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.
Thursday, October 25, 2007
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.
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