1	"Nov 1-3," Nov 1-3, 2005
2	PUBLIC WORKS LEADERSHIP SKILLS Introductions
3	Your name and……….. How to pronounce it. or How to remember your name when we see you again. or What you expect to get out of this course.
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5	What is the Institute? Public Works Admin Course = Pubic Works Leadership Skills Developing Leader done in Oregon PW Essentials is new class. Total = 90 hours
6	What is the Institute? PW Leadership Skills 21 hours>30 Developing Leader 20 hours>30 PW Essentials 30 hrs 8 hour updates for pre-2006 classes Leadership Skills Developing Leader
7	HOW FAR WE CAN GO Knowledge Skills Behaviors Talents All you need to know, the short version. Very little time for practice but we’ll identify them. Identify successful behavior Help you see yours.
8	ETHICS The 7 commandments The Athenian Oath APWA Standards of Professional Conduct Public Trust Nothing for personal gain Do nothing stupid
9	WHO’S GOING TO HEAVEN? 19% O.J. Simpson 52% Bill Clinton 60% Princess Diana 65% Michael Jordan 79% Mother Teresa 87% Survey Participants Themselves
10	Simple Guidelines Look at what you’re contemplating from a citizen’s perspective. If there’s a chance your investment or action could be perceived as a conflict, don’t do it.
11	THE PUBLIC WORKS PROCESS
12	THE IDEAL DIRECTOR
13	CORE COMPETENCIES Communicates needs and ideas Has many experiences with problem solving Works cooperatively and independently Completes assignments on time Thinks of him/herself as a scientist Discusses observations and discoveries
14	OTHER THINGS LEARNED IN KINDERGARTEN Speaks clearly and uses complete sentences Counts objects up to 30 Shows adequate attention span Learns about traffic, fire and personal safety Becomes familiar with computers
15	APWA Core Competencies Integrity Accountable Decisive Public Service Oriented Empowers Others Deliberate Communicator Respect For Others Technically Knowledgeable Manages Resources Resilient Delegates Maintains Balance
16	DESIGN FOR RESULTS Connect Listen to all views Align Listen proactively Intention Plot back from desired future Action Be accountable Correct Authentic appreciation Contribute Continuous Improvement
17	APWA CC’s VS. 6 STEPS
18	COURAGE & COMPETENCE
19	Simple Competence Guidelines Create a positive confirming culture. Solve problems.
20	PUBLIC WORKS IN SOCIETY
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22	THE FIRST RULE OF LEADERSHIP “Everything is always your fault.” The grasshopper in “Ants”
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24	PREVIOUS CLASS FEEDBACK Do the right thing Have vision Inspire in spite of glumness Convey vision Focus and perseverance Common purpose Trust Inspire Big picture Integrity Communicate Consistency Risk takers Has followers Passion Brave Honest
25	LEADERSHIP CHARACTERISTICS TRUST RESPECT VISION SELF-CONFIDENCE COMMUNICATION SKILLS Nancy R. Daly-President Daly Strategic Directions, Florida ENTHUSIASM FEEDBACK ABILITY TO FULFILL COMMITMENTS A FOCUS ON GROWING MORE LEADERS
26	Leadership Quotes – R. Giuliani “Nothing builds a stronger case for holding employees to a high standard than a boss who holds himself to even higher ones. This is true in any organization, but it’s particularly important in government.” “The leader’s job is to set the tone and agenda, including specific targets for managers in the field, and to supply whatever advice, encouragement, and resources are needed to meet those targets.” “A leader must manage not only results but expectations.”
27	LEADERSHIP DEFINITION “The only true leader is someone who has followers. An effective leader is not someone who is loved or admired. He or she is someone whose followers do the right thing. Popularity is not leadership. Results are. Leaders are highly visible. They, therefore, set examples. Leadership is not rank, privileges, titles, or money. It is responsibility.” PETER DRUCKER
28	LEADERSHIP IS LEARNED Focused on the mission Lead because they are trusted Say “NO, it’s not in our mission.” Know that “Yes” is a commitment Leaders know they are visible Set examples & think through behavior Leadership is responsibility Pick the right people
29	TWO ONE THINGS Leaders have a vision of a better future and make you believe in it Managers find people’s talents and focus them on the mission source: Marcus Buckingham
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31	PUBLIC POLICY BOX
32	PUBLIC POLICY CONSIDERATIONS
33	CAREER SELF ASSESSMENT There is no final grade for this course, self evaluation depends on your honesty with yourself. You will assess yourself based on where you need to be versus where you are.
34	OUR MISSION Develop a career plan for you. Determine what classes you need to take and what experience you need to be a Public Works Director if that is what you want to do.
35	SELF EVALUATION PROCESS
36	Human Behavior “Humans are, by nature, pattern seeking, storytelling animals that evolved in both a physical and a social environment.” Michael Shermer
37	UNREPRESENTATIVE SAMPLES Life is a distribution curve We all have biases We all look at life through windows
38	DISTRIBUTION CURVES
39	Where biases come from
40	WHICH WINDOW TO PICK?
41	HOW WE DECIDE Deeply held beliefs/biases Unexpected good surprise Personality Type Varying susceptibility to hype & peers Propaganda Logic is last
42	LOGIC IS LAST
43	PERCEPTION VS. ? Oregon State Gov’t. Inefficiency 1997 General Survey: 36% 1997 Knowledgeable Survey: 7% 2003 Survey: 39%
44	"DOMINANT" DOMINANT INFLUENCING STEADY CAUTIOUS
45	THE SURVIVOR PERSONALITY Curiosity Flexibility The Synergy Imperative Empathy Intuition
46	STRESS & PERSONALITY Type A Type B
47	PERSONALITY & SUCCESS There is no correlation between personality and sustained success The quote “Nice guys finish last” isn’t supported by the data Neither is “Winning isn’t everything, it’s the only thing”
48	WHY STUDY PERSONALITY? Need to understand if for what it is Helps you understand yourself Helps you find the way to capitalize on the strengths of those who work for you Helps you better communicate with elected officials, customers and others.
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51	QUEEN ELIZABETH’S PROBLEM Ships at sea + No Contact = Need for good selection Need for training Need for accountability
52	HIRING Knowing what you want Matching Organizational Values The best selection process Misc. issues
53	KNOWING WHAT YOU WANT Plan for ideal structure ahead of time What personality type: DISC? Team player/Dictator/Switch hitter
54	MATCH ORGANIZATIONAL VALUES Discuss w/HR & Manager ahead of time. Challenge Human Resources rules if they don’t seem right but don’t expect to prevail if you’re wrong.
55	THE BEST SELECTION PROCESS Interview -Listen Interview Panel -Listen Assessment Center -Listen Real Life exposure -Be fair
56	MISC. ISSUES The questions you can’t ask Don’t talk too much Reference check strategy Thoughts on who’s involved in selection process
57	Jeanne’s Slides
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59	Jeanne’s Slides
60	Dan’s slides go here
61	PROCESS SKILLS Good management can be a part of leadership but isn’t the same thing. Good leadership can overcome mediocre management but not bad management. Process skills are management skills that require good leadership to be effective.
62	CONTINUOUS LEADERSHIP
63	Jeanne’s Asset Management Slides
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65	STRATEGIC PLANNING HOMEWORK MAKE A LIST OF: Likes Dislikes Things that you do well Things that you do poorly
66	Dan and Ted’s slides go here
67	PRESENTATION EXERCISE Situation Proposal Reason for it Action you’ll take if approved Should grab their attention State clearly Top 2 or 3 You do the work, don’t make them have to do more than approve
68	Dan’s slides go here
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70	Eric’s slides go here
71	Regulatory Agencies
72	Regulatory Agencies The Role The Process The People Working with your Regulator
73	The Role of Regulatory Agencies Advice to Policy Makers Promulgate Rules Review and Inspect Advise and Assist Regulated Agencies Enforce
74	Are You a Regulator Do you advise Policy makers? Do you issue permits? Do you review and inspect? Do you advise and assist permit applicants? Do you enforce?
75	The Process Making rules is a political process driven by: Special interest groups Specific problems or concerns The majority of those who “speak up” “Big Brother” A minority of those who will be affected The Rules do not necessarily meet your needs!
76	The Process Administering the rules, normally: Does not allow discretionary judgment Does not allow unequal treatment Does not allow exceptions How do you handle a permit issue that “falls outside” the rules?
77	The People What the Regulators say! Be Proactive Be willing to communicate – Share ideas and listen Don’t shy away from innovation They will work with you to: Develop solutions Be considerate of your need for funding Help you get funding when its available
78	The People John says: Be proactive Get the rules (process) changed Be active in an organization that influences legislation (Your Council, ACWA, Leagues) Be creative Look for new solutions Look for public influence Look for funding
79	Working with Your Regulators Understand and respect their needs and rules Make your project their project and their project your project Do the work needed that will help them say yes
80	PROCESS SKILLS Good management can be a part of leadership but isn’t the same thing. Good leadership can overcome mediocre management but not bad management. Process skills are management skills that require good leadership to be effective.
81	CONTINUOUS LEADERSHIP
82	PW ORGANIZATIONS Small=PWD/City Engineer Medium=Possible Transp. Eng. Large=Separate Utility & Transportation organizations City-wide fleet maint. Planning/Building depends on situation
83	ORGANIZING PRINCIPLES Organization should match community needs in a way that allows proper focus and attention. Routine activities should be organized so that they are treated routinely.
84	APWA Accreditation Northwest Accredited Agencies Bellevue Utilities Eugene Hazel Dell Sewer District Anacortes 29 Agencies in US & Canada
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87	STRATEGIC PLANNING Government tends to focus on achievement through inclusiveness and is therefore diluted Business tends to focus on finding a strategy that will work Public works requires a plan that will work and has more in common with business than government
88	STRATEGIC PLANNING IS ABOUT LIFE CYCLES
89	STRATEGIC PLANNING ELEMENTS Understanding of world around you Honest assessment of strengths & weaknesses Plan to leverage 2 against 1 Honest evaluation of ability to implement
90	SERVICE BUSINESS SOLUTION
91	ANOTHER SOLUTION
92	NEW LIFE
93	STRATEGIC PLANNING EXERCISE
94	APWA MANAGEMENT PRACTICES
95	CONTINUOUS BENCHMARKING
96	TYPES OF BENCHMARK DATA
97	Best Practices Professional Associations Networking Published Reports
98	Ted’s slides go here
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100	PW FINANCE CASE STUDIES
101	IN-HOUSE VS. OUT-HOUSE Public Private Partnerships Contracting Privatization Interagency agreements
102	DEGREES OF PRIVATIZATION Total agency workforce Some work by other agencies Some work by contract All work by contract Selling out Franchise No regulation
103	RISK Assign risk to the party best able to insure against it.
104	ANALYZING ALTERNATIVE SERVICE PROVISION Clear statement of “why” to compare to Base cost comparison including cost and effects of administration. Present and future customer service. Validity of cost information. Employees Profits, practices, potential.
105	GOVERNMENT & BUSINESS Serves everyone Not for profit Highly visible Risk averse Can’t fail Comes in all sizes Filled with people Market Niche For profit Controlled visibility Risk takers Fail daily Comes in all sizes Filled with people
106	TWO SIZES FIT ALMOST ALL Small Business Short life Medium to low IQ Undercapitalized Local Narrow focus Could be franchise Big Business Years of experience Smart MBA’s Access to megabucks National Bottom line focus
107	WALL STREET JOURNAL MBA Accounting Economics Finance Marketing WSJ NA Front Page Money & Investing Marketplace
108	HOW TO MAKE A PROFIT Raise prices Cut costs or……….. Form an internet company, watch stock go through the roof and get out before they catch you.
109	Ted’s slides go here
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111	Ted’s PM slides go here
112	CASE HISTORY EXERCISES
113	WHAT WE LEFT OUT Office Politics Law Economic Development Misc.. Details
114	HOW TO LEARN ALMOST ANYTHING Hang out with the people who know Read RCW’s & WAC’s & Code Network: APWA Get involved in legislation Just do it