I just finished “A Class With Drucker” tonight. It is certainly a book to read again. It was well written. Although he didn’t write on leadership here are eight points that he taught in is classes and writings.
1. Integrity first
2. Know your stuff
3. Declare your expectations
4. Show uncommon commitment
5. Expect positive results
6. Take care of your people
7. Put duty before self
8. Get out in front
Buy this book for Christmas for yourself.
Monday, December 17, 2007
Monday, December 3, 2007
6 WAYS TO CREATE A POSITIVE CITY!!!
I received this from Don Osenbaugh last week. It comes from Amazing Cities newsletter.
Bad things sometime happen in spite of everything we do. Although we can't change the situation, we can change how we react to what happens. When the snow is falling and three of the six snow plows are broken, don't spend time crying. Make a plan and get busy. Get out front and don't let them see you sweat. Rearrange the schedules and communicate. You will find that a positive attitude can take the place of five or six snow plows.
· Get organized. So many cities are like so many individuals. Junk stacks up and takes up more and more space and time. Do a "house cleaning". Get rid of old equipment and unneeded vehicles. Some cities have discovered that they can significantly reduce insurance costs by cleaning out unused or obsolete equipment.
· Make meetings enjoyable. Sure there are serious issues facing your city, but treating everything as a crisis wears down even the most positive people. Lighten Up. You will find that even the most hardened citizen will soften if the mood is a little lighter. Be serious when it is warranted, but don't conduct your meetings as the Watergate hearings.
Surround your city with inspiration. On your website, in City Hall, at your parks, place positive messages that create a feeling that your city is a place that cherishes positive attitudes. Instead of a sign that says "Do Not Litter" consider one that states, "Our Citizens Love A Clean City". Doesn't the message still come across?
Write handwritten notes to citizens and employees. We send so many form letters that citizens feel disconnected from the governing process. You would be surprised how many positive comments I receive when I send a handwritten note to a citizen. Don't forget to acknowledge younger citizens for their accomplishments.
· Practice Empathy. Try to understand what it is like to be in someone else's shoes. Reflect back to them how you think they are feeling, such as "It sounds like that was a difficult situation for you." Remember that empathy does not mean that you accept blame, only that you can relate to how someone feels. Let's face it, we can all relate to a basement full of raw sewage, even when the engineer says that it wasn't the city's fault
Bad things sometime happen in spite of everything we do. Although we can't change the situation, we can change how we react to what happens. When the snow is falling and three of the six snow plows are broken, don't spend time crying. Make a plan and get busy. Get out front and don't let them see you sweat. Rearrange the schedules and communicate. You will find that a positive attitude can take the place of five or six snow plows.
· Get organized. So many cities are like so many individuals. Junk stacks up and takes up more and more space and time. Do a "house cleaning". Get rid of old equipment and unneeded vehicles. Some cities have discovered that they can significantly reduce insurance costs by cleaning out unused or obsolete equipment.
· Make meetings enjoyable. Sure there are serious issues facing your city, but treating everything as a crisis wears down even the most positive people. Lighten Up. You will find that even the most hardened citizen will soften if the mood is a little lighter. Be serious when it is warranted, but don't conduct your meetings as the Watergate hearings.
Surround your city with inspiration. On your website, in City Hall, at your parks, place positive messages that create a feeling that your city is a place that cherishes positive attitudes. Instead of a sign that says "Do Not Litter" consider one that states, "Our Citizens Love A Clean City". Doesn't the message still come across?
Write handwritten notes to citizens and employees. We send so many form letters that citizens feel disconnected from the governing process. You would be surprised how many positive comments I receive when I send a handwritten note to a citizen. Don't forget to acknowledge younger citizens for their accomplishments.
· Practice Empathy. Try to understand what it is like to be in someone else's shoes. Reflect back to them how you think they are feeling, such as "It sounds like that was a difficult situation for you." Remember that empathy does not mean that you accept blame, only that you can relate to how someone feels. Let's face it, we can all relate to a basement full of raw sewage, even when the engineer says that it wasn't the city's fault
Thursday, November 29, 2007
Management vs. Leadership
I am back at the helm ready to do more postings. My move to Hillsboro is complete but I still have things to put away. I guess that will never end.
Today's topic is Management vs. leadership. It has been a topic of discussion/debate for a long time. Here is a site that takes another shot at the debate.
http://www.management-issues.com/2006/5/25/opinion/the-difference-between-management-leadership.asp
Post a response with your thoughts!
Today's topic is Management vs. leadership. It has been a topic of discussion/debate for a long time. Here is a site that takes another shot at the debate.
http://www.management-issues.com/2006/5/25/opinion/the-difference-between-management-leadership.asp
Post a response with your thoughts!
Thursday, October 25, 2007
The Rumor Mill
Awhile back, we had a question on the KACM Listserv about the rumor mill and I got a neat answer from Howard Partington (City Administrator, Great Bend). I asked if I could post his response on the Blog. Here it is"
"In all my years as an administrator, I don't think I have found a really good way to combat rumors. I could write a book various aspects relating to rumors.
"Let me tell you about what I finally decided to do relative to people writing letters to the editor that are false or misleading. It took an especially nasty letter that caused me to take the action that I took. First of all, I feel my responsibility is to my governing body so I what I have done is to create( with approval of the Mayor) an agenda item at the end of each council meeting that is under the heading of City Administrator's Update. The final portion of my report is what I call "Fact or Fiction".
"I may or may not have a fact or fiction report, but always include it in the agenda item as a possibility. If someone has written something in the paper that is false or misleading, I may go ahead and prepare a written document for the governing body that I read and hand out to the governing body and media at the council meeting. Again, I want the governing body to know if something has been misrepresented.
"On all occasions that I have presented my fact or fiction, the newspaper has reprinted my report exactly as I have prepared it. I have never responded to a letter to the editor by another letter, but this way, I am able to inform my governing body and at the same time tell the public if what was written was true, false or a misrepresentation. After the first time I presented fact or fiction, seven of the eight council members thanked me for standing up for the city, the other council member was the one that wrote the letter.
"One interesting side note, one regular letter to the editor writer called and ask me about an issue as he didn't want to end up in my fact or fiction report."
See you all at the Conference in November.
"In all my years as an administrator, I don't think I have found a really good way to combat rumors. I could write a book various aspects relating to rumors.
"Let me tell you about what I finally decided to do relative to people writing letters to the editor that are false or misleading. It took an especially nasty letter that caused me to take the action that I took. First of all, I feel my responsibility is to my governing body so I what I have done is to create( with approval of the Mayor) an agenda item at the end of each council meeting that is under the heading of City Administrator's Update. The final portion of my report is what I call "Fact or Fiction".
"I may or may not have a fact or fiction report, but always include it in the agenda item as a possibility. If someone has written something in the paper that is false or misleading, I may go ahead and prepare a written document for the governing body that I read and hand out to the governing body and media at the council meeting. Again, I want the governing body to know if something has been misrepresented.
"On all occasions that I have presented my fact or fiction, the newspaper has reprinted my report exactly as I have prepared it. I have never responded to a letter to the editor by another letter, but this way, I am able to inform my governing body and at the same time tell the public if what was written was true, false or a misrepresentation. After the first time I presented fact or fiction, seven of the eight council members thanked me for standing up for the city, the other council member was the one that wrote the letter.
"One interesting side note, one regular letter to the editor writer called and ask me about an issue as he didn't want to end up in my fact or fiction report."
See you all at the Conference in November.
Sunday, July 1, 2007
A management Koan regarding KOMA
A couple of months ago I shared a management Koan. Today I have another. It represents a question I was asked earlier this week. After I answered, I thought more input can add to the answer I gave. In fact, the more I thought this week end, I thought I would modify my original response. So here goes!
A manager/administrator learns that one of his experienced governing body members is consciously making contact with other members to lobby an issue. The governing body’s rules are such that a majority of a quorum does not allow the two members to have direct contact to talk over the cities business. The other member did confirm the conversation took place.
The first question is does the manager/administrator have an ethical obligation to do something about it?
Second, how would you go about dealing with the issue?
Let’s use the KACM Education Blog site as the place to respond. Go to http://kacm-education.blogspot.com and post your answer. At the end of the week, I will show you how I responded and critique that answer now that I have had time to think about it.
A manager/administrator learns that one of his experienced governing body members is consciously making contact with other members to lobby an issue. The governing body’s rules are such that a majority of a quorum does not allow the two members to have direct contact to talk over the cities business. The other member did confirm the conversation took place.
The first question is does the manager/administrator have an ethical obligation to do something about it?
Second, how would you go about dealing with the issue?
Let’s use the KACM Education Blog site as the place to respond. Go to http://kacm-education.blogspot.com and post your answer. At the end of the week, I will show you how I responded and critique that answer now that I have had time to think about it.
Saturday, June 16, 2007
The Art of Resigning
Most of you now know that I am resigning my position here in Concordia to take a new post in Hillsboro, KS. One thing I paid attention to was a series of podcasts that I really enjoy.
Since we now have 10 vacancies in top slots around the state we can predict some movement in our membership in the months ahead. If you get the urge to take one of the new manager positions, I would like to recommend listening to the three (3) Manager Tools podcasts on how to resign.
Here is the URL for the Manager Tools website program listing. http://www.manager-tools.com/complete-index Select the July 24, 2006 program.
The program is directed to those in the private sector but there is plenty for us to learn from the series.
Since we now have 10 vacancies in top slots around the state we can predict some movement in our membership in the months ahead. If you get the urge to take one of the new manager positions, I would like to recommend listening to the three (3) Manager Tools podcasts on how to resign.
Here is the URL for the Manager Tools website program listing. http://www.manager-tools.com/complete-index Select the July 24, 2006 program.
The program is directed to those in the private sector but there is plenty for us to learn from the series.
Tuesday, June 12, 2007
Dangerous Conversations
Last week I was reading one of the newsletters I receive via email. The story below struck me as one that we as managers need to consider as we converse with our bosses, community and employees - even our families. I wrote to get permission to republish. The publishers asked that I cite their web site and the book web site.
Dangerous Conversations: Coaching for Exceptional Performance
By Gregg Thompson with Susanne Biro based on an excerpt from Unleashed!: Expecting Greatness and Other Secrets of Coaching for High Performance
How often do you engage in the kind of conversation that stimulates others to change their performance? First, reflect on the following: How many conversations do you have during an average day? 30, 50, 100? How many of these simply function as social lubricants, helping you slide through the day without having to address the real and important issues you face? How many of these conversations really matter?
Now, reflect on the significant conversations you had over the last week. Consider the following: at the end of the conversation did you feel complete? Did you say everything that needed to be said? Did you feel good about the interaction? If so, notice why. If not, consider what was missing. Notice if there was something else you wish you had said or done. Did you feel that you held back in the conversation? Did you find yourself later having the conversation you wish you had had with another co-worker, friend or perhaps your spouse? Maybe you just have the conversation with yourself. If so, you are not alone. These are very typical reactions when we avoid the important conversation.
Leaders at all organizational levels are being asked to be more coach-like with their team members, colleagues, and even their customers. Unfortunately, many who lead organizations find themselves ill-equipped to provide such coaching. It’s not that we lack the requisite interpersonal and leadership competencies, but that coaching requires more. Coaching challenges us to engage in a different kind of conversation; one that confronts real topics of performance discrepancies, aspirations, values, disappointments, and passions –topics that are often uncertain, uncomfortable and emotionally charged.
We call these Dangerous Conversations. Not dangerous because someone will be hurt (quite the contrary), but dangerous because they always explore new, uncharted territory with all the accompanying risks that range from defensiveness to vulnerability, from anger to euphoria.
Coaching requires us to engage in the Dangerous Conversation. It is dangerous because it confronts questions that need to be asked: “Are you doing your very best work right now?”, “How are you getting in your own way?” and “What would happen if you really took your foot off the brake?” It is dangerous because it raises issues that are uncomfortable for even the most experienced managers: “You are better than this”, “This sounds like an old, tired story” and “I think you are afraid to try.”
Walk Away Empty
When we engage in a dangerous conversation we walk away empty; everything that needed to said was said directly and honestly to the person who needed to hear it. We know immediately when we have done this because we feel a release. The burden we carried is transformed into a wonderful gift for another. Even if the message is very difficult for the other person to hear, if it is delivered with the other person interests at heart, we can take comfort in knowing our work is done. We did not hold back in our communication; we respected the other person enough to tell him the truth. We cared enough about his success to take the risk and to be uncomfortable for his benefit.
We also know immediately when we haven’t given everything to a conversation. We held back, not wanting to hurt, challenge or even affirm the other person, arrogantly believing that our words would be too much for him to handle. We lacked the courage to share our unvarnished perspective. As a result, we leave the interaction feeling unsettled, still filled with our real concerns and all the thoughts we censored, left to ruminate on them indefinitely. Sometimes we even seek out a third party with whom to finally speak our truth; the conversation that we didn’t have the courage to share more directly. Communication experts call this process “triangulation,” but to most of us, it is simply gossip.
Are you a Leader Coach? Are you known to be able to have the Dangerous Conversation? Would others call you a coach?
Try This:
Think of someone you have complained about recently. Also, think about someone whom you believe is very talented but underachieving. Then ask yourself, “What is the dangerous conversation I need to have with these people?” Make a promise to have those conversations today.
After the conversation, notice how you feel. Do you feel empty? Did you say everything you needed to say to the person at that time? If you felt you held back, notice what you held back and why. Develop the habit of having Dangerous Conversations every day.
Gregg Thompson is the President of Bluepoint Leadership Development. He can be reached at greggthompson@bluepointleadership.com or 513.289.0141.
Susanne Biro is the Director of Leadership Coaching at Bluepoint Leadership Development. She can be reached at susannebiro@bluepointleadership.com or 604.983.2923.
You can order a copy of Unleashed! at (www.unleashedthecoachingbook.com or contact Bluepoint Leadership Devlopment at www.bluepointleadership.com
Dangerous Conversations: Coaching for Exceptional Performance
By Gregg Thompson with Susanne Biro based on an excerpt from Unleashed!: Expecting Greatness and Other Secrets of Coaching for High Performance
How often do you engage in the kind of conversation that stimulates others to change their performance? First, reflect on the following: How many conversations do you have during an average day? 30, 50, 100? How many of these simply function as social lubricants, helping you slide through the day without having to address the real and important issues you face? How many of these conversations really matter?
Now, reflect on the significant conversations you had over the last week. Consider the following: at the end of the conversation did you feel complete? Did you say everything that needed to be said? Did you feel good about the interaction? If so, notice why. If not, consider what was missing. Notice if there was something else you wish you had said or done. Did you feel that you held back in the conversation? Did you find yourself later having the conversation you wish you had had with another co-worker, friend or perhaps your spouse? Maybe you just have the conversation with yourself. If so, you are not alone. These are very typical reactions when we avoid the important conversation.
Leaders at all organizational levels are being asked to be more coach-like with their team members, colleagues, and even their customers. Unfortunately, many who lead organizations find themselves ill-equipped to provide such coaching. It’s not that we lack the requisite interpersonal and leadership competencies, but that coaching requires more. Coaching challenges us to engage in a different kind of conversation; one that confronts real topics of performance discrepancies, aspirations, values, disappointments, and passions –topics that are often uncertain, uncomfortable and emotionally charged.
We call these Dangerous Conversations. Not dangerous because someone will be hurt (quite the contrary), but dangerous because they always explore new, uncharted territory with all the accompanying risks that range from defensiveness to vulnerability, from anger to euphoria.
Coaching requires us to engage in the Dangerous Conversation. It is dangerous because it confronts questions that need to be asked: “Are you doing your very best work right now?”, “How are you getting in your own way?” and “What would happen if you really took your foot off the brake?” It is dangerous because it raises issues that are uncomfortable for even the most experienced managers: “You are better than this”, “This sounds like an old, tired story” and “I think you are afraid to try.”
Walk Away Empty
When we engage in a dangerous conversation we walk away empty; everything that needed to said was said directly and honestly to the person who needed to hear it. We know immediately when we have done this because we feel a release. The burden we carried is transformed into a wonderful gift for another. Even if the message is very difficult for the other person to hear, if it is delivered with the other person interests at heart, we can take comfort in knowing our work is done. We did not hold back in our communication; we respected the other person enough to tell him the truth. We cared enough about his success to take the risk and to be uncomfortable for his benefit.
We also know immediately when we haven’t given everything to a conversation. We held back, not wanting to hurt, challenge or even affirm the other person, arrogantly believing that our words would be too much for him to handle. We lacked the courage to share our unvarnished perspective. As a result, we leave the interaction feeling unsettled, still filled with our real concerns and all the thoughts we censored, left to ruminate on them indefinitely. Sometimes we even seek out a third party with whom to finally speak our truth; the conversation that we didn’t have the courage to share more directly. Communication experts call this process “triangulation,” but to most of us, it is simply gossip.
Are you a Leader Coach? Are you known to be able to have the Dangerous Conversation? Would others call you a coach?
Try This:
Think of someone you have complained about recently. Also, think about someone whom you believe is very talented but underachieving. Then ask yourself, “What is the dangerous conversation I need to have with these people?” Make a promise to have those conversations today.
After the conversation, notice how you feel. Do you feel empty? Did you say everything you needed to say to the person at that time? If you felt you held back, notice what you held back and why. Develop the habit of having Dangerous Conversations every day.
Gregg Thompson is the President of Bluepoint Leadership Development. He can be reached at greggthompson@bluepointleadership.com or 513.289.0141.
Susanne Biro is the Director of Leadership Coaching at Bluepoint Leadership Development. She can be reached at susannebiro@bluepointleadership.com or 604.983.2923.
You can order a copy of Unleashed! at (www.unleashedthecoachingbook.com or contact Bluepoint Leadership Devlopment at www.bluepointleadership.com
Saturday, April 14, 2007
Hot new Idea
While reading Blogs Saturday, I came across this idea. It is Lunch and Learn. The idea of getting your staff around and talk about new skills over lunch time seems cool. Not only can you get ideas on the table for everyone to look at, it gives an opportunity to build some relationships with staff that may feel your position is a little too high for them.
I found this site that describes some things you could do.
http://management.about.com/od/trainingsites/a/LunchandLearn.htm
What could happen if you opened up skill building with your staff?
I am looking forward to seeing many of you in Lawrence at the KU spring conference.
I found this site that describes some things you could do.
http://management.about.com/od/trainingsites/a/LunchandLearn.htm
What could happen if you opened up skill building with your staff?
I am looking forward to seeing many of you in Lawrence at the KU spring conference.
Monday, April 9, 2007
Silo's
At the City of Concordia last week, we were reviewing new financial software. We sat through a full day of demonstrations on all the various products. I saw a number of products that I could use do develop "management information."
What I call management information is the stuff you can make decisions with. That is a DUH for us, I agree.
I read one of my recommended blogs tonight and saw a short article on Silo's. Here is the URL for About Management http://management.about.com/ where I read about silo's. I paused to think about what we looked at last week.
Most of us look at the finance numbers to tell us where we have been. We look at utility sales to tell us what we sold. We look at the fixed assets report to see what we own. We don't use those numbers to get a BIG PICTURE of where we are and what we are trying to accomplish.
Consider utility billing. How many meters do we have of each size installed? Does that reflect the way we have our billing structure designed.
I am asking these questions of the way we do work because I don't have network access to the financial management system - something I intend to change.
In our system, financial software resides on individual computers - silo's - and if I want information I have to go to the "keeper" of that silo for it. Hopefully, the keeper knows how to run the software well enough that he/she can generate the information I want (or someone has asked me to get).
As managers, we need to question where information is kept and how it is used. Can I get to it without causing a work stoppage? That is something to think about.
What I call management information is the stuff you can make decisions with. That is a DUH for us, I agree.
I read one of my recommended blogs tonight and saw a short article on Silo's. Here is the URL for About Management http://management.about.com/ where I read about silo's. I paused to think about what we looked at last week.
Most of us look at the finance numbers to tell us where we have been. We look at utility sales to tell us what we sold. We look at the fixed assets report to see what we own. We don't use those numbers to get a BIG PICTURE of where we are and what we are trying to accomplish.
Consider utility billing. How many meters do we have of each size installed? Does that reflect the way we have our billing structure designed.
I am asking these questions of the way we do work because I don't have network access to the financial management system - something I intend to change.
In our system, financial software resides on individual computers - silo's - and if I want information I have to go to the "keeper" of that silo for it. Hopefully, the keeper knows how to run the software well enough that he/she can generate the information I want (or someone has asked me to get).
As managers, we need to question where information is kept and how it is used. Can I get to it without causing a work stoppage? That is something to think about.
Tuesday, March 27, 2007
Setting Goals
There is a good summary of goal setting on the Mind Tools web site http://www.mindtools.com/pages/Newsletters/27Mar07.htm. As I am looking toward the end of another (annual) election season, I anticipate going through the goal setting process again with the commission. For most of us, goal setting is what we look forward to every year as we try to improve the situations our communities find themselves in.
I wrote a short speech for the Mayor over the weekend that focused on the creation of goals. I found a quote from a fellow in Atlanta who said that it wasn't the failure to reach goals in our life that was wrong, it was not having goals in the first place.
I wrote a short speech for the Mayor over the weekend that focused on the creation of goals. I found a quote from a fellow in Atlanta who said that it wasn't the failure to reach goals in our life that was wrong, it was not having goals in the first place.
Friday, March 23, 2007
Web Presence
Several weeks ago, I attended an AT&T web seminar where using the web as an important part of making your community presence known. Here is the URL where you can listen to the recording of that broadcast.
https://attewc.webex.com/attewc/onstage/tool/record/viewrecording1.php?EventID=370965155&Rnd0966=0.39645468786359283
https://attewc.webex.com/attewc/onstage/tool/record/viewrecording1.php?EventID=370965155&Rnd0966=0.39645468786359283
Thursday, March 22, 2007
What are you reading?
I was reading from my list of Blogs tonight and I ran across this clip from 800CEORead. I have or have read three of the five books below. It got me to thinking about what everyone might be reading. Anyone care to share?
Five Best from Ken Roman, Former Advertising Executive
Saturday's Wall Street Journal had a list of the five blue-chip business management books. The list was compiled by Ken Roman, a former advertising executive. I think it is one of the best lists I have seen.
1> The Effective Executive by Peter Drucker
2> Management and Machiavelli (out of print) by Antony Jay
3> What They Don't Teach You at Harvard Business School By Mark McCormick
4> Confessions of an Advertising Man by David Ogilvy
5> Who Says Elephants Can't Dance? by Lou Gerstner
800CEORead calls it "a brilliant list."
On my reading table is Execution: the discipline of getting things done by Larry Bossidy and Ram Charan. Our college president loaned me his copy. I have just read chapters 1 & 2. I already know this is one I will read again.
Five Best from Ken Roman, Former Advertising Executive
Saturday's Wall Street Journal had a list of the five blue-chip business management books. The list was compiled by Ken Roman, a former advertising executive. I think it is one of the best lists I have seen.
1> The Effective Executive by Peter Drucker
2> Management and Machiavelli (out of print) by Antony Jay
3> What They Don't Teach You at Harvard Business School By Mark McCormick
4> Confessions of an Advertising Man by David Ogilvy
5> Who Says Elephants Can't Dance? by Lou Gerstner
800CEORead calls it "a brilliant list."
On my reading table is Execution: the discipline of getting things done by Larry Bossidy and Ram Charan. Our college president loaned me his copy. I have just read chapters 1 & 2. I already know this is one I will read again.
Sunday, February 25, 2007
Interview Questions
One of the Blogs I read is John Reh’s About: Management. He posted an article Friday about conducting job interviews. He wrote about how to ask a question that gets to the “how/what” of a previous position. You can read it by clicking here.
Monday, February 5, 2007
Blog reading suggestions
I have written about writing and reading different Blogs in my Concordia City Hall Blog. Brian Silcott shared some of his favorites with me. I am going to add mine to the list too. Thanks Brian.
Larry’s list
http://800ceoread.com/blog/ This reports on the current management book publications that are being released.
http://www.manager-tools.com/ This one is one of my favorites. It combines pod casting and Blogging. Through the past year, they have also posted copies of the tools they describe in their programs.
http://www.tompeters.com/ Here is a summary of Tom’s work
http://www.tpwireservice.com/ If you can’t read everything, the TPWire collects articles of interest and lists them so you can take a quick read. Some articles like the NY Times, need a subscription. They are free but the Wall Street Journal requires a subscription to the paper.
http://www.sociablemedia.com/ I bought the book PowerPoint Without Bullet Points. This is the author’s site. It talks about how to improve your message by reducing the number of slides in your deck. Personal note – it works.
http://management.about.com/ John Reh writes short pithy commentaries. It is like reading Peter Drucker. Powerful and causes you to think. Thinking is good.
http://hrleaders.blogspot.com/ This has been good in the past but the guy just retired and is writing about going to Oregon. There are some excellent articles in the archives.
http://blogs.forbes.com/digitalrules/ I read Rich Karlgaard’s book Life 2.0. Karlgaard is the editor at Forbs.
http://www.governing.com/manage/mi/insight.htm Governing Magazine has been giving this space to a series of case studies and guest authors. ICMA Executive Director Bob O’Neil has contributed many times
http://www.jimcollins.com/ Collins was a Keynote at the 2006 ICMA Conference. Here he talks about the principles in his book Good to Great.
http://www.mindtools.com/page5.html This is from chaps in England. They have a different flavour to their spelling. It is new in my list
http://grammar.qdnow.com/ My kids are into grammar. I sometimes call them my “grammar police.” This one is named “Grammar Girl.” I saw it referred to on CNN.com. It is both a Blog and a Pod Cast. (Now did I say that correct or was it correctly?)
From Brian’s list
http://www.jimestill.com/ Okay, numerous book reviews, etc. regularly maintained and I like how incorporates workouts into his life.
http://www.n2growth.com/blog/ More of an advertisement but some good references that can be bird dogged on the net or infotrac with really interested
http://800ceoread.com/blog/ Being a voracious reader I love this site
http://management.curiouscatblog.net/ A good resource one based on Deming’s philosophy but includes links galore but a lot of sigma six
http://superfactory.typepad.com/ Very enjoyable with a lot of references
http://www.reformingprojectmanagement.com/ A decent project management blog
Larry’s list
http://800ceoread.com/blog/ This reports on the current management book publications that are being released.
http://www.manager-tools.com/ This one is one of my favorites. It combines pod casting and Blogging. Through the past year, they have also posted copies of the tools they describe in their programs.
http://www.tompeters.com/ Here is a summary of Tom’s work
http://www.tpwireservice.com/ If you can’t read everything, the TPWire collects articles of interest and lists them so you can take a quick read. Some articles like the NY Times, need a subscription. They are free but the Wall Street Journal requires a subscription to the paper.
http://www.sociablemedia.com/ I bought the book PowerPoint Without Bullet Points. This is the author’s site. It talks about how to improve your message by reducing the number of slides in your deck. Personal note – it works.
http://management.about.com/ John Reh writes short pithy commentaries. It is like reading Peter Drucker. Powerful and causes you to think. Thinking is good.
http://hrleaders.blogspot.com/ This has been good in the past but the guy just retired and is writing about going to Oregon. There are some excellent articles in the archives.
http://blogs.forbes.com/digitalrules/ I read Rich Karlgaard’s book Life 2.0. Karlgaard is the editor at Forbs.
http://www.governing.com/manage/mi/insight.htm Governing Magazine has been giving this space to a series of case studies and guest authors. ICMA Executive Director Bob O’Neil has contributed many times
http://www.jimcollins.com/ Collins was a Keynote at the 2006 ICMA Conference. Here he talks about the principles in his book Good to Great.
http://www.mindtools.com/page5.html This is from chaps in England. They have a different flavour to their spelling. It is new in my list
http://grammar.qdnow.com/ My kids are into grammar. I sometimes call them my “grammar police.” This one is named “Grammar Girl.” I saw it referred to on CNN.com. It is both a Blog and a Pod Cast. (Now did I say that correct or was it correctly?)
From Brian’s list
http://www.jimestill.com/ Okay, numerous book reviews, etc. regularly maintained and I like how incorporates workouts into his life.
http://www.n2growth.com/blog/ More of an advertisement but some good references that can be bird dogged on the net or infotrac with really interested
http://800ceoread.com/blog/ Being a voracious reader I love this site
http://management.curiouscatblog.net/ A good resource one based on Deming’s philosophy but includes links galore but a lot of sigma six
http://superfactory.typepad.com/ Very enjoyable with a lot of references
http://www.reformingprojectmanagement.com/ A decent project management blog
Sunday, February 4, 2007
Asking good questions
I found these questions Saturday while searching one of the Blogs I read. Put them where you can remember them and make use of them the next time you do an interview.
You can ask any question you like as long as it is job-related or BFOQ (Bone Fide Occupational Question).
1. Tell me about yourself.
2. What do you know about (your organization), and why do you want to work here?
3. What skills and strengths will you bring to this job?
4. Tell me about your present job.
5. Why do you want to leave your job?
6. Tell me your strengths.
7. Tell m e what you think are your weaknesses.
8. Describe your best boss ever.
9. How would that boss describe you?
10. What is your single greatest achievement on the job?
11. How would you change your current employer to make it more successful?
12. What type of work environment do you prefer?
13. Tell me about an important decision you made and how you made it.
14. How do you handle conflict?
15. Describe what action you took in the most recent work conflict you were involved in.
16. What motivates you?
17. How do you define teamwork?
18. How do you measure up to that definition?
19. Describe the ideal employee, in terms of attendance, dedication and leadership?
20. How would you rate yourself in these areas over the past 12 months?
You can ask any question you like as long as it is job-related or BFOQ (Bone Fide Occupational Question).
1. Tell me about yourself.
2. What do you know about (your organization), and why do you want to work here?
3. What skills and strengths will you bring to this job?
4. Tell me about your present job.
5. Why do you want to leave your job?
6. Tell me your strengths.
7. Tell m e what you think are your weaknesses.
8. Describe your best boss ever.
9. How would that boss describe you?
10. What is your single greatest achievement on the job?
11. How would you change your current employer to make it more successful?
12. What type of work environment do you prefer?
13. Tell me about an important decision you made and how you made it.
14. How do you handle conflict?
15. Describe what action you took in the most recent work conflict you were involved in.
16. What motivates you?
17. How do you define teamwork?
18. How do you measure up to that definition?
19. Describe the ideal employee, in terms of attendance, dedication and leadership?
20. How would you rate yourself in these areas over the past 12 months?
Tuesday, January 30, 2007
Education Start up
This is a new attempt to start communicating new ideas and old ideas that work in the art of managing cities.
As Chair of the Education committee, I am going to write several articles on management research that I come across as well as share ideas that others share with me.
I invite you to comment and to submit articles for our association members to see.
As we move along, I hope to get this posted as a link on the KACM Web site. I will also try to get a registration process set up so you can get a direct email every morning following a posting.
The first order of business is to ask for topic ideas. Send me an idea, either through direct email or by posting a comment. Remember, in Blogging, comments can be public. It will depend on how we decide to operate. So tell me whether you want comments public or whether I should summarize them for a later post. By summarizing, I will use editorial discretion as I report comments.
As Chair of the Education committee, I am going to write several articles on management research that I come across as well as share ideas that others share with me.
I invite you to comment and to submit articles for our association members to see.
As we move along, I hope to get this posted as a link on the KACM Web site. I will also try to get a registration process set up so you can get a direct email every morning following a posting.
The first order of business is to ask for topic ideas. Send me an idea, either through direct email or by posting a comment. Remember, in Blogging, comments can be public. It will depend on how we decide to operate. So tell me whether you want comments public or whether I should summarize them for a later post. By summarizing, I will use editorial discretion as I report comments.
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