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Leadership in the Fiscal Crisis
Robert O’Neill’s Presentation 2010 WCCMA Summer Conference
Winthrop, WashingtonAugust 20, 2010
Navigating the Fiscal Crisis: Tested Strategies
for Local Leaders
Leadership in Times of Turbulence: Five Stages of Decline
• **Stage 1Stage 1Hubris Born Hubris Born of Successof Success
Stage 2Stage 2Undisciplined Undisciplined
Pursuit of MorePursuit of More
Stage 5Stage 5Capitulation toCapitulation to
Irrelevance or Death Irrelevance or Death
Stage 3 Stage 3 Denial of RiskDenial of Risk
And PerilAnd Peril
Stage 4Stage 4Grasping for Grasping for
SalvationSalvationNote: from “How The
Mighty Fall” - Jim Collins
Leadership in Times of Turbulence:
Markers for Stage 4• A Series of Silver Bullets
• Grasping For A Leader-As-Savior
• Panic and Haste
• Radical Change and “Revolution” With Fanfare
Note: from “How The Mighty Fall” - Jim
Collins
Leadership in Times of Turbulence:
Markers for Stage 4 (cont.)• Hype Precedes Results
• Initial Upswing Followed By Disappointments
• Confusion an Cynicism
• Chronic Restructuring and Erosion of
Financial StrengthNote: from “How The Mighty Fall” -
Jim Collins
Leadership in Times of Turbulence: Opportunity in Crisis
• The Greatest Opportunity
• The New Normal
• Reset Priorities
• Protect Your Most Valuable Asset
Note: from “The Upside of the
Downturn” - Geoff Colvin
Leadership in Times of Turbulence: Opportunity in Crisis (cont.)
• Engage the Outside World
• Reexamine Your Strategy and Business Model
• Manage For Value
• Create New Solutions for Customers’
New ProblemsNote: from “The
Upside of the Downturn” - Geoff
Colvin
Leadership in Times of Turbulence: Opportunity in Crisis (cont.)
• Price with Courage
• Get Fitter Faster
• Understand All Your Risks
• Don’t Forget to Grow Yourself For Next Time
Note: from “The Upside of the
Downturn” - Geoff Colvin
Who Copes Best in Hard Times?
Strong Management Capacity
Targeted and Flexible Spending Choices
Revenue Diversity
Have a Long Term Financial Plan
Maintain Adequate Reserves
Fees for Service Reflecting Cost of Delivery
Informed Stakeholders
Adaptive and Focused Organizations
Reassess Community Priorities
Re-engineer Organization
Fix Structural Deficits (personnel)
Advance Technological Solutions
Increase Revenues
Partnerships
Management Flexibility and Transparency
What is Working?
What Do Transformed Governments Look Like?
Anchored Around Purpose, Mission & Values
Risk Tolerance Profile – Innovation Matters
Understand the Brutal Facts but Focused on the Possibilities Not the Problems
Engaged with all Stakeholders
See a Path to a Desirable Future that others don’t
Create Opportunities When Others See Obstacles
Six Characteristics of Successful Government Organizations
• Establish early-warning system to discern environmental trends and factors that will have impacts on strategy and timing.
• React quickly to those trends and factors.
• Having “migration’” strategies in place early to weather the storms of changing environments.
Six Characteristics of Successful Government Organizations (cont.)
• Understanding community values and making choices based on priorities.
• Applying the rigor required to determine whether programs are working.
• Never being satisfied with the current level of performance.
• Create alternative migration paths
• Understand their risk profiles
• Know what success looks like
• Determine the upside of stakeholders
Keys to Local Government Transformation
What We Know About Leadership of
Organizations in Turbulent Times
Leadership Matters
We are not talking about the few people at the top
Great organizations focus on anchoring around values and attracting the right people
Discovery Skills
Associating: Connect seemingly unrelated ideas.
Questioning: Ask Why, Why not, What if…
Observing: Scrutinize common phenomena: ex. the behavior of potential customers.
Experimenting: Try out new ideas and approaches.
Networking : Test ideas through a network of diverse individuals.
What Distinguishes the Most Creative Executives?
Note: from “Harvard Business Review ” -
December 2009
Transformative Leaders
• Pick up on subtle indicators that go unnoticed by the rest of us to forecast trends.
• Look further ahead.
• Know more from seeing less.
• Make finer discriminations than average performers.
Note: from “Talent is Overrated” - Geoff
Colvin
Leadership Challenges forTop Performers
They want:To be assigned to your biggest challengeYou to invest in themRecognition
High performers don’t think they have
a job – they have a passion
for the mission