Creating the Leader of the FutureCreating the Leader of the Future

Rosemary O’LearyRosemary O’LearyDistinguished Professor and Phanstiel Endowed ChairDistinguished Professor and Phanstiel Endowed Chair

Co-Director, Collaborative Governance InitiativeCo-Director, Collaborative Governance InitiativeThe Maxwell School of Syracuse University, USAThe Maxwell School of Syracuse University, USA

May 27, 2010May 27, 2010

Strategic HR Management

for Government:

““If you don’t have a strategy youIf you don’t have a strategy you will be . . . part of somebody will be . . . part of somebody else’s strategy.” else’s strategy.”

- Alvin Toffler

Thinking StrategicallyThinking StrategicallyMoving from where we

have been

To where we want to go and how to get there

Who is Responsible for Strategy?

One person?

Everyone?

Strategic Leadership Responsibilities

Determining strategic direction

Exploiting & maintaining core competencies

Developing human capital

Developing & sustaining an effective organizational culture

Establish balanced organizational controls

Emphasizing ethical practices– Leaders set the tone for creating an environment of mutual Leaders set the tone for creating an environment of mutual

respect, honesty and ethical practices among employeesrespect, honesty and ethical practices among employees

KEY TASKS for Effective Strategic Leadership

SOURCE: Adapted from S. Finkelstein & D. C. Hambrick, 1996, Strategic Leadership: Top Executives and Their Effects on Organizations, St. Paul, MN:West Publishing Company.

SuccessfulSuccessfulStrategic ActionsStrategic Actions

Strategic Leadership and the Strategic Management Process

Effective StrategicEffective StrategicLeadershipLeadership

Strategic IntentStrategic Intent Strategic MissionStrategic Mission

shapes the formulation ofshapes the formulation of

andandinfluencesinfluences

Hitt, Ireland, and Hoskisson 6th Ed. Strategic Management: Competitiveness and Globalization, SouthWestern.

Strategic Leadership and the Strategic Management Process

StrategicStrategicCompetitivenessCompetitiveness

Achievement of Mission Achievement of Mission

FormulationFormulationof Strategiesof Strategies

ImplementationImplementationof Strategiesof Strategies

SuccessfulSuccessfulStrategic ActionsStrategic Actions

yieldyield

Hitt, Ireland, and Hoskisson 6th Ed. Strategic Management: Competitiveness and Globalization, SouthWestern.

Exercise of Effective Strategic Leadership

EstablishingEstablishingbalancedbalancedorganizationalorganizationalcontrolscontrols

EmphasizingEmphasizingethicalethicalpracticepractice

DevelopingDevelopinghumanhumancapitalcapital

Exploiting andExploiting andmaintainingmaintainingcorecorecompetenciescompetencies

SustainingSustainingan effectivean effectiveorganizationalorganizationalcultureculture

DeterminingDeterminingstrategicstrategicdirectiondirection

Effective StrategicEffective StrategicLeadershipLeadership

Hitt, Ireland, and Hoskisson 6th Ed. Strategic Management: Competitiveness and Globalization, SouthWestern.

Integrated HR ManagementIntegrated HR Management The 7 S Model The 7 S Model

McKinsey

Strategic HR Management for Strategic HR Management for GovernmentGovernment

Learning and Action need to be connectedLearning and Action need to be connected

Strategic Action

Strategic Planning

Strategic Thinking

Not linking = most fundamental flaw in most strategies

The Primary Management Function:

Laying out future courses of action

Managing change rather than reacting to change

Planning

Strategy Making Process

1 Mission and goals

2 External analysis

3 Internal analysis

4 Select strategies

5 Implementation

Mission and goals1

Key characteristics of well-constructed goals:1. Precise and measurable – to provide a yardstick or standard to judge performance 2. Address crucial issues – with a limited number of key goals that help to maintain focus3. Challenging but realistic – to provide employees with incentives for improving4. Specify a time period – to motivate and inject a sense of urgency into goal attainment

Major Goals

•A goal is a precise and measurable desired future state that an organization must realize if it is to attain its vision and mission.

Emergent and Deliberate StrategiesEmergent and Deliberate Strategies

Source: Adapted from H. Mintzberg and A. McGugh, Administrative Science Quarterly, Vol. 30. No. 2, June

1985.

Integrated Performance Management: Integrated Performance Management: Balanced ScorecardBalanced Scorecard

Promoting alignment among strategy, measures, and resources

Today’s Changing ContextToday’s Changing Context

Most public challenges are larger than one Most public challenges are larger than one organizationorganizationNew approaches to addressing public issuesNew approaches to addressing public issuesContracting out/outsourcingContracting out/outsourcingChanges in regulatory environment that now Changes in regulatory environment that now facilitate cooperative activities with competitorsfacilitate cooperative activities with competitorsDoing more with lessDoing more with lessTechnology is flattening hierarchyTechnology is flattening hierarchyChanging views of leadership and managementChanging views of leadership and managementGreater role for publicGreater role for public

Need to “Think DaVinci”Need to “Think DaVinci”Lateral thinkingLateral thinking

Creativity that stems from taking Creativity that stems from taking knowledge from one context or discipline knowledge from one context or discipline and applying it to anotherand applying it to another

DaVinci: art, science, engineering, DaVinci: art, science, engineering, mathematics, medicine, architecturemathematics, medicine, architecture

Human arm Human arm bird’s wing bird’s wing flying machineflying machine

CollaborationCollaboration

““101 Definitions of Collaboration”101 Definitions of Collaboration”

CollaborationCollaboration means to co-labor, to achieve means to co-labor, to achieve common goals, often working across common goals, often working across boundaries and in multi-sector and multi-actor boundaries and in multi-sector and multi-actor relationships.  relationships. 

Collaboration vs. CooperationCollaboration vs. Cooperation

----------------------------------------------------------------------------------------------------------Cooperation……….…… Coordination…….……... Collaboration………….... Service IntegrationCooperation……….…… Coordination…….……... Collaboration………….... Service Integration

(Selden, Sowa and Sandfort 2002; Keast, Brown, and Mandell 2007)(Selden, Sowa and Sandfort 2002; Keast, Brown, and Mandell 2007)

Three Types of Collaboration Most Three Types of Collaboration Most Often Mentioned in LiteratureOften Mentioned in Literature

Interorganizational

Group of IndividualsPublic Participation

(From a review of over 300 scholarly articles)

Example: InterorganizationalExample: Interorganizational

““One stop shopping” for unemployed in the U.S.One stop shopping” for unemployed in the U.S.Federal $ given to states for job training, Federal $ given to states for job training, counseling, other servicescounseling, other servicesSeamless systems built – collaborations of state, Seamless systems built – collaborations of state, county, NGO, private (groups of 3)county, NGO, private (groups of 3)Goal: Best service possible Goal: Best service possible Managed through boards and strict performance Managed through boards and strict performance measuresmeasuresState of Georgia: Those who used service make State of Georgia: Those who used service make $.50 per hour more than those who did not.$.50 per hour more than those who did not.

Example: InterorganizationalExample: Interorganizational

Metropolitan Alliance of Community Centers Metropolitan Alliance of Community Centers (MACC) (MACC) Coalition of 13 human service NGOs in Coalition of 13 human service NGOs in Minneapolis-St.PaulMinneapolis-St.PaulCompetitors collaborated for fundingCompetitors collaborated for fundingShared resources in finance, human resources, Shared resources in finance, human resources, technologytechnology

(Source: www.e-parc.org and www.maxwell.syr.edu/parc/eparc)(Source: www.e-parc.org and www.maxwell.syr.edu/parc/eparc)

Example: InterorganizationalExample: InterorganizationalWater Safety Plan Network for Latin America and the CaribbeanWater Safety Plan Network for Latin America and the Caribbean

EPAEPAPan-American Health Organization (PAHO)Pan-American Health Organization (PAHO)Centers for Disease Control and Prevention (CDC)Centers for Disease Control and Prevention (CDC)International Water Association (IWA)International Water Association (IWA)World Health Organization (WHO)World Health Organization (WHO)Inter-American Association for Environmental and Sanitary EngineeringInter-American Association for Environmental and Sanitary Engineering

Purpose: to assist in the development and implementation of Purpose: to assist in the development and implementation of Water Safety Plans (WSPs) in Latin AmericaWater Safety Plans (WSPs) in Latin America

– 1998 – Hurricane Mitch severely damages Latin American countries’ drinking water 1998 – Hurricane Mitch severely damages Latin American countries’ drinking water suppliessupplies

– Led to EPA promoting WSPs for improved safe drinking waterLed to EPA promoting WSPs for improved safe drinking water((Source: http://www.epa.gov/international/water/drinkingwater/wsp-lac.html)Source: http://www.epa.gov/international/water/drinkingwater/wsp-lac.html)

(Source: www.e-parc.org and www.maxwell.syr.edu/parc/eparc)(Source: www.e-parc.org and www.maxwell.syr.edu/parc/eparc)

Example: Group of IndividualsExample: Group of Individuals

Young Professionals Network for the ArtsYoung Professionals Network for the Arts

Purpose: Develop the next generation of civic Purpose: Develop the next generation of civic arts leadersarts leaders

Bring together volunteer oriented young Bring together volunteer oriented young professionals to build arts above ground and professionals to build arts above ground and below ground infrastructure in central Floridabelow ground infrastructure in central Florida

(Source: www.e-parc.org and (Source: www.e-parc.org and wwwwww.maxwell.syr.edu/parc/eparc).maxwell.syr.edu/parc/eparc)

Example: Public ParticipationExample: Public Participation

Collaborative budgeting in Menlo Park, Collaborative budgeting in Menlo Park, California (“Your City/Your Decision”)California (“Your City/Your Decision”)

Modeled after collaborative budgeting in BrazilModeled after collaborative budgeting in Brazil

Phase One: SurveyPhase One: Survey

Phase Two: Community workshops. Phase Two: Community workshops.

Findings: Community preference for combined Findings: Community preference for combined approach of cost reductions, taxes, and fee approach of cost reductions, taxes, and fee increases (not reduction or service elimination).increases (not reduction or service elimination).

(Source: www.cacities.org)(Source: www.cacities.org)

Strategic HR Challenge: “Collaborative public management”:

the process of facilitating and operating in multiorganizational arrangements to solve problems that cannot be solved or easily solved by single organizations. Can include the public.

O’Leary, Gazley, McGuire, and Bingham 2009

Strategic HR ChallengeStrategic HR Challenge

Solutions often transcend the position of any single Solutions often transcend the position of any single participantparticipant

Salamon (2005) “. . . [S]hifts the emphasis Salamon (2005) “. . . [S]hifts the emphasis fromfrom management skills and the control of large management skills and the control of large bureaucratic organizations bureaucratic organizations toto enablement skills, enablement skills, the skills required to engage partners arrayed the skills required to engage partners arrayed horizontally in networks, to bring multiple horizontally in networks, to bring multiple stakeholders together for a common end in a stakeholders together for a common end in a situation of interdependence.” situation of interdependence.”

NetworksNetworks

Structures of interdependence, involving Structures of interdependence, involving multiple nodes – agencies and multiple nodes – agencies and organizations – with multiple linkagesorganizations – with multiple linkages

Can be formal or informalCan be formal or informal

Public goods or services planned, Public goods or services planned, designed, produced and delivereddesigned, produced and delivered

Public, private, non-profitPublic, private, non-profit(Adapted from O’Toole 1997; McGuire 2003; Agranoff 2004)(Adapted from O’Toole 1997; McGuire 2003; Agranoff 2004)

Major ChallengesMajor Challenges

All networks are not created equalAll networks are not created equalMotivation to collaborate variesMotivation to collaborate variesCollaboration not always wiseCollaboration not always wiseTrend toward short-term “couplings”Trend toward short-term “couplings”Calls for new management and leadership Calls for new management and leadership strategies and skills strategies and skillsParadox: Collaboration may yield conflict Paradox: Collaboration may yield conflict (yet conflict may be lessoned through (yet conflict may be lessoned through collaboration)collaboration)

HR challenges of managing HR challenges of managing organizational networksorganizational networks

Networks are interorganizational and Networks are interorganizational and interpersonalinterpersonal

Multiple membersMultiple members

Members bring both disparate and common Members bring both disparate and common missionsmissions

Each network organization has a different Each network organization has a different organization cultureorganization culture

Each network organization has a Each network organization has a

different method of operationdifferent method of operation

HR challenges of managing HR challenges of managing organizational networks, cont.organizational networks, cont.Network organizations usually have different Network organizations usually have different stakeholder groups and different fundersstakeholder groups and different funders

Network members have different degrees of Network members have different degrees of powerpower

Often multiple issuesOften multiple issues

Multiple forums for decision-makingMultiple forums for decision-making

Variety of governance structures available to Variety of governance structures available to networksnetworks

Conflict within network and with the publicConflict within network and with the public

ExampleExample

Center for Disease Control planned Center for Disease Control planned national national response to pandemic flu response to pandemic flu epidemicepidemic working with county health working with county health professionals, federal agencies, industry, professionals, federal agencies, industry, consumer advocates, state governments, consumer advocates, state governments, minority groupsminority groups

HR ParadoxHR Paradox

Those who work in networks must work Those who work in networks must work both with autonomy and interdependence.both with autonomy and interdependence.

Members and networks have both Members and networks have both common and diverse goalscommon and diverse goals

Members work with both a smaller number Members work with both a smaller number and a greater variety of groups and a greater variety of groups

Members need to be both participative and Members need to be both participative and authoritativeauthoritative

HR Paradox, continuedHR Paradox, continued

Members need to see both the forest and Members need to see both the forest and the treesthe trees

Members must balance advocacy and Members must balance advocacy and inquiryinquiry

ExampleExample

State of Arizona – State of Arizona – Wilderness Working Wilderness Working GroupsGroups develop land management develop land management strategies for each local area. Bring strategies for each local area. Bring together environmental advocates, together environmental advocates, ranchers and farmers, industry officials, ranchers and farmers, industry officials, and government representatives.and government representatives.

Strategic HR Challenge Strategic HR Challenge

More than 90% of global executives More than 90% of global executives surveyed by the Center for Creative surveyed by the Center for Creative Leadership said collaboration is vital for Leadership said collaboration is vital for leadership success. leadership success.

But less than half of those same But less than half of those same executives said the leaders in their executives said the leaders in their organizations were actually good at it. organizations were actually good at it.

Importance of the Individual

Frederickson (2007): While organizations and established jurisdictions do formally collaborate, it is always in the form of managers and officials.

Effective collaboration is “deeply dependent” upon the skills of officials and managers.

Organizations may appear to collaborate, but in fact it is the individuals representing organizations who collaborate.

Example

International City/County Management Association: #1 Role of local manager now is facilitator of processes that yield solutions….not the provider of the solution itself.

Decatur, Georgia: Soccer fields for children needed– Government unable to provide

City manager facilitated solution among private college, YMCA, private business, schools, and parks

Strategic HR Challenge Strategic HR Challenge

““Leading when you are not in charge”Leading when you are not in charge”

Skills of the collaborative Skills of the collaborative managermanager

Collaborative problem solvingCollaborative problem solving

Conflict managementConflict management

FacilitationFacilitation

NegotiationNegotiation

““Diversity Thinking” (NASA)Diversity Thinking” (NASA)

ExampleExample

Conference of State Bank Supervisors in Conference of State Bank Supervisors in Mortgage Policy working with 50+ state Mortgage Policy working with 50+ state agencies/regulators to come to ONE agencies/regulators to come to ONE nationwide, voluntary policy on how to nationwide, voluntary policy on how to license loan originatorslicense loan originators

Strategic HR ChallengeStrategic HR Challenge

““Incentivizing” collaborationIncentivizing” collaboration

Pay for performance does not encourage Pay for performance does not encourage collaboration (Getha-Taylor 2008)collaboration (Getha-Taylor 2008)

Reward systems must reward performance, Reward systems must reward performance, AND be aligned with and reinforce the AND be aligned with and reinforce the organization’s design, strategy, and goalsorganization’s design, strategy, and goals

Performance evaluation shifts to focus on Performance evaluation shifts to focus on individual individual andand the group. the group.

Today’s Strategic HR Management for Today’s Strategic HR Management for GovernmentGovernment

To Create the Leader of the FutureTo Create the Leader of the Future Learning and Action must be connected . . . Learning and Action must be connected . . .

Strategic Action

Strategic PlanningStrategic Thinking

. . . But in a more complex, challenging and often collaborative context

Back Up Slides

Major Factors to ConsiderMajor Factors to Consider

ACCOUNTABILITYCONTEXT

VISIBILITY

PERCEPTION

SCALE

IDEOLOGY/MISSION

LEGITIMACYPROCESS

STRUCTURE

GOVERNANCE

POWER

MOTIVATION

AUTHORITY

TRUST

LEADERSHIP

Please tell me about your collaboration experiences

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