Tennessee City Managers Conference, April 22, 2009, Murfreesboro, TN
“City Managers and News Media”
This session primarily related to the change in news media and how this changes the way City Managers will relate to news media.
Traditional (physical) newspapers will disappear in ten years, what does this mean?
-Decentralized news media, shorter (continual) deadlines
Definition of what is “News” is what impacts, how it affects consumers of news media
IMPACT, can be good or bad
Reporter is YOUR (City Managers) link to the residents. Talk as if talking to residents.
Remember-the reporter is not your “friend”.
Important thoughts:
1. Make sure of rules of interviews etc.
2. Press Release is to get interest, not the story
3. Press Conference. Don’t have unless BIG story
4. Don’t assume the reporter understands the story or the City (Help all you can)
5. Never ask to “pre-approve” story. Might ask if review of difficult, factual matters etc.
6. NEVER, go “off the record”. No such thing. Can be “not for attribution” get agreement on how will be references.
TIPS for interviews:
-Never assume
-Can always answer just yes or no. don’t babble to fill space
-Don’t answer needling question (rephrase?)
-Don’t answer question you don’t understand, multiple questions and don’t feel need to answer question without checking.
Melissa Peterson: (Giving effective News interview)
1. Prepare: Keep it simple, stick to message
a. Don’t speak off the cuff
b. Write down the main points
2. Take time to get thoughts together
3. Rehearse, practice, rehearse
4. Stick to facts -Don’t digress on what you don’t know.
TV: Don’t fidget, stay focused on questions etc.
Key points: Write down 2 or 3 major points, stick to it.
If negative questions, use positive response (don’t reward a negative question)
Avoid technical jargon, keep simple.
Take time/give time to write down responses
When answer question, stop talking, don’t feel need to use “empty space”.
Have someone with you, especially if complex or controversial
All comments to Reporter are fair game
Mike Pirtle, Murfreesboro Post
Might request quotes be reviewed in writing for accuracy?
-New Publishers, Bloggers etc.: No standards, no accountability, may not observe good conduct or even be attempt to be accurate
“Things need to know”
1. Transparently is good-More info the better for resident to make decision
2. Never hesitate to provide info to news media
3. Be first to tell bad news, immediately bringing it up.
4. Wait to comment on story (not while you are made etc.)
-Pick your battles
5. Keep sense of humor
6. “Newbie’s” will always be with you
7. Keep big picture in mind, say what you want and then shut up.
8 Personal level relationship is good, has a level of trust
While I am familiar with these points, these sessions did emphasize the “times are changing”, especially the change to continual deadlines, and the nature of the news media is probably the most dramatic change since the advent of television. This will change our relationship with our residents since the method they receive their news has/will change and it will change the way we communicate. Already, the City is using Facebook, Twitter, etc. to communicate directly.
Should Your City Hire a Lobbyist?
Lobbying is a strategy. Providing information etc.
Lobbying frequently is as much to influence administration as to influence legislation
“Build a War Room” to start-Review what you want, strategy, who friends are, who is against etc.
-Then Strategy
-Then implement Strategy
One of the best things the lobbyist can get is information.
Think of what you want before you hire lobbyist. Prefer long-term relationship.
Who are allies? Who is opposition, who will benefit?
What to look for in RFP for lobbyist.
1. Determine issues, goals
2. Look for lobbyist with good experience and background
3. Talk with 2 or 3 firms before decision
4. Take care of as much as possible before start
5. “General Lobbyist”. May have too many other conflicts.
This session was valuable in several aspects. It provided some good ideas on the aspect of lobbying, and also pointed out the type of lobbyist we probably would need if we decided to hire a lobbyist.
Brad Mink, Economic Development in Carrollton, Tax.
This part of the conference concerned “economic development”, including commercial development. Since Lakeland is concerned only with commercial development, not industrial development, this was an especially valuable session.
Do business as a staff. Business matters do not involve politician. (Except at the policy level)
“Advertising” doesn’t work-a waste of money. Trade shows are a waste of money. “Direct sales” is what works. Direct contact including cold calls.
-Main theme-How your company can make money by locating in my City.
-Frequently starts with Sales Manager
-Build Relationships and maintain them (1 on 1)
-Be Accountable and dependable
Build from within
Self-Audit City:
-Are Ordinances development friendly? (Ask Developers).
-I would also say, ask the residents!
-One person handles each application, responsible for timely process
Inspectors have trailer on site for inspections
Make friends with nearby and other communities (may get referrals)
***Make sure infrastructure is ready for development
***Infrastructure drives development
“Losers say ‘Let developers do it”” (build the infrastructure).
(Note: Lakeland currently follows this procedure and it has been relatively efficient thus far. Perhaps it would be different if Lakeland had a property tax etc.)
Companies are looking for reasons to eliminate which communities to develop in. (Just like job applications, look for reasons to reject so decision is easier)
GOALS:
-Be Realistic, Know what you have
-Make sure Community wants what you want
-KEEP ON REALITY TRACK
Incentives:
-Necessary evil, everyone does it.
-Don’t provide incentives to competitors of local established business
-“Time” is biggest incentive”
The only thing he takes on a business trip is business cards and only takes 15 minutes of their time, unless they ask for more time.
Prospects-look for advantages such as direct flights, ties, distribution etc.
RETAIL DEVELOPMENT:
Look at “what makes the deal”.
Take every employee on tour of city, require participation, and ask for comments
Retail is a major challenge. Usually contact the Director of Real Estate. (Have residents contact the company)
International Trade and Investment
-City sells local products internationally
-Partner with local entity on International Office
-Development of personal relationships is the key
What to look for in Economic Development Professional?
-Creative person
-Background is irrelevant
-Sales person
-Smart Communication Skills
-Intelligent marketing skills (1 on 1 sales)
This session was very valuable to me. It pointed out areas where the “conventional wisdom” may be wrong and just a waste of money. (Spending money on advertising, trade shows, a fancy, costly web site etc,). We may be using our money better by direct contacts and looking at our development procedures, which we are curre
Sunday, April 26, 2009
Wednesday, February 25, 2009
Keep Tennessee Beautiful Conference February 12, 2009
This conference provided some excellent infromation and contacts for various Lakeland programs.
-Edith Hiller (KTnB leader)
-New Litter Law-TCA 39-14-5
Escaping loads are 70% of roadside litter!
John Robert Smith (Mayor of Meridan, Ms): Notes from morning session::
-City Building t
-takes VISION and Volunteers
-City Building isn't done in a day (or one term or even one career
_Partnerships are key
-Lead by example
Breakout Session # 1: Shawn Bible (TDOT) & Mayor Smith (Meridan, MS)
Shawn Bible: Consider the costs of not spending on beautifucation or cleanup, not just the costs of doing it.
Landscape Design Manual, Partnership Grant Program
Mayor Smith:
-Green issues presented as "budget itssues".
=Qualty of Life is a major goal
-"Special Spaces"
-"Living Canvas"
RAndy Fraizer, "Board Leadership" (www.morethanleadership.com and FraizerCommunications, Inc.
-Purpose of Organization: Accomplish what a person can't do alone
-Boards must pay attention to small things befoe they become big problems
-"Don't send a duck to Eagle School"
-Board "lays the track", the Executive Director/Administator "drives the train"
-Woman withour her man is nothing; Woman: Without her, man is nothing
Judge Potter:
During this session, Judge Potter reviewed the "litter law", TCA 39, Chapter 4, Part 5.
His discussion included numerous insights into the Litter Law. I got enthused about building a litter program in Lakeland and will use his information in buildiing this program.
Monday, February 16, 2009
Tried by War, by James M. McPherson
Completed "Tried by War: Abraham Lincoln as Commander in Chief"
General thoughts about the book:
I enjoyed this book and found the focus provided new information that a less focused book may not have.
=Pointed out that General McCellan (the General who was always planning, but never doing), probably had always been successful, so now he hated to take a chance on "losing", so he would just always stall. As I noted before I have had Department Heads like that, but never thought of this as a source for the problem, so in the future I will look at that. I thought of "perfectionism" type behavior, but I never specifically thought of just adverse to risk. I try to encourage risk taking, but perhaps I need to review how I do this when I have a "McCellan" on my staff.
Another general thougth from this book is how the focus of the book emphasizes that Lincoln was, in a sense, a micromanager, but somehow he knew when not to micromanage and when not too. For example, McPherosn mentions how Lincoln actually tested the weapons and it is because of Lincoln that Spencer rifles were ordered for the North. Of course earlier, he menitoned how Lincoln imimersed himself in military techniques to where he presented excellent strategies for battle.
Another theme of the book is the importance of subordinates. If Lincoln had been able to select "action" Generals, the war could have been over much sooner. Perhaps also it emphasizes the importance of the management principle of "a bias for action" being the basis for "Excellence".
Also, Lincoln practiced some other priniciples-"Managment by Walking Around"-he visited the troops frequently and got out and reviwed the actual situation, and maintaining his principles. He never wavered from his basic principle of "preserving the Union", and later, his absolutely commitment to end slavery (in Tried by War, it appears part of this was his promise to the Black troops who fought for the Union.)
The book emphasises that Lincoln, as Commander in Chief, exercised the functions (Policy, National Strategy, Operations and Tactics) of Commander in Chief in a dynamic manner rather than in a static manner.
Reading the book, I was impressed by how some things never change, (opposition to war, "peace at any costs", hardliners etc.). I think considered the fact this was a civil war was a main reason for standing firm (and the fact Lincoln held to his principle of preserving the Union).
As far as how this book affects my approach to my job, I am reminded of the need for qualified subordinates, allowing them to do their job and encourage risks, but remove them if necessary. Another concept was the importance of holding to the basic mission of the organization. Also, I was reminded again that it is important to get out of the office and see what is actually going on (not depend on what you are being told) and also the importance of dynamic rather than static management.
General thoughts about the book:
I enjoyed this book and found the focus provided new information that a less focused book may not have.
=Pointed out that General McCellan (the General who was always planning, but never doing), probably had always been successful, so now he hated to take a chance on "losing", so he would just always stall. As I noted before I have had Department Heads like that, but never thought of this as a source for the problem, so in the future I will look at that. I thought of "perfectionism" type behavior, but I never specifically thought of just adverse to risk. I try to encourage risk taking, but perhaps I need to review how I do this when I have a "McCellan" on my staff.
Another general thougth from this book is how the focus of the book emphasizes that Lincoln was, in a sense, a micromanager, but somehow he knew when not to micromanage and when not too. For example, McPherosn mentions how Lincoln actually tested the weapons and it is because of Lincoln that Spencer rifles were ordered for the North. Of course earlier, he menitoned how Lincoln imimersed himself in military techniques to where he presented excellent strategies for battle.
Another theme of the book is the importance of subordinates. If Lincoln had been able to select "action" Generals, the war could have been over much sooner. Perhaps also it emphasizes the importance of the management principle of "a bias for action" being the basis for "Excellence".
Also, Lincoln practiced some other priniciples-"Managment by Walking Around"-he visited the troops frequently and got out and reviwed the actual situation, and maintaining his principles. He never wavered from his basic principle of "preserving the Union", and later, his absolutely commitment to end slavery (in Tried by War, it appears part of this was his promise to the Black troops who fought for the Union.)
The book emphasises that Lincoln, as Commander in Chief, exercised the functions (Policy, National Strategy, Operations and Tactics) of Commander in Chief in a dynamic manner rather than in a static manner.
Reading the book, I was impressed by how some things never change, (opposition to war, "peace at any costs", hardliners etc.). I think considered the fact this was a civil war was a main reason for standing firm (and the fact Lincoln held to his principle of preserving the Union).
As far as how this book affects my approach to my job, I am reminded of the need for qualified subordinates, allowing them to do their job and encourage risks, but remove them if necessary. Another concept was the importance of holding to the basic mission of the organization. Also, I was reminded again that it is important to get out of the office and see what is actually going on (not depend on what you are being told) and also the importance of dynamic rather than static management.
Thursday, December 25, 2008
Lincoln, by David Herbert Donald
I read this book as part of my “15 minutes a day” routine, where I read something I may normally not read at least 15 minutes each day. While this is a book I normally would have read anyway, I did read it in small portions of approximately 15 minutes each day.
While I perhaps normally would not include this book in this report, I feel I did develop several thoughts as a result of reading this book.
Some of the thoughts I developed as a result of reading this book and their use in my daily work are:
-Lincoln demonstrated that a person can develop in his position and a person can “grow to fill the position”. I have noticed this in my work and it reminds me to consider more than just the obvious in appointing persons to positions. Sometimes a person who may not have “traditional” qualifications for a position may bring insights that make them a success in the position.
-The importance of infrastructure. While not a major part of this book, I noted throughout that Lincoln supported infrastructure development. As I read the book, I developed a greater appreciation for infrastructure and the results of providing and maintaining a decent infrastructure. While I have always known the importance of infrastructure, this book again emphasized the need for providing and maintaining infrastructure.
-The importance of listening and considering all views, but the leader makes the final decision. Lincoln was a master at listening to all sides.
-The story of Lincoln agonizing over decisions was an inspiration to me in the sense that many times I agonize over a decision where there is no “right” answer. I think everyone does to some extent. While I realized years ago that agonizing over a decision was perfectly ok, (once the decision is made, go on), the story of Lincoln and his decision process helps to know that even great leaders don’t automatically know the right decisions.
=The story of Lincoln and his generals is always a lesson in leadership and management. I say parallels in the generals that “wouldn’t fight”, but asked for more and more resources and distorted the difficulties while not accomplishing their goals with past City personnel!
-“Goal is to find and fight Lee’s army, not capture Richmond”. I have pondered this while exercising etc. Lincoln continually advised his generals the “goal” wasn’t to capture Richmond, but to fight and win the war.
While it doesn’t make it any easier, I have examined (and somewhat improved) my leadership on how City personnel define their goals. Their goals should incorporate the goals of the Board of Commissioners and City Manager.
-Thinking before you act. The stories of Lincoln writing a critical letter and then never sending it again emphasizes the concept of thinking before you act. One of my problems with e-mail is there isn’t the automatic review time of reading the printed letter and signing it.
-Suffering is ok. Lincoln suffered with the army and the negative impact of his decisions. However, while fully aware, he kept his focus on the goal.
-Lincoln set his goal (keeping the Union) and basically made all of his decisions based on how best to reach the goal. He was never dissuaded and avoided taking the “easy compromise” to reach the long-term goal. I hadn’t realized until reading this book, just how his only goal in the War Between the States was keeping the Union.
-The narrative on reconstruction of the South and the plans for the South after the war was over have obvious parallels with current events and, at a lesser level, for local government. How do you handle the situation after you have “won”? How to you avoid the “Iraq” type events where you never really “win” because you are always fighting segments whose only focus is destroying and have never really become incorporated into the organizational structure. (I don’t know, but it does make me think a lot about this in an organizational and community sense.)
My method of reading this book took me months to actually read the book. Each morning I looked forward to my time with Lincoln and I am sure I will feel a vacuum in my life, although I am starting another book about Lincoln right away! Of course, I will have to find another subject for may “15 minutes of reading something I normally wouldn’t”, since I am currently reading another book about Lincoln and have several in my stack of “books to be read” on Lincoln!
Sunday, October 12, 2008
Web 2.0
“Transformation Web 2.0 Style”. (Article by Bill Schrier in Digital Communities, September 2008 issue)
This article confirmed some of my thoughts concerning new methods of communicating with residents.
The Author notes that Web 2.0 technologies (YouTube, MySpace, Facebook, blogs etc.) is transforming government, since the technologies allow government and people to communicate and interact in new ways.
The technologies include:
1. Social Networking sites could be used to interact in new ways, as well as promote communication within small groups etc.
2. Blogging is a good way for officials to interact and communicate with residents.
3. Video and images could be used to post images and videos of the community. (Personally, I don’t know who has time to review numerous videos, but this is one aspect which needs to be considered.)
4. Interactive surveys can be accomplished quicker and cheaper and on a more variety of activities. (One major problem is they are not statistically significant and could be impacted by special interest groups etc.)
I actually see more of a chance for misuse than benefit in interactive surveys.
5. Wikis (internal and external) could be used to provide instruction, standardize procedures etc.
“The Digital Divide” is one of the major problems with Web 2.0 (and with the soon to arrive Web 3.,0). Since reading this article, I have started paying special attention to insure our residents who are not computer literate or may not feel comfortable with Web 2.0 (or even the internet) have alternative methods of interacting with the City. This includes reviewing notices to insure they include a phone number, address or office and that notices are provided by all channels, including non-internet means.
This article confirmed some of my thoughts concerning new methods of communicating with residents.
The Author notes that Web 2.0 technologies (YouTube, MySpace, Facebook, blogs etc.) is transforming government, since the technologies allow government and people to communicate and interact in new ways.
The technologies include:
1. Social Networking sites could be used to interact in new ways, as well as promote communication within small groups etc.
2. Blogging is a good way for officials to interact and communicate with residents.
3. Video and images could be used to post images and videos of the community. (Personally, I don’t know who has time to review numerous videos, but this is one aspect which needs to be considered.)
4. Interactive surveys can be accomplished quicker and cheaper and on a more variety of activities. (One major problem is they are not statistically significant and could be impacted by special interest groups etc.)
I actually see more of a chance for misuse than benefit in interactive surveys.
5. Wikis (internal and external) could be used to provide instruction, standardize procedures etc.
“The Digital Divide” is one of the major problems with Web 2.0 (and with the soon to arrive Web 3.,0). Since reading this article, I have started paying special attention to insure our residents who are not computer literate or may not feel comfortable with Web 2.0 (or even the internet) have alternative methods of interacting with the City. This includes reviewing notices to insure they include a phone number, address or office and that notices are provided by all channels, including non-internet means.
Sunday, October 5, 2008
Building it Right the First Time
Building it Right the First Time (Session, various speakers)
Planning is the key to “getting it right”.
1. Schedule
2. Budget
3. Decision Making Process
“Problems we can deal with, Surprises Kill Us”. (I have found this to be very true!
A. Identify the problem (All aspects)
B. Think of information as an asset
Business Case Evaluation
-Determine projects objectives and anticipated level of service
-Manages future expectations of project performance
-Identify alternatives for evaluation
-Include “doing nothing”
-Develop life cycle costs for each alternative
-Construction cost, plus O&M plus rehab/replacement costs
-Triple bottom line (Economic, Environmental, Social)
Risk Assessment
-Identify all possible risks (both operational and policy perspectives)
-Define Appropriate risk matrix
-Focus on risk throughout
-Monitor, advise and report
-Track Risk
-Risk type (policy or operational), status of action items, report at summary level and lessons learned
Quality Management
-Set quality standards for all functions
-Manage a “living document”
-Communicate the QM Plan
-Monitor throughout
-Find balance between standardization and engineering judgment
Team Alignment
-Identify Competencies Needed (right people with right skills)
-Project kickoff meeting (Agree on project mission, understand expectations, identify critical success factors, plan for successful delivery, objectives and goals define in the process charter process))
-Community Outreach (Public is part of the team)
This is one of those sessions that are valuable because they are outside of my comfort zone and I learn some new ideas and techniques. Usually it is a basis for further research (as is the case in what I learned from this presentation.)
Planning is the key to “getting it right”.
1. Schedule
2. Budget
3. Decision Making Process
“Problems we can deal with, Surprises Kill Us”. (I have found this to be very true!
A. Identify the problem (All aspects)
B. Think of information as an asset
Business Case Evaluation
-Determine projects objectives and anticipated level of service
-Manages future expectations of project performance
-Identify alternatives for evaluation
-Include “doing nothing”
-Develop life cycle costs for each alternative
-Construction cost, plus O&M plus rehab/replacement costs
-Triple bottom line (Economic, Environmental, Social)
Risk Assessment
-Identify all possible risks (both operational and policy perspectives)
-Define Appropriate risk matrix
-Focus on risk throughout
-Monitor, advise and report
-Track Risk
-Risk type (policy or operational), status of action items, report at summary level and lessons learned
Quality Management
-Set quality standards for all functions
-Manage a “living document”
-Communicate the QM Plan
-Monitor throughout
-Find balance between standardization and engineering judgment
Team Alignment
-Identify Competencies Needed (right people with right skills)
-Project kickoff meeting (Agree on project mission, understand expectations, identify critical success factors, plan for successful delivery, objectives and goals define in the process charter process))
-Community Outreach (Public is part of the team)
This is one of those sessions that are valuable because they are outside of my comfort zone and I learn some new ideas and techniques. Usually it is a basis for further research (as is the case in what I learned from this presentation.)
Frans Johannson, The Medici Effect
Frans Johannson, The Medici Effect ICMA 9/23/08
The keynote speech appears to be basically an update and expansion of Kuhn’s “The Structure of Scientific Revolutions” (without attribution), although I assume this has been expressed in a number of theories.
Some major points:
-“Intersections” -Develop new ideas from combining ideas from various perspectives (fairly obvious and well documented by others)
-“Diversity drives innovation”. (Diversity of everything, ideas etc.)
-A point I continue to try to keep in mind and emphasize
-All new ideas are combinations of existing ideas (include his)
-Diverse Teams see things differently (again, obvious and something I emphasize)
-Innovative Teams generate and execute more ideas (maybe, maybe not, I wouldn’t necessary disagree, it depends on the team and organization)
His process for innovation:
-Look for information from other fields and “dare to explore the connections”
-Leverage existing diversity
-Ignite an “explosion of ideas” by listening to all persons etc. (again, all a good reminder)
He used the story of the “pit crew” on a race car, which is a good picture of some of his points
-Create a renaissance of ideas by using the diverse elements of the city.
-Find and use connections between the City, business and education
-Try as many ideas as you can.
-Use diversity of all kinds to find unexpected connections.
Overall, I feel this speech reminded me of some good points, but presented little new information that isn’t already well presented. The “medici effect” may be a good gimmick, and a good reminder, but overall I found it disappointing that he merely dressed up some old ideas.
The keynote speech appears to be basically an update and expansion of Kuhn’s “The Structure of Scientific Revolutions” (without attribution), although I assume this has been expressed in a number of theories.
Some major points:
-“Intersections” -Develop new ideas from combining ideas from various perspectives (fairly obvious and well documented by others)
-“Diversity drives innovation”. (Diversity of everything, ideas etc.)
-A point I continue to try to keep in mind and emphasize
-All new ideas are combinations of existing ideas (include his)
-Diverse Teams see things differently (again, obvious and something I emphasize)
-Innovative Teams generate and execute more ideas (maybe, maybe not, I wouldn’t necessary disagree, it depends on the team and organization)
His process for innovation:
-Look for information from other fields and “dare to explore the connections”
-Leverage existing diversity
-Ignite an “explosion of ideas” by listening to all persons etc. (again, all a good reminder)
He used the story of the “pit crew” on a race car, which is a good picture of some of his points
-Create a renaissance of ideas by using the diverse elements of the city.
-Find and use connections between the City, business and education
-Try as many ideas as you can.
-Use diversity of all kinds to find unexpected connections.
Overall, I feel this speech reminded me of some good points, but presented little new information that isn’t already well presented. The “medici effect” may be a good gimmick, and a good reminder, but overall I found it disappointing that he merely dressed up some old ideas.
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