:

-Available Sites and buildings
-Demographic info
-Transportation
-Infrastructure
-Education and workforce
-Taxes and incentives
-Permit and Licenses
-Existing Industry
-Quality of Life
-Links
-“Contact Us”

Some services that can be provided on-line:

-Permitting
-Contracts
-GIS/Property info


“Web Site “Do’s”

-Define Audience and purpose
-Clean up the home page
-Clearly label navigational tabs (Call it what it is!)
-Have a relevant URL
-Vicinity Map (make downloadable)
-Contact info on a global position
-Updated data
-Downloadable formats for data

-Designed by professionals
-Staff bios pictures
-Use Web site as electronic library about city

Keep it fresh: Maintaining a web site is as important as creating it.

Keep it current!



www.netmechanci.com (toolbox for web site)

www.trafficzap.com

www.altavista.com (babel fish to translate)


www.searchenginewatch.com


This was a valuable informational session, especially since a web site has become a primary means of communicating with residents, potential residents and businesses. I am going to use the information to evaluate and improve our web site.

Leadership Alumni event

Institute for Public Service: Leadership Alumni Event, April 3, 2008:

Michael Burt “Voice, Leadership, and Execution”

This was an excellent presentation that including new thoughts and possible actions to improve my leadership ability. It is important enough I decided to make a special effort to repeat the information so I am more likely to use it.

Dr. Burt emphasized we Manage “things”, Leaders inspire people to act. (He emphasized you “manage” your mail, paperwork etc. People can be “managed” only if they decide to be managed.

Chart:

Stimulus -------Ability to Change-------Response

Thinking------Ability to Change---------Action

Means other persons can’t control your emotions.

Find “unique voice” (Referenced Jim Collins and having the “right persons on the right bus in the right place”.

Four Areas of Motivation/Leadership

1. Knowledge
2. Skills
3. Desire
4. Belief

To motivate persons need to know where they are on these areas-(i.e. do they need to work on knowledge etc.)

“Teams” expand disfunction unless the Team is motivated.

Should focus on “superstars” “8-10’s) improving, not on “1-3’s”-Spend your time and energy on the top 80% of the personnel (rather than the standard spending 80% of your time on the 20% who are troublemakers, underachievers etc.)

(I think he has a good point on looking at a person as to which area they may need support/education/training etc. and concentrating on making excellent personnel better.)

How to achieve BREAKTHROUGH:

-Change in the way Think

-Change in the way Act

-Change in the way Feel

(Nothing fails like success! Based on change due to “negative” (pain) pushing potential.) -“The enemy of “Great” is “Good”. (If “good” may not have incentive to become “great”.)

Confidence: “Memory of success”-Becoming successful through repetition.

FOCUS: (Too many priorities are like no priority): (I can identify with this!)

1. Determine what “Success” means to you.

2. Picture “Success”

Questions: What are we passionate about? What are we best at? What is our Economic engine (money?); What are our Beliefs

Set up a PLAN to help set priorities:

DAILY:

-Vision (look at what needed to reach goals)

-Relationships to reach

-Set priorities

Finding your Unique Voice

-Determine what your Passion (IMP. is “Heart” has to be in it)-

-Determine what deeply passionate about (interests etc.)

-What do you believe in?

Unique Voice: Determine your Passions, your Budget, your Spirit, your Talent
-In the middle of Passions, Budget, Spirit and Talent is your Unique Voice

Everyone in Organization must know the #1 vision of Organization (story about McDonals “service is our # 1)

-Note: to me this is significant and is a key item I learned in this season. Something I already knew, but just now I feel I have figured a workable way to implement this so it is a reality.

One of the greatest needs is to feel Understood.

OLD WAYS OF THINKING won’t get you to new levels of success

-Be Teachable.

-Obtain new knowledge

-Apply that knowledge.

Leadership:

-Find your Unique Voice first, and then inspire others to find theirs

-Community and Validity-The worth and potential in others clearly in the way they see themselves

HOW INSPIRE OTHERS

1. Affirm and validate
2. Model behavior
3. Illuminate the positive
4. Build up vs. tear down
(help them find themselves!!!)

Celebrate success!

ROLES OF LEADERSHIP

-Model (Mentor)
-Pathfind (create a shared vision)
-Empower (believe in and release talent and potential)
-Constant Growth
Help them become a transition person, from the old to the new-see the world through their eyes.

NOTE: I found this part to be inspirational and I am planning how I can use these concepts in improving the work performance of several personnel and reviewing the needs of some of the best personnel.

Management control:

-Leaders get people to want to get it done. Coaches “Monday gameplan, Friday scorecard, paints pictures (by words, not literally) of where organization is headed/stands, developes coaches.

Execution (infusion)
-Infusion of passion into other people
1. Eliminate (tasks etc that don’t need done)

2. Automate

3. Delegate

Two ways of looking at a situation:

-Change the situation

-Change the way you view a situation-
Eliminate “tiny thinking”

Overall this session was very valuable for me. It gave me some excellent concrete approaches I can use as well as some general concepts I can think about and implement.
I also have a book from the author I am reviewing for more ideas.

In accordance with some of the ideas I learned, I have set up my Planner to have “must do” tasks. Also, I am taking a different view of performance evaluations and general daily reviews and supervision. I am going to emphasize helping the employee reach their best. While I feel overall I do this, based on the information I learned in this session, I feel I can more effectively lead personnel by helping their realize their positive points, how to strengthen their weak points and especially focus on “leading” instead of “managing”.

(Below is from handout “Michael Burt’s 7 Core Drivers for recognizing and eliminating Execution Gaps)

1. Re-awaken and Re-establish

-Guiding principle: Responsibility for own self, past doesn’t necessarily restrict

2. Re-Imagine and Re-Create

-Guiding Principle: Must break with old ways of thinking and constantly re-create myself

3. Remove and Re-connect

-Guiding Principle: Walk the talk. Match internal thoughts with external actions.

4. Realize and become receptive.

-Guiding Principle: Admit I need to grow. Become humble and teachable. Constantly grow and learn.

-Not competing against others, but against own potential and “tiny thinking”

5. Re-Engage and Re-Position

-Guiding Principle: Understand for every action there is a consequence, positive or negative “reap what you sow”.

-Realize will be adversity in life, use adversity to re-engage my life and accelerate future progress vs. stagnation and paralyzing movement.

“change the picture or change the situation”

6. Reach-Out and Recognize

-Reach out and recognize Team or persons around me

7. Respond

-Guiding Principle: Between what happens to me and my response is a space, to that space lies my ability to choose my responses.

ACTION is necessary to accomplish dreams. ACT to translate goals into specific actions.

www.michaelburt.com