CCP 10-12-1993 - Laserfiche WebLink

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. Ten years ago. Elected officials tools include economic development looked for experience in economic Today, managers and redevelopment; effective and development and bonding issues, in meaningful employee evaluation; union reladons. and in the mainte- .............................................. "rightsizing" of the organization, in- nance of stable emplo~'ment; plus eluding the combination of services skills in grantsmanship. In rnanage- must be prepared and resource reallocation: leadership ment style. the~' looked for a cenain .u........................................... without politics; more intellectual level of maturity; a low profile; diplo- and creative approaches to problem malic skills: an aura of authority: the to make more solving; openness to elected officials' ability to handle a \'arie~' of issues; a greater participation in manage~ steady career path: and skill in work. ....,',.,.".................................. ment; a stronger orientation toward ing with the go\'erning body so as to adjustments than process-especially with the public form a single unit. and staff; a greater accessibili~' win. ............,.....................,........... dividual elected leaders, sometimes In 1988. Councilmembers sought to the point of coaching them; and managers who knew how to protect they can expect of skill in anticipating what w'ill happen neighborhoods and mitigate traffic; ........................".................... in a global environment, so that con- to negotiate labor contracts; to re- sortiums of cities and regions can be spond \vith sensitivity to environmen- elected officials. set up, tal issues-particularly recycling; to Managers need to be more sensi- assist the governing body and staff in tive to the personalities of individual goal setting; to deal familiarly with their necks oue" and take a !eader- elected officials. the gamesmanship the issues of data processing and ship role without taking all the credit of politics, and the fact that politics is cable TV; and to retain a strong cus- for getting things done, The old no longer a businessman's a\-ocation . tomer service orientation. In the axiom "make councils look good, no (the "boomers" and "yuppies" are areas of management and style, the matter what they do" still is in effect. getting elected as careerists. and important qualifications were persua- Today's elected officials are reluctant value systems are changing), Most sive skills; a high level of energy; the to prO\ide the political leadership importantly, managers must under- ability to manage people and pro- necessary to get the job done; they stand the necessity of maimaining cesses; sensitivity to political realities; look to their CEO [0 provide it. one.on-one relationships and of a good sense of employee relations; Elected officials no longer seem will- treating the governing body as a and skill in conflict resolution. ing to lead-especially on social is- unit. Because of this changing envi- sues. citizen participation, use of vol. Tooment, much more tension will In 1993. Now, elected officials are unteers. and matters involving the arise. Managers should not take criti. looking for managers who are vision- changing workforce in a changing cism personally; they should always ary; oriented toward staff develop- society They expect the manager to assume it is political posturing (it mem; possessed of highly developed und.rstand and take the helm-to probably is). No demand or request collaboration skills; experienced at bring information (0 them and to should be considered excessive be- financial management; skilled in guide; them (yes, even help them) in . Cjl.use il proJ:>ably is important to the providing leisure activities; and expe~ making decisions about .....hat to do, individual making it, either for a per. rienced in development and redevel. Similarly, on the management side. sonal or a political reason. opment. On the management side. local gO\'ernment staff members still Finally, there seems to be an un- applicants should have a long-range \Vant a strong leader in their CEO but usual amount of outrage in the air vision; know how to share leadership they also want to participate in the over manager dismissal. One of the roles and empower staff; look at the process, The hierarchical structure no aspects of the council-manager rela- governing body and staff as a team; longer exists. Total quality manage- tionship is the right of a governing encourage citizen participation; de- ment, effective teamwork. and shon. body to change the administrator, velop partnerships; resolve conflicts term task forces are the order of the should it so 'choose. Managers always ably; be highly sensitive to diversity day when getting a job done, complain of being surprised, un- and to gender and sexual harass- aware of elected officials' dissatisfac- . ment; and possess a sound ethical! Management In the '90s tion. Managers must stay closely at- value system. tuned to councilmembers needs, Public officials are looking for Basic tools are needed by the effec. both individually and as a group, to managers who are willing to "stick tive manager in the 1990s. These avoid being caught unaware, Public Manaumant -