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Leadership Strategies in Times of Economic
MeltdownLeague of California Cities
San Francisco, CASept 23, 2011
Panel Alice Fredericks, Moderator
Council Member, Town of Tiburon Dr. Frank Benest
Former City Manager, Palo Alto, Senior Advisor, ICMA
Greg Larson Town Manager, Town of Los GatosLCC City Managers Dep’t Executive Board
Overview
1) Exercise: “In times of meltdown, what are the constraints under which city leaders must operate?”
2) The 10 new rules for elected officials
3) Resources4) Q & A
Constraints “In times of economic
meltdown, what are the constraints under which city leaders operate?”
10 New Rules for City Leaders
Rule #1 Identify the “core”
What defines you? What can only you do? Any “loss” leaders?
Possibilities: Land Use & Planning Safety, broadly defined Downtown, Environment, Parks,
Library, etc.
Rule #2 Focus on a few priorities
Not too broad Not too many
Projects and Programs Community Engagement Forced Choices
One Example
Rule #3 Subtract, subtract, subtract Reduce Time
“Default is action” Delegation at all levels Systems analysis, with metrics!
Reduce Personnel Offset explosive growth in expenses “Irony of outsourcing”
Rule #4 Limit requests for new analysis &
reports Traditional way to respond to
constituent requests Diverts staff resources Undercuts ability to perform
Rule #5 Have the courage to say “no”
Refer to priorities Stay the course
Rule #6 Avoid zero-risk environment
No innovation without risk Learning from mistakes is key to innovation process City govts operate in hyper- critical organization Councils must protect creative & risk-taking employees
Promoting Tolerance of Risk1. Pilot-test everything2. Broaden involvement of partners3. De-brief & share lessons4. Celebrate “fabulous flops” and
risk-takers5. Create professional “safety net”
Rule #7 Pursue non-governmental solutions
“Steer, Don’t Row” – Reinventing Government
Privatization Routinization Leveraging Partnerships Shared Services Volunteers, Non-profits, and more
Two Examples from Los Gatos Responsive Customer Service as a Priority
Routine maintenance and work outsourced Reduced staffing does call response
Recreation “Department” An educational JPA and non-profit Core services provide foundation Extrordinary services at direct cost Expanded to Senior Services and Neighborhood
Center Result – Increased services and significant budget
savings
Rule #8 Free up funds for targeted
investments Victories needed Opportunities:
Technology/EfficiencyEngagementCapital ProjectsGrants (e.g., ARRA)Year-end surpluses or Reserves
Rule #9 Provide meaning & emotional
support for staff Premise: Your great policy ideas are
impotent without talented employees to execute them
“Suck it up” does not work Reach out, listen & engage Demonstrate appreciation “Meaning is the new money”
Rule #10 Develop talent & rebuild
organizational capacity “Free exiter” problem New social contract Talent development is cheap
Cost-Effective Approaches
Encourage employees to create annual learning plan Provide interim or special assignments Rotate emerging leaders thru several
positions Assign special projects Make team leadership assignments Provide job shadow or cross-training
opportunities Structure assignments to include interaction
with boards or community groups Establish Leadership Academy with other
cities
Courageous Conversations
Resources Dr. Frank Benest, “Ten New Rules
for Elected Officials in Times of Economic Meltdown,” Western City, Jan 2011
Institute for Local Government, A Local Official’s Guide to Public Engagement in Budgeting and Planning Public Forums Go to www.ca-ilg.org
Contact Information
Alice Fredericks [email protected]
Frank Benest [email protected]
Greg Larson [email protected]
