February 16th, 2012

Three Nuggets Mined from the Country’s Best City Managers

Recently I had the privilege of facilitating a strategic planning conversation for the Board of Directors of the Alliance for Innovation.  The Alliance is a collection of progressive local government leaders who want to push the envelope in terms of how local government works. They are the true innovators in this business. The Board is comprised of 22 City and County Managers, as well as other distinguished leaders in the field of public management.

In a three-hour session, this elite group painted a picture of where local governments are headed and how they are going to lead them there. These bold thinkers generated mind-blowing ideas and some consistent themes. While the minutes of the meeting belong to the group, I’d like to share three nuggets from the conversation that are relevant to anyone who works in local government.

Forward is the only direction

Many local agencies are struggling to maintain services levels and balance budgets. In fact, several of the jurisdictions represented on the board have greater than 60% of their community’s mortgages under water.  Others are preparing for another year of double digit percentage budget cuts. Innovative solutions are being developed to tackle these current day challenges.  At the same time, these leaders are looking beyond the current state of affairs to create tomorrow’s solutions.  For example, a portion of the group’s discussion revolved around developing a community of innovators who is willing to take calculated, yet necessary risks to reform local government structures. The community of innovators would support one another as they push forward creative new approaches to long-standing challenges.  The concept of taking risks in order to pave the way for your colleagues is nothing short of impressive.

Make it a calling

This group has a fervor and energy that oozes from their pores. They envision their role to be “world changing” and “risk taking.”  As we summarized their ideas for moving the Alliance for Innovation forward, the group agreed that what unites them is a passion for excellence and innovation in public service.

Imagine what it must be like for the employees who work in the jurisdictions that are guided by such bold leaders.  My guess is that it’s hard not to feel excited about public service when your top executive brings so much heart, hope, and enthusiasm to the job.

The answers are in the conflict

The role of the Alliance is to facilitate the learning and these leaders know that they do not have all the answers.  They listened thoughtfully and respectfully to each other and weren’t afraid to disagree in order to fully explore an idea.  In fact, disagreement was encouraged.

Patrick Lencioni, in his book The Five Dysfunctions of a Team, says that if team members never push one another outside of their emotional comfort zones, it is not likely the group is making quality decisions. Watching the Alliance Board members engage in thoughtful, yet sometimes heated conversation about the direction of the organization proved that out of conflict rises innovation.

While the Alliance Board shared ennobling visions and a hopeful future view, they also asserted their role as life-long learners, with the goal of improving service to the public. In April the group will meet again at the Alliance for Innovation’s annual Transforming Local Government conference in Kansas City, MO.  It will be my first opportunity to attend the event.  After watching this group in action, I can’t wait to get there and continue the conversation.

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February 11th, 2012

To Engage Employees Give More Feedback

Employees want more feedback and the studies prove it.  Gallup Inc. studied of over 1,000 U.S. based employees and learned that when managers give little or no feedback to employees, four out of 10 workers report being actively disengaged. The studies also found that organizations with engaged employees have higher levels of productivity and job satisfaction, while workplaces with unengaged or actively disengaged employees are more likely to experience lower levels of productivity. The evidence is clear: disengaged employees are costly.

If greater amounts of feedback lead to higher levels of engagement, the connection between managers and employees is a critical factor in the success of organizations. So how does a manager give meaningful feedback?  While effective feedback can be a complicated proposition, a few basic tips can help:

  • Focus on desired outcomes, identified skill gaps, and end results.  When feedback is framed as a means to an end, it becomes an opportunity to solve a problem rather than criticize a person. Frame the feedback around something that is critical to the organization.
  • Don’t be a know it all.  Remember: there are at least two sides to every story. Even if you think you know the facts, you might not have the complete story.  Approach feedback conversations with the goal of getting a complete and accurate picture, which includes the employee’s perspective.  Be willing to listen and be influenced by what you hear.
  • Give feedback quickly, frequently, and regularly.  Feedback works when it is an ongoing activity rather than a formal event with the door closed.  The more you offer it, formally and informally, as part of your daily management routine, the more “feedback-friendly” your work environment becomes.
  • Feedback is not a “one and done” deal.  Just because you had a discussion with an employee about their performance doesn’t mean the conversation is over.  Your employee’s ability to improve their behavior may require ongoing support.  Following up is vital.  If you don’t follow up, employees may just “wait you out” until you raise the issue (and the stakes) again.

Gallup research has clearly proven that how leaders manage employees can significantly influence engagement and disengagement in the workplace, which in turn influences job satisfaction and productivity.  Providing feedback on a regular basis that supports employee growth and development pays off.  And it’s in your hands.

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January 31st, 2012

Saying “I Love You” in the Workplace

STRATEGIES FOR ENGAGING VALUED EMPLOYEES

Picture the employee who is most valuable to your operation. Envision the contribution that person makes and the specialized knowledge, skill, or experience they bring to your workplace. Think about how critical this person is to your organization.

Now picture them gone.

A recent study from the Center of Creative Leadership found that only about 40 percent of employers formally tell high-potential employees (HiPo) they are considered a star. Of HiPos that were not told they were seen as having potential, 33 percent were looking for another job. Only 14 percent of HiPos who were told they were high potential were looking for other opportunities. In the employment marketplace, the most valued and talented employees have the most options. They will be the first to leave your organization when a more appealing opportunity presents itself. Considering the current volatilities facing workplaces today, it’s more important than ever to implement retention strategies to hang on to your top performers. And it doesn’t have to cost a thing.
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January 24th, 2012

A Little Squirt to Motivate

Most of the time I’m pretty motivated and enthusiastic about work.  What’s not to be excited about?  I get to share my passion for leadership with people who truly benefit from my work.  I make my own hours and often work with two cute dogs at my feet. I realize, however, that not everyone enjoys high levels of motivation every day. No one is fully engaged in their work minute by minute.

So how do we help employees bring passion and energy to work, even if it’s one of those days (or weeks) when they just don’t feel like working?”  A look into current brain research may provide an answer.

Neuroscience has shown that how employees are treated at work results in a chemical reaction in the brain.  If a manager shows interest in employees, supports them, and praises them genuinely, the manager is essentially “squirting” serotonin into the employee’s brain.  Serotonin is the chemical that makes us feel good.  It opens our minds to new ideas and creates a desire to support others. Serotonin leads to enhanced levels of motivation.

Likewise, a manager can inadvertently “squirt” the chemical cortisol into an employee’s brain by treating the employee unfairly or by diminishing the efforts of the employee.  In turn, the cortisol leads the employee to shut down any willingness to help or to be open to new ideas. It’s a de-motivator.

This brain research leads us to ask, “How can a manager consistently “squirt” motivation into an employee?  Here are a few thoughts:

  1. Add some fun and variety into the daily routine.  When was the last time you and your staff laughed and played together? Throw around a ball, start an American Idol pool, begin each staff meeting with a “fun fact.”  Anything that breaks the monotony will squirt a little serotonin around.
  1. Provide employees with input and choices.  The more we feel we can control our world, the more satisfied we are.  As a manager, what can you let go of?  How can you give a little more independence to your staff? When they feel in control, they’ll be more motivated to perform.
  1. Develop goals and challenges for all employees.  No matter the job, employees should know what they are working to achieve and what they need to do to get there. A clear path is a certain way to squirt some serotonin around.

As a manager, it’s important to know that just a little “squirt” can make a difference in another person’s life. Make it a good one.

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January 3rd, 2012

Stop Doing “More with Less”

WORKING WITH FEWER RESOURCES

For years public sector leaders have been talking about doing more with less.

 As budgets have shrunk, employees have been encouraged to meet the same demands with diminished resources. Many agencies are still supporting this thinking. And it cannot continue.

As we begin 2012, accept that we can no longer do “more with less.” In fact, the notion is obsolete in today’s world.

Instead public sector leaders must begin approaching work with the question, “What can we do with less?” In most cases public budgets are not going to be restored to previous levels any time soon. To expect service levels to remain the same with fewer and fewer resources is unrealistic and unsustainable.

In the future, instead of “doing more with less,” successful public agencies will answer the question, “what can we do with the resources we have?”
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December 16th, 2011

Beyond Survival – What’s Next in Public Sector Workforce Management?

Listen to Webinar Recording

For the last few years, the attention of many public sector managers has been focused on budget cuts, restructuring, and staff reductions.  They’ve been in “survival mode”. Today public agencies are delivering redefined core services with reduced resources, while searching for effective ways to attract and retain staff. Employee morale and engagement are at the top of the list of workforce issues facing public sector employers.

Research has shown that the best practices of employee performance management can help. An inclusive, mission-linked strategy can engage and inspire staff to new levels of performance. But many public sector agencies wonder where to start, and struggle to put a realistic, affordable plan in place.

In this complimentary webinar, hear from Marnie Green, principal consultant with Management Education Group, Inc and William Prokop, Assistant City Manager and HR Director for the City of Keene and take away:

  • A step-by-step approach to creating a performance-focused culture
  • Key questions and practical tips that will shift your organization from survival mode to performance mode
  • A realistic plan to create strong employee engagement and accountability.
  • A real world example of how one municipality used effective employee performance management strategies to achieve significant cost savings and greater employee satisfaction – all without slipping on their critical service levels.

Listen Now!

 

Presented by:

 

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December 2nd, 2011

Four Traits of Engaged Public Employees

“How do we engage public employees in these uncertain times?”

I recently spoke with a group of municipal leaders at the League of California Cities annual conference in San Francisco, CA. The room was filled with influential community leaders who were seeking solutions to a common problem: employees aren’t excited about the work they are doing.

The group acknowledged that the nature of public employment is changing rapidly. With threats to public sector pensions and reduced benefit packages, recruiting and retaining top talent is more difficult than ever. Long-term employees are expected to do more with less, in an increasingly uncertain environment. The question we all seem to be grappling with is, “How do we engage public employees in these uncertain times?”
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November 29th, 2011

Public Sector Employees: Thankful, but Not Satisfied?

On the cusp of Thanksgiving, you may still be considering what you are thankful for.  Is it family?  Your health?  Your job?

Public sector employees in the U.S. have certainly been feeling the “gratitude effect.”  That’s the feeling of relief at having a job, any job, in the current economy.  Not surprisingly though, job satisfaction has dropping since the height of the recession in 2009.  In fact, a recent survey from MetLife found that a third of employees surveyed hoped to be working somewhere else within the next twelve months.

Over the past few years, public employees have survived layoffs, budget cuts, and massive restructuring.  They are considering their options.  Public sector employers now face, more than ever, the challenge of bolstering employee performance, productivity, and satisfaction.  In addition to retaining top performers, public employers must identify ways to create a work environment where employees want to do their best, despite pension reforms and increased health care costs. In our new world, what does it take to influence job satisfaction in the public sector? Read the rest of this entry »

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November 28th, 2011

Plan Review Perform Repeat

Public Management and the International City/County Management Association, in its December 2011 edition,  features the work we’ve done with the City of Richland, WA.  Plan Perform Review Repeat chronicles the steps Richland took to make the shift to a performance driven culture.

Here’s an excerpt:

To be accountable to communities, managers can ensure that each labor dollar is spent wisely and that residents are getting an appropriate return on the salaries they fund. Still, because of outdated personnel systems, increasing risk of employment litigation and pressures to be fair, managers can be caught between doing what they know is right for the community and what must be done to meet obligations within the systems in which they work.

Local governments are beginning to challenge the way employee performance has historically been managed.

Download the entire article now!

 

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November 23rd, 2011

What’s Trust Got to Do with It?

Budget cuts, pension reform, restructuring, doing more with less. . . all of these modern-day public sector realities have had a tremendous impact on the level of trust in our organizations. Gone is the era of lifetime employment. Today, organizations consider themselves lucky to retain an employee for five years. And, when we analyze the reasons for this change of landscape, most of the data points to one issue: employees don’t trust employers and employers don’t trust employees.  Read more by downloading the full article, which is featured in the  Alliance for Innovation Ambassador November 2011.

 

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