Date post: | 28-Dec-2015 |
Category: |
Documents |
Upload: | lisa-houston |
View: | 229 times |
Download: | 0 times |
Career DevelopmentAssessment Center
• Management participants paired with high level administrators (assessors)
• Assessment Process – multiple stations– Meeting facilitation exercise– Investigation employee complaint exercise– Presentation to Board of Supervisors
exercise
Assessment Dimensions
• Leadership• Management• Budget Management• Political Astuteness• Human Resource Management• Innovation / Creativity• Service Excellence• Interpersonal Skills• Persuasion• Teamwork / Collaboration
Management DevelopmentProgram
• Purpose: To continue development & mentoring of managers
• Outcomes– Understand their individual strengths and
areas for improvement– Understand the requirements of an
executive level management position– Develop and practice leadership and
management skills
Program Design
• Sessions– Leadership Expectations– County Shared Vision– Outcome Based Management– Coaching Counseling and Confronting– Program / Change Management– Political Astuteness– Employee / Labor relations– Legislative Process– Facilitation– Laws / Legal
“Local governments today face unprecedented fiscal, social, political,
economic and technological challenges”
Government in the 21st Century
1. Adaptable
2. Creative
3. Decisive
4. Flexible
5. Responsive
6. Credible
Navigating Change
• Change in relationships between people and their work
• Change in relationship between government and their citizens
• Change in relationship between organizations and their external environment
High Performance Organizations
• TraditionalOrganizations– Narrow expertise
– Rugged individuals
– Centralized
– Closed
– Standardized selection
– Routine training
– Job-based pay
– Narrow, repetitive jobs
– Tall rigid hierarchies
– Functional departments
– Promote compliance
– Routine behaviors
• High Performance Organizations– Multi-skilled team players
– Dispersed
– Open
– Realistic job interviews
– Continuous learning
– Performance-based pay
– Enriched jobs
– Flat, flexible hierarchies
– Self-contained businesses
– Promote involvement
– Innovation and cooperation
• DesignComponents– People
– Decision Systems
– Human Resources
– Structure
– Values & Culture
Characteristics of Leadership
• Practices– Challenging the process– Modeling behavior– Fairness– Defining a Vision– Collaboration– Cheerleading
San Mateo County Shared Vision 2010 &Outcome-Based Management Framework
County Shared
Vision 2010Commitments and Goals
Progress Measures
Outcome-Based ManagementAgency / Department / DivisionMission Statement & Priorities
Program Plan & PrioritiesProgram Outcome Statement Story Behind
Performance (SLOTs) and Identification of Priorities
Program Performance MeasuresWhat and HowMuch We Do
(Effort)
How Well We Do It(Efficiency / Quality of Service)
Is Anyone Better Off(Client Outcome)
Program Performance Targets and Budget / Resource AllocationAlign to Program Priorities, Agency / Department / Division and County Goals
Coaching & Mentoring
• Concentrate on Goals, not Methods
• Develop systems for delegating, following up, and evaluating program success rather than developing systems to accomplish programs
Coaching & Mentoring
• Identify strengths and weaknesses of subordinates and manage the identified weaknesses
• Accept and deal with the fact that no one excels in all aspects of his / her job
• Recognize and build on strengths– Use to coach others who are not strong in
these areas
Coaching & Mentoring
• Identify improvement areas– Set specific goals and activities to improve
skills / knowledge– Meet frequently to discuss progress in
goals and activities
Coaching & Mentoring
• Counsel constructively– Discuss specific problem / issue– Identify root cause of problem / issue– Jointly develop plan to prevent recurrence– Look forward (prevention) rather than
backward (blame)
Political Astuteness
• Definition:– “The ability to manage competing
workplace interests to promote an idea, resolve conflicts, and most important, to achieve a goal”
» From “How To Be A Star At Work”By: Robert E. Kelley
How to Develop Political Savvy
• Build relationships
• Learn to manage conflict
• Know / understand the culture
• Get a mentor / buddy
• Know yourself and others
• Show initiative
Two Types of Processes
• Task Management- managing the work that needs to get done
• People Management-managing the human interaction
Task Process
• At the beginning of the meeting, get agreement on:– Purpose / Outcomes– Roles– Ground rules– Process / Agenda / Roadmap (what / who /
time)
People Process
• Be Positive
• Provide opportunities for all to participate
• Active listening
• Protect individual from personal attacks
• Separate content from personalities
• Reconcile misunderstandings and disagreements
Legislative Process
• Keeping department’s informed of pending state and federal legislation
• Avenue for department’s to provide input to BOS for advocacy
• Assistance with proposed funding projects
• Assistance in connecting with legislators for future support
Laws/Legal
• County Counsel’s role for the County and in representing each department
• Consultation (policies, actions)
• Lead on liability issues
Project Management
• Need / Demand for Public Change - - Funding Instability
- Negative Client,Customer,Community Outcomes
- Public Discontent with current system
- Change in legislation
- Technology
- Evidence Based Practices
Pitfalls
• Make things different but don’t create conflict
• Not allowed to experiment and fail
• Create change immediately
• Make changes but don’t ask for resources or tools
• Fear of change
• WORKLOAD
Impact of Lack of Planning
• Confusion, frustration, blaming
• Interpersonal conflicts
• Damaged relationships
• Inefficient use of resources
• Time delays
• Cost overruns
• Project failure
Strategies
• Involve relevant stakeholders
• Keep the policy makers informed
• Listen to concerns
• Continually evaluate process and progress
• Create a constant feedback loop
• Create allies
• Have a work plan!