Michael Gates Gill, How Starbucks Saved my Life:

Book concerns an older white male who got fired at age 53 by a younger women he had hired. He had worked for 30 years at the company, made good money etc. and was now considered an "old guy" by new, young management and is laid off for no reason. He mentioned he got the job through "contacts" (graduated from a prestige University etc.) and had been very successful, both career wise and financially.

He was a "consultant" after he was fired. Due ot an affair, he divorced his wife, his "consulting" business was rapidly diminshing and he was beginning to hit bottom.

Through an accidental meeting, he is (lprobably as a joke) offered a job at Starbucks by a young, female, Black Starbucks Manager. He suddenly becomes one of "them"-a minority in all ways-while with an all Black crews, priveleged in a group of poor, educated versus uneducated older (64) in a group of young, and now the "sever" rather than the "seved".

The first part really made me think about how I manage "people not like me". He mentioned how he gave lip service (and probably meant it) to diversity etc., but realizes now he hadn't really considered the other person and how their background was different. I am reviewing this myself and will continue to do so to see if I am considering the different backgrounds etc. of both customers and employees.

Another theme that is reinforced by his experience and by the Starbucks Manager is true "Respect"-not just politeness or patience, but true respect. (In one example, a street person comes in to use the bathroom he just cleaned. He tells him it is "closed" and the Manager informs him anyone who enters is a guest, whether a paying customer or not. Being a part of the "Team" (or Partners as Starbuck employees are called) is an important aspect. A large part of the success of Starbucks (and loyalty of the Partners), according to this book, is that Starbucks provided benefits that showed the company actually cared for the the Partners. I get the emphasis from the book of the importance of the health plan, how it not only made the Partners healthier, but also felt they were respected by the company.

Starbucks emphasizes that all Partners are encouraged to make suggestions and his experience indicates they do this in a successful manner. Starbucks success is partly showing respect for and taking care of the Partners.

I found it interesting at the close of the book, they are discussing how "Partners are the first priority" of Starbucks and then decide "Partners and customers are both the first priority").

It is interesting to note that after reading the book, I noted where someone was threatening to buy Starbucks and "make it efficient", probably thus destroying the culture and destroying the company and making a lot of underwriters rich.

Sustainability

Brownfields Conference, Sunday, May 4, 2008:

Tour of facility that used the following sustainability features:

-Rebuilt on existing site rather than use vacant land for new building.

-Uses wetlands to treat wastewater, than uses the “grey water” for flushing etc. (this requires an entirely separate plumbing system)

-Geothermal heating and cooling. This is a large site and previously had a separate power facility, which is not completely shut down due to the geothermal facility. Windows etc. used extensively.

While much of this isn’t necessarily practical for Lakeland, I think the concept brings home the point of “sustainability”. While much of this isn’t practical (at this time), certainly the concepts of reuse, use of existing land, avoid the waste of natural resources are important concepts.

Perhaps most of all, it emphasized that I can do more to encourage recycling, and more conservative use of our resources.

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

Moving Communities from Good to Great

ICMA Regional Meeting: March 13 & 14 , 2008:

-“Managers Role in moving Communities from Good to Great”
Preparation: To prepare for this, I reread parts of Jim Collins, “Good to Great” and prepared some key thoughts:

-Right people on the bus: This concept (and the discussion at the ICMA Regional Conference in 2007) really helped. We changed our “help wanted” ads from “help wanted” ads to notices for interested persons to join our Team instead of advertising vacancies for a job.

In some cases, I simply refused to hire the “almost right” person and waited for the “right” person, in spite of some adverse comments and actions. Thus far, this caution has been well-rewarded and even the protests have died down on this as, by action, other Supervisors and personnel (and Board Members) have seen the wisdom in getting THE right person.

My biggest problem remains “moving the people on the bus to the right seat” or “getting people off the bus” who shouldn’t even be on the City of Lakeland bus. I have been utilizing some techniques to “work around” such personnel, with some success, but not to my satisfication.

-“Confronting the brutal facts”: I have to work on this some. Hopefully this will be discussed in more detail at this session. We have emphasized asking questions, encouraging healthy debate etc., and investigating problems with the idea of learning rather than blame. Also, I have always emphasized I need to “know the bad news” more than the “good news”. However, the organization still occasionally fails to confront “brutal facts” and work on facing reality.

-Flywheel concept: This has been relatively successful. I think we still are prone to hope the dramatic change, decision, person, program etc. will make significant sudden changes, but at the same time, we continue to work on the “flywheel” concept of continual improvement.

-Hedgehog concept: I understand the concept, but also realize that City Government includes items I can’t “get passionate” about, except perhaps in the overall picture. I have attempted to hire people who are “passionate” about their sphere and it does seem to be effective.

-Culture of self-discipline: Overall, this has improved. Relates to “getting right people on the bus/moving to right seat or off the bus”.

-An approach I had missed before is to create a “council” of personnel (5 to 12 people) to discuss and gain insights into the organization. Meet on a continual basis, discuss organizational understanding.

-Understand and continually reinforce core values of organization.

SESSION: The session on “The Manager’s Role in Moving Communities form Good to Great” was excellent.

The Presenter noted the following as reasons why we (Managers) need to encourage continue change to meet the following Forces affecting local Government:

-Demographics (Demands of babyboomers will increase need for some public services and infrastructure). I feel also the changing needs of the younger residents.

-Demographics-

(diversity) in a few years there will be NO majority race/national origin.

(Population migration): In migration is high in some areas, out in others (see map)

-The Important Issues transcend boundaries (public, private and non-profit centers). (Important Issues are health care, economy, environment etc.)

-New Media: Impact of 24 hour “news”, frequently more what to be first rather than accurate

-Technology

-Direct Democracy

-Trust in Government

-Globalization

-Fiscal Stress on government

-Fractured Federalism

-Infrastructure

-Sustainability;

Discussion included a presentation of a discussion with Jim Collins: Some general areas:

(A Whole New Mind, Daniel Pink)

-Leadership Challenge: Preventing it from breaking. Anticipate changes needed to move with change

-Leadership
-Level 5 leaders keep focused on goal

-Public Leaders don’t have concentrated power (Legislative Power): -Lots of Groups have Negative Power (ability to stop, without any positive function) Public Leaders have to create legislative skill set-Have to create conditions for approval, since don’t have authority to make decisions

-Have to “qualify for job every day”. Learn from mistakes, take resp. mistakes

-Values and Practices:

-Core Values: Won’t change

-Practices: may be subject to compromise (I need to review this more.)

-ELEMENTS OF LEVEL 5 Leaders

-BHAG

-Accept incremental revolution

-VISION

-BHAG can be incentive (Big Hairy Audacious goals)

-FLYWHEEL:

-Clear, concise idea of what to do: Keep pushing on flywheel

-Swiss watch flywheel (lots of cogs moving to a common purpose)O

RESOURCE ENGINE

-DIFFICULT AREAS OF “GREAT” (LEVEL 5)

-First WHO: (Too much emphasis on WHAT to do, not WHO will do it.

(A discussion ensued, and I was amazed at some of the discussion on the video and in the room as Managers discussed wholesale firing etc. before they really even had a chance to know what was going on. To me this shows a lack of flexibility and indicates a lack of leadership. I certainly wouldn’t want to work for such a City Manager and I wouldn’t want to live in a City with such “Leaders”. I totally disagree with this way of thinking and actions. Such actions indicate failure and inability to adjust and just an excuse, not “getting the wrong people off the bus”. Obviously such action may be required but it appears that the Managers on the video and some in the room were doing it for reasons other than just “getting the wrong people off the bus”. )

-STOP DOINGS

-Determine what NOT to do

Chris Anderson, The Long Tail

Chris Anderson, The Long Tail (Why the Future of Buisiness is selling less of more)

The Long Tail is a book about abundance. While it is primarily aimed at Retail, I found some thoughts that affect municipal government also, in addition to the effects of the Internet on local retail businesses.

The Book suggests that the period of “mass markets” and “hits” etc. is being fragmented into a wide variety of markets where there is a “long tail”. That is, the era of 20% of the products accounting for 80% of sales is breing fragmented, especially in products where storage (music etc.) is almost a zero cost and almost unlimited.

He speculates the “mass market” is becoming a “market of multitudes”, or specifically, a “market of niches”.

This will affect traditional retail (which municipal government depends on for sales taxes), since “The curse of traditional retail is to find local audiences” However, this is not a problem where the project can be stored on the Internet or even where a catalog can be on the internet with products stored. For example, “Mom and Pop Records” may be able to store 3,000 records. However “I-tunes” literally has millions of records. The local record store is limited by the cost of shelf space. I-tunes shelf space is close zero cost of each unit.

This allows for “niche markets”. A person can almost find unlimited music on I-tunes, while limited to 3,000 at the local retail store. This will create the “Market of Multitudes”.

The power of the “Long Tail” is already apparent In politics (this written on January 6, 2008) in that many “niche” presidential candidates can reach the public and almost become viable candidates, or at least force the “mainstream” parties to consider their needs.

A primary example of the “Long Tail” affect on national security is the rise of terrorism. Three major trends provide for this:

-Niche producers can find tools almost anywhere

-Niche groups can create a lot of damage (i.e., a plane ticket and a box knife) when a simple act is leveraged by the complicated major economic and social fabric.

-The acceleration of word of mouth. Groups can reach more audiences and more likely to reach fringe audiences.

The same principles apply to a wide variety of movements, actions and collective mobilization where a small action is amplified by “viral marketing”.

It appears that this could significantly affect municipal government (and other institutions) as the actions or needs of a few are amplified throughout the structure of the organization or community. I will expand on this thought throughout the review.

Themes of the Long Tail:

-In any market, there are far more niche goods than “hits”.

-Costs of reaching the niches is falling dramatically

-Consumers must be given a way to find the “niches”. This is being accomplished by a range of tools and techniques (use recommendations, rankings etc.) which are made effective by the Internet.

-Demand curve flattens (after the demand for niche is inceased by the tools and techniques, often called “filters”.

-Although none of the niches sell a lot, they all add up. (I think in the area of ideas, a wide variety of fringe ideas could be consolidated much more easily than in the past.)

Three Powerful Forces:

1. Democratizing the tools of production. (Personal computer, blogs, etc.-Now anyone can be a “producer”.

The “universe” of production is increasing due to more producers

2. Costs of consumption is cheap and “anyone” can make and distribute content!

3. Connection of Supply and Demand. (This is a result of Google searches, recommendations, rankings, blogs etc. that the word (product or idea etc.) gets out.

-End Result: We are becoming Active Producers from passive consumers

-Reputation Economy-(also described as “exposure culture”.

*”The Ants have Microphones”: Collective now controls the message. It doesn’t matter what a company says it is-it is what the “collective” says it is! (Blogs, rankings, customer reviews etc.) (This would also apply to a City.)

One problem is there is a lot of “noise” in the “long tail”. (The author noted the “Long Tail is full of crap”, meaning that the bad ideas may kill the good ideas. I feel this could be a major problem for communication with residents, filtering out the nonsense. There isn’t a lot of “filters” available for ideas.

“Niche” interest may fragment our culture as people split into “tribes” of special interests. This could dramatically increase conflict as small groups of people with single purpose (a “tribe” could include a few people geographically dispersed who have more power due to the tools of production being so available and cheap, and most of all amplified leading to a polarization of a city, regardless of it’s size or geography.

The “Long Tail” will have a significant effect on cities, both from an economic standard, as more products are sold on untaxed transactions (leading to financial problems or finding new sources of revenue) and an effect on the social fabric of cities as citizens become polarized into social and/or economic “tribes”, each with a different goal or objective or idea. Managing these competing interests will consume a large amount of time and effort.