Leading by Example –developing your leadership values and

Leading by Example –developing your leadership values and narrative

Webinar 1:00 – 2:30 p.m. Pacific Time, Wednesday, October 15, 2014

Cal-ICMA Coaching Program in partnership with ICMA State Associations: Colorado, Illinois, Massachusetts, Michigan, Minnesota, North Carolina, Oklahoma,

Oregon, Texas, and Wisconsin and cosponsored with the CSMFO Coaching Program

*** Advance registration required for this no-charge webinar: https://www1.gotomeeting.com/register/314112744 Webinar topics: 1. What’s the value of being explicit about your values and how you live them? 2. What are useful ways for people at any stage of their careers to identify their values? 3. How do you develop a description or story about how they guide your work and your direction? Presenters: * Dr. Ray Benedetto, Principal, GuideStar, Inc., Batavia, IL * Al Vanderberg, County Manager, Ottawa County, MI * Audrey Seymour Ramberg, Assistant City Manager, Redwood City, CA Audience: all local government professionals and up and comers 1. Register in advance for the webinar: There is no charge for participating in the webinars, but each requires advance registration. *** Advance registration required for this no-charge webinar: https://www1.gotomeeting.com/register/314112744 2. Connect with the webinar and audio: Use your logon information from the email confirmation you receive via email from GoToWebinar. We recommend the telephone option dial-in number provided by GoToWebinar for sound quality. Depending upon your internet connection, VOIP option for audio (computer speakers) can have delays or sound quality issues. 3. Ask questions: You may submit questions anonymously via email to [email protected] or [email protected] in advance or via the webinar during the panel discussion. As moderator for the session, Don Maruska will pose the questions. 4. Presenters’ presentation materials: We post these with the agenda at “Agendas & Archives” tab of www.cal-icma.org/coaching and http://www.csmfo.org/training/webinars. The PPT will be available at least 2 hours before the webinar.

https://www1.gotomeeting.com/register/314112744


mailto:[email protected]


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After a webinar occurs, a digital recording along with the PowerPoint materials and results of the polling questions will be available after 24 hours at the "Agendas & Archives" tab of www.cal-icma.org/coaching and http://www.csmfo.org/training/webinars. CPE Credits: If you are a member of CSMFO and wish to obtain CPE credit, you need to register and attend in your name, respond to at least 75% of the live polling questions, and pay $25 to CSMFO after invoice following the webinar. After payment, CSMFO emails the CPE certificate as a PDF. Post-Webinar Group Discussions Many agencies are organizing groups to participate in the webinars (live or recorded) and discuss the topics among themselves after the webinars. Some are summarizing their discussions and distributing them to managers throughout their organizations. Use the Coaching Program as an effective way to enhance professional development in your agency. Here are some discussion starters for this session. a. What are the values that we share as an agency and which are ones that we want to add of our own? b. What are the descriptions or stories we can offer to demonstrate our values in action? c. How can we share our stories to encourage leadership at all levels? MORE RESOURCES--See the "Coaching Corner" at www.cal-icma.org/coaching or www.csmfo.org/coaching for valuable resources to boost your career. Sign up for the complimentary email list to keep informed of future Cal-ICMA sessions and resources at www.cal-icma.org/coachingList. We appreciate the sponsors for the Cal-ICMA Coaching Program. They include: Platinum Sponsors: ICMA and CA Communities Joint Powers Authority Gold Sponsors: California City Management Foundation Silver Sponsors: Alliant Insurance Services, County Administrative Officers Association of California, Granicus, Municipal Management Association of Northern California (MMANC), Municipal Management Association of Southern California (MMASC), Public Agency Retirement Services (PARS), Renne Sloan Holtzman Sakai Public Law Group, and Townsend Public Affairs Bronze Sponsors: Best Best & Krieger LLP, California Special Districts Association, County Personnel Administrators Association of California (CPAAC), Davenport Institute for Public Engagement at Pepperdine’s School of Public Policy, International Hispanic Network, Liebert Cassidy Whitmore, Stifel Nicolaus, and Women Leading Government

Enjoy the resources and support to thrive in local government. Don Maruska, MBA, JD, Master Certified Coach Director, Cal-ICMA and CSMFO Coaching Programs Author of “Take Charge of Your Talent” www.TakeChargeofYourTalent.com




http://www.csmfo.org/coaching

http://www.cal-icma.org/coachingList

http://www.takechargeofyourtalent.com/

Ray Benedetto, Ph.D., GuideStar, Inc., Batavia, IL Dr. Ray Benedetto is an expert in organizational leadership. A Distinguished Military Graduate of the Air Force ROTC program at Penn State, Dr. Ray’s military career spanned 28 years where he rose to the rank of Colonel before returning to civilian life. Dr. Ray earned a reputation as an organizational transformation expert through a distinguished military career that included numerous challenging and exciting assignments such as the creation of the All-volunteer force, the rebuilding of US war-fighting capabilities under President Reagan, the restructuring and reorganization of the Air Force after the fall of the Berlin Wall, and the transformation of the Department of Defense medical system under TRICARE. Dr. Ray spent nearly a decade in corporate America leading cultural and operational transformations before forming a leadership practice that helps business, government, and community leaders build high-performing, entangled organizations. A frequent speaker at conferences, universities, and company meetings, Dr. Ray is a senior scholar-practitioner with the University of Phoenix Chicago Campus where he teaches leadership and strategic planning. He is co-author with Dr. Ken Thompson, Tom Walter, and Molly Meyer of It’s My Company Too! How Entangled Organizations Move beyond Employee Engagement for Remarkable Results (2013: Greenleaf Book Press). His work has been featured in national publications, and he is a regular contributor on talk radio programs. Dr. Ray is also board certified in healthcare management and a Fellow of the American College of Healthcare Executives.

Al Vanderberg, County Administrator, Ottawa, MI Al Vanderberg has served as County Administrator of Ottawa County, MI since December 2003. Prior to Ottawa, Al served as Deputy County Administrator of Kent County, MI, City Manager of South Haven, MI, and Assistant City Manager of Greenville, MI. Al earned his Bachelor of Arts Degree in Political Science from the University of Michigan and Master of Public Administration from Michigan State University.

Al is Past President of both the Michigan Association of County Administrative Officials (MACAO) and the Michigan Local Government Management Association (MLGMA) and served as Chair West Michigan Strategic Alliance Board of Directors. He currently serves as Chair of the Grand Valley Metropolitan Council Board of Directors. In March, Governor Rick Snyder appointed Al to the Michigan Municipal Services Authority Board of Directors. Al is a member of the adjunct faculties of Grand Valley State University where he teaches in the masters and undergraduate programs and Grand Rapids Community College and writes and speaks frequently on local government management topics and issues. He authors the blog Casting for Comments and hosts Issues and Impacts, a cable television program through Muskegon Community College.

Audrey Seymour Ramberg, Asst. City Manager, Redwood City Audrey Seymour Ramberg is the Assistant City Manager for the City of Redwood City, a position she has held since March 2013. Prior to that she served as Senior Advisor and Project Leader for the County of San Mateo, Assistant City Manager for the City of Menlo Park and Assistant to the City Manager in Palo Alto. Audrey also founded and ran for four years the Peninsula Partnership for Children, Youth and Families and worked as a private sector management consultant for Bain & Company. Audrey has a Masters in Business Administration from Stanford University’s Graduate School of Business and a Bachelor of Arts degree from Duke University. Audrey is a trainer in organizational development and has published and conducted seminars for the League of California Cities, the Alliance for Innovation and International City and County Management Association on a variety of topics, including Organizational Excellence, Employee Engagement and Preparing the Next Generation.

Leading by Example

October 15, 2014

2

Coaching Program: 16th year as member benefit

Career Development Committee

Coaching Program: 11th year

Preparing the Next Generation Committee

Gold Sponsors: California City Management Foundation and Chevron

Silver Sponsors: Alliant Insurance Services, County Administrative Officers Association of California, Granicus, Municipal Management Association of

Northern California, Municipal Management Association of Southern California, Public Agency Retirement Services (PARS), Renne Sloan Holtzman Sakai Public

Law Group, and Townsend Public Affairs

Platinum Sponsors: ICMA

California Communities Joint Powers Authority

Bronze Sponsors: Best Best &Krieger LLP, California Special Districts Association, County Personnel Administrators Association (CPAAC), Davenport Institute for Public Engagement at Pepperdine, International Hispanic Network, Liebert Cassidy Whitmore, Stifel Nicolaus,

and Women Leading Government

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Overview of Session

1. What’s the value of being explicit about your values and how you live them?

2. What are useful ways for people at any stage of their careers to identify their values?

3. How do you develop a description or story about how they guide your work and your direction?

Dr. Ray Benedetto, Principal, GuideStar, Inc., Batavia, IL Al Vanderberg, County Manager, Ottawa County, MI Audrey Seymour Ramberg, Assistant City Manager, Redwood

City, CA Don Maruska, Director, Cal-ICMA and CSMFO Coaching Programs

…and polls and questions along the way.

Polling Question #1

How many people are participating at your location?

4

Leading by Example

Developing your Leadership Values and Narrative

Dr. Ray Benedetto, DM, Col, USAF, MSC (Ret) Principal, GuideStar, Inc.

Faculty Scholar, University of Phoenix Chicago

• Presentation is not a plug for business • Case Study about a successful

municipal transformation in which we have been actively engaged for several years

• Our practice has distinctive competence in organizational transformations and Character-based Culture

Disclaimer

Let Me Share a Story • Elk Grove Village, Illinois • Largest industrial park in North America

o Adjacent to Chicago O-Hare International Airport o 3600 manufacturing, industrial, and logistics

related businesses • Pivotal Community

o High daily transient traffic (100,000+ vehicles) o Major interstates west and north; major arterial

runs through heart of industrial complex o International, national, regional, and local

companies

• Village Manager 22 years (1971-1993) • EGV named Municipal Complex for him

after he retired • “He had tremendous vision and was a

completely, 100 percent public servant. He dedicated his life to developing the village” – EGV President Dennis J. Gallitano

• His Vision: The Exceptional Community

Charlie Zettek, The Visionary

• Ray Rummel, Current Village Manager • Cook County Taxes

o Unattractive to businesses o Negative impact on occupancy rates, retention, tax

revenues, and community growth o Illinois’ reputation for not being business-friendly

• Some Departments less than “Exceptional” o Customer service complaints: Building permits o Unionized Fire Department –Contentious bargaining

• “We are not fulfilling our vision”

Moment of Truth

Character Does Count! • 2001- Group of concerned citizens formed the

Community Character Coalition o Grounded on the Six Pillars of Character Counts!

Trustworthiness, Respect, Responsibility, Fairness, Caring, and Citizenship (www.CharacterCounts.org)

o Members: Township and Village Governments, Police, Fire, School, Park and Library districts, service organizations, local business leaders

o Mission: To build the core of community strength, which is character

• CCC sponsors “Character in Business” programs • A Distinctive Differentiator for the Community

• Engaged GuideStar as a strategic partner o Reinforce a Character-based Culture to drive

performance excellence; o Define Shared Values; o Clarify Mission and Core Competences; o Develop Organizational Leadership System; o Focus Groups to improve Customer Focus and Service; o Develop Balanced Scorecard and Strategic Direction.

• Mission: We deliver the highest quality municipal services through leadership, professionalism, innovation, and accountability.

• Strategy: “Beyond Business Friendly”

Going Deep

Copyright 2012 - 2014 GuideStar Inc. 12

Management and Leadership Functions

10/15/2014

Leadership: • Visioning • Inspiring • Motivating • Communicating

Managers: • Planning • Organizing • Staffing • Directing

(Supervising) • Controlling • cOrdinating • Reporting • Budgeting

Source: Kouzes & Posner, 2003.


Differences Between Management & Leadership

10/15/2014

Management Promotes

stability, order, and consistency

in routine operations

Leadership Advocates and

supports change through intra-

and interpersonal effectiveness

Source: Kotter, 1990.


Roles of Managers and Leaders

10/15/2014

Managers Administer Maintain Control Initiate Short-term view Accept status quo Ask how and when Do things right

Leaders Innovate Originate Develop Inspire Long-term view Challenge status quo Ask what and why Do the right things

Source: Bennis, 1989.


Leadership is:

10/15/2014

Influence PEOPLE

Position Things

Processes Directing

Controlling Planning

Organizing

Inspiring, Motivating

Communicating

Present at all levels

Management: Traditional View

Copyright 2012 - 2014 GuideStar Inc. 16 10/15/2014

Front-Line/ Grassroots Leaders Supervisors

Directors and Middle Managers

City or Village Manager,

Senior Execs

Mayor, Board of Trustees

The Customer/Client

Servant Leadership


Front-Line/ Grassroots Leaders Supervisors

The Customer/Client

Directors and Middle Managers

City/Village Manager,

Senior Execs

Mayor, Trustees

Persons of good character who “act on what they believe” (Greenleaf, 1977, p. 341)

Servant Leader Behaviors


Listen and understand

Remove obstacles

Empower others

Coach

Give credit/take blame

Inspire & Encourage Challenge status

quo

Trust: Reciprocal faith in others’ intentions and behaviors

10/15/2014 Copyright 2012 - 2014 GuideStar Inc. 19

Critical Leader Competences

1. Character


Performance Character

Doing the best job one

can do

Moral Character

Being the best person one

can be

Two Sides of Character (Lickona & Davidson, 2005)


Trust and Character

10/15/2014

Behaviors for Building Trust

Communication Respect Support Fairness Predictability Competence

Six Pillars of Character Counts!

Trustworthiness Respect Responsibility Fairness Caring Citizenship

Source: Josephson Institute of Ethics for Youth, 2009.


EGV’s Values for Building Trust

10/15/2014

Behaviors for Building Trust

Communication Respect Support Fairness Predictability Competence

EGV’s 4Ps (Behaviors for Beyond Business Friendly)

Politeness Professionalism Partnership Proactivity

“It takes many good deeds to build a good reputation, and only one bad one to lose it.”

• Benjamin Franklin

THE 4 P’S = REPUTATION

EGV Character = Values in Action Politeness

Communicating in a Positive Manner • Respectful: The Golden Rule – Treat others the way

you want to be treated • Courteous, Pleasant, and Friendly: Greet people with a

smile • Warm and Sincere – Never sarcastic, angry, or

judgmental • Make a Great Impression! First impression or

otherwise • Set a Tone for Respectful Dialogue • Show you are listening and working as a partner rather

than a bureaucrat, technocrat, or adversary

Professionalism Your Image, Attitude, and Competence

• Maintain High Ethical Standards – We all count on you to act in the best interest of the Public

• Always do your best (Performance character) – Eliminate the mentality “Never time to do it right, always time to do it over”

• Coach, then communicate your expertise • It’s your professional career – You are in control

EGV Character = Values in Action

Partnership Your Success is Our Success

• Identify a problem and offer solutions • Listen to understand: Ask questions; seek to learn as

well as tell • Accurately manage expectations • Be supportive as a solution finder rather than as a

gatekeeper


Proactive Take Initiative to Deal with Anticipated Problems

• A habit of highly effective people • Don’t wait for difficulties to arise. Anticipate them

and address now! • Avoid surprises – no one wants a surprise in business • Take ownership. You’re the expert; you see it coming

so tackle it now. Delaying the process costs time and $$$.



Self Leadership

Level 2 Leadership

Level 3 Leadership

Level 4 Leadership

Level 5 Leadership

Grassroots Leadership

Operational Leadership

Strategic Leadership

How Character Looks at Different Leadership Levels

Defining, Creating, and Building the

Culture of Character

Modeling and Reinforcing the


Learning and Living the


Hire for Character; Put Right People in the Right

Seats

Select Self

In or Out Of Culture

Source: Benedetto, 2009.


Critical Leader Competences

1. Character 2. Emotional Intelligence


Emotional Intelligence Defined

Ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others – - Dan Goleman (1995)


Emotional Intelligence (Cherniss & Goleman, 2001)

Social Awareness

Self-management

Empathy, Service Orientation, and Organizational Awareness

Emotional Self-control, Trustworthiness, Conscientiousness, Adaptability Achievement Drive, Initiative

Self-awareness

Emotional Self-awareness, Accurate self-assessment, and Self-confidence

Relationship Management

Developing Others, Influence, Communication, Conflict Management, Visionary Leadership, Catalyzing Change Building Bonds, Teamwork and Collaboration

Lowest

Highest


Emotional Intelligence and Brain Spheres

Intrapersonal Competence (Left Brain):

Analytical, Processes, Rational Thinking

Interpersonal Competence (Right Brain): Nurturing, Ideas, and Relationships

Rec

ogni

tion

Reg

ulat

ion

3. Social Awareness

2. Self-management

1. Self-awareness

4. Relationship Management


EI and Character

33

Social Awareness

Self-management

Empathy, Service Orientation, and Organizational Awareness

Emotional Self-control, Trustworthiness, Conscientiousness, Adaptability Achievement Drive, Initiative

Self-awareness

Relationship Management

Developing Others, Influence, Communication, Conflict Management, Visionary Leadership, Catalyzing Change, Building Bonds, Teamwork, and Collaboration

Emotional Self-awareness, Accurate self-assessment, and Self-confidence

Moral Character: Being the

Best Person

Performance Character:

Doing the Best Job

Polling Question #2

Attention to which of the following values would enhance your agency's effectiveness with the community?

34

The Role of Values in Local Government Leadership and

Cultural Transformation Alan G. Vanderberg,

Ottawa County Administrator

Ottawa County Facts

• 565 square miles • Michigan’s 7th(out of 83 counties) largest

county by population: 269,099 • 17 townships, 6 cities, 1 village • 853 full-time employees, 1,220 total • 33 offices, departments, agencies, courts

Desired: Cultural Change

Ottawa County December 2003 Cultural Change Needed!

• Major hostility between employees, administration and Board of Commissioners

• The 11 existing unions created an umbrella organization to represent them

• Labor contracts went unsettled for up to 3 years

• High number of grievances

Values and Leadership

• Your management style reflects your values and who you are as a person.

• People want transparency in leadership when values are concerned.

• Younger generations are increasingly seeking “real” experiences.

• Many times the organization takes on the character of the leader.

Management v. Leadership

• Separation of politics from administration – Woodrow Wilson

• Transition of manager roles over time • Local governments hire for management skills

but expect leadership ability • Involves different spheres of brain – left and

right

Polling Question #3

What types of leadership challenges does your agency face?

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Personal Leadership Values that Made a Difference at Ottawa County

• Vision • Communication • Stewardship • Learning • Accountability

VISION

Strategic Direction

• Understanding both the big and small pictures and being able to relate and communicate both to others

• Leading others through developing Strategic/Business Plans

Strategic Plan – “Static”

• Vision • Mission • Values • Overarching Goals – “BHAGS”

Business Plan – “Dynamic”

• Strategies • Outcomes • Measurements

COMMUNICATION

Learn the Culture – “Gap Analysis”

• Work to understand organizational “DNA” • Meet the People

– Elected officials – Employees – Local Government leaders/employees

• Develop common understanding of financial condition among all County stakeholders

• Ask everyone “How are we doing?”

• Listen – Employee survey – Citizen survey – Brown bag luncheons – Open door policy – Labor Management Cooperation Committee – Employee Storyboards

• Transparency – County Administrator’s Digest – Casting for Comments - Blog – County Connections – Management meetings – Local Unit meetings – Hot Seat – Community presentations – Dashboards – miOttawa.org – Issues & Impact – Facebook – Twitter

https://www.facebook.com/OttawaCounty

https://twitter.com/miOttawa

Breaking Down the “Silos”

• Cross departmental/functional project teams – Justice Imaging – miOttawa.org – Training Council – Health Management Team – Customer Service Team – Cultural Intelligence Team – Water Quality Forum – Technology Forum

STEWARDSHIP

Stewardship • Position placeholder

– Holding this position for the good of the board/council, organization and residents

• Finances • Collaboration • People

– The Golden Rule • Trust • No micro-management

• Good to Great, Jim Collins – Having the right people in the right seats on the bus – Confront the “brutal facts”

“THE MANAGER DOES THINGS RIGHT; THE LEADER DOES THE RIGHT THING”

Warren Bennis

WHY WOULD YOU MANAGE A COMPANY ON HALF A BRAIN?

NewNorth Center of Design, Inc.

Left-Brain v. Right-Brain

• Local government profession is dominated by left-brain thinking

• Need to focus on developing right-brain thinking

• The goal is to have balanced brain organizations

Thinking Models

• Reproductive thinking

• Productive thinking

COGNITIVE AFFECTIVE CONATIVE

The Human Mind

Myers-BriggsDISC

People Keys Gallup

Alan G. Vanderberg

• Emotional• Feeling• Spiritual• Personality• Preferences• Team v.

Individual work• Plays Well with

Others• Work Ethic• Attitude•Empathy

3-Legged Stool

Leader – Leader Approach David Marquet

“We can all be leaders and, in fact, it’s best when we are all leaders” ~David Marquet

FROZEN INTO HIERARCHICAL THINKING WITH INADEQUATE INFORMATION & AUTHORITY SHARING

A Culture

Board/Exec

Middle Management

Employees

Residents/Customers

Leader – Follower Move Information to Authority

• Old • Slow • Unresponsive • Controlling • Not fun

Hierarchy Turned Upside Down Responsibility Flows Up to all Levels

Residents/Customers

Employees

Middle Management

Board/Exec

Leader-Leader Move Authority to Information

• New • Resilient • Responsive • Empowering • Fun • Path to excellence

LEARNING

Strategic Learning

• Administrator’s Lunch and Learn Book Club • GOLD Leadership Program • 4 C’s Strategic Initiative:

– Customer Service – Creativity – Communication – Culture

Countywide Training

• Disney – Ottawa Way Customer Service Training

• Cultural Intelligence • DiSC • Kolbe • Emotional Intelligence Assessment

NewNorth Center of Design, Inc Innovation Training

• Harnessing Your Creative Capital • Where Ideas Come From • How to Develop and Filter Ideas • Moving Ideas to Action • Selling Innovation Internally • Innovation Applied

ACCOUNTABILITY

Accountability

• Outcome based performance measurement • Program effectiveness studies • Citizen surveys • Ethics • Admitting mistakes

Dashboard

October 2014

• Four union groups decided they no longer need to be represented

• Employee satisfaction improved dramatically over 10 years

• Labor contracts settled on time • Grievances greatly reduced

Overall Satisfaction - Trends • Overall employee satisfaction rebounds from 2011 declines, and is up 28

percentage points from the 2004 baseline

6 3 2 4 4

22 14

7 9 7

38

36

29 30 27

32 41

53 46 51

2 6 9 11 11

0

20

40

60

80

100

2004 2007 2009 2011 2013

Somewhat Dissatisfied Very Dissatisfied

Fairly Well Satisfied Very Satisfied Completely Satisfied

Alan G. Vanderberg Ottawa County Administrator

616-738-4068 [email protected]

http://www.linkedin.com/pub/al-vanderberg/b/124/740

http://www.facebook.com/al.vanderberg

http://www.miottawa.org/blog/

Polling Question #4

Attention to which of these leadership values could enhance your agency’s effectiveness in handling its challenges?

75

Audrey Seymour Ramberg ASSISTANT CITY MANAGER, CITY OF REDWOOD CITY

Following Your Leadership Compass

“Authentic leaders demonstrate a passion for their purpose, practice their values consistently and lead with their hearts as well as their heads. They establish long-term meaningful relationships and have the self-discipline to get results. They know who they are.”

Bill George, True North

Key Coordinates Acting in an authentic and genuine manner Expressing and living your values Setting the tone and modeling expected behaviors Demonstrating deep commitment to team and mission Relying on personal, not positional, influence

Where it Leads Mutual trust

Strong working relationships

Commitment

Alignment with mission

Self satisfaction

How to Get There Tell your story

Seize the moment

Ask for feedback

Tell Your Story What do you see as your role?

What values are most important to you?

How have your experiences shaped your beliefs?

What setbacks have you faced and what have you learned?

What motivates you to come to work each day?

How do you want to be treated?

Seize the Moment

Almost any situation can be an opportunity to lead by example

Look for opportunities by considering: How many people can see this? Who is impacted or influenced? What choices do I have about how I handle it? How does this reinforce (or contradict) the values and goals I

have for our team?

Ask For Feedback Find out what your employees notice about your

leadership

Embrace the opportunity to learn and grow

Make plans to improve where needed

My Leadership Values Exemplify passion for mission

Act with integrity

Embrace challenge and learning

Build relationships and have fun

Get the job done

Polling Question #5

Where would you like to give more attention in practicing your values?

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Resources and Feedback

Go to “Agenda & Archives” tab at web sites for recordings of this webinar and other professional development resources.

www.cal-icma.org/coaching www.csmfo.org/training/webinars

Please complete the follow up survey.


http://www.csmfo.org/training/csmfo-webinars-and-hot-topic-calls/

Post-Webinar Discussion Questions

a. What are the values that we share as an agency and which are ones that we want to add of our own?

b. What are the descriptions or stories we can offer to demonstrate our values in action?

c. How can we share our stories to encourage leadership at all levels?

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Polling Question #6

How was the webinar of value for you and your agency?

88

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Upcoming webinars Cal-ICMA Coaching Program: “Storytelling to Promote Positive Solutions” 1:00 – 2:30 p.m. PT, Wednesday, October 29 https://www1.gotomeeting.com/register/366115177 CSMFO Coaching Program: “Interpreting the New CalPERS Actuarial

Reports” 10:00 – 11:30 a.m. PT, Thursday, November 20 https://www1.gotomeeting.com/register/181198929




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Contacts for Today’s Session Dr. Ray Benedetto, Principal, GuideStar, Inc., Batavia, IL

[email protected] Al Vanderberg, County Manager, Ottawa County, MI

[email protected] Audrey Seymour Ramberg, Assistant City Manager, Redwood

City, CA [email protected]

Don Maruska, Director, Cal-ICMA and CSMFO Coaching [email protected]; [email protected] A PDF of the PPT, results from polling questions, and a video recording

will be available in ~ 24 hours. Go to www.cal-icma.org/coaching or www.csmfo.org/training/webinars and click on “Agenda & Archives” tab.













Roles of Managers and Leaders

10/15/2014

Managers Manage processes Improve systems Remove obstacles Ensure execution Increase efficiencies Manage existing

knowledge

Leaders Build relationships Build and nurture

the culture Encourage and

enable others Model the way Encourage the heart Create new

knowledge Sources: Kotter, 1990; Kouzes & Posner, 2002.


Levels of Leaders

10/15/2014

Level 1

Level 2

Level 3

Level 4

Level 5

Highly Capable Individual

Contributing Team Member

Competent Manager

Effective Leader

Executive

Source: Collins, 2001.


Levels of Leadership

10/15/2014

Self Leadership

Level 2 Leadership

Level 3 Leadership

Level 4 Leadership

Level 5 Leadership

Grass-roots Leadership

Operational Leadership

Strategic Leadership Leadership OF the organization

Leadership IN the organization

Leadership BY the organization

Source: Benedetto, 2011.

References Benedetto, R. L. (2009). An ethnographic study of character-based culture in a

small business setting. (Doctoral dissertation). Retrieved from ProQuest Dissertations and Theses. (UMI 3394574)

Benedetto, R. L. (2011). Best practices in leadership evaluation. Discussion

Guide for Leadership Development and Executive Coaching. Batavia, IL: GuideStar, Inc. Available through the author.

Bennis, W. G. (1989). On becoming a leader. Reading, MA: Addison-

Wesley Cherniss, C., & Goleman, D. (Eds.). (2001). The emotionally intelligent

workplace. San Francisco, CA: Jossey-Bass. Collins, J. (2001). Good to great: Why some companies make the

leap…and others don’t. New York, NY: Harper Collins Publishers, Inc.

Goleman, D. (1995). Emotional intelligence: Why it can matter more

than IQ. New York, NY: Bantam Books.

References Greenleaf, R. K. (1977). Servant leadership: A journey into the nature

of legitimate power and greatness. New York, NY: Paulist Press. Josephson Institute of Ethics for Youth. (2009). Character Counts!

Retrieved August 17, 2009, from http://www.charactercounts.org Kotter, J. P. (1990). A force for change: How leadership differs from

management. New York, NY: The Free Press. Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge (3rd

ed.). San Francisco, CA: Jossey-Bass. Lickona, T., & Davidson, M. (2005). Smart & good high schools:

Integrating excellence and ethics for success in school, work, and beyond (1st ed.). Cortland, NY: Center for the 4th and 5th Rs (Respect & Responsibility).

Dr. Ray Benedetto, Principal, GuideStar, Inc. and Associate Faculty, University of Phoenix Chicago

Dr. Ray’s Leadership Reading List

By General Category, From Basic to Advanced Study

The following list of articles and texts has evolved over years of research, study, and application; therefore, the reader should not expect to complete this list in one or two years but rather use it as a continuing journey of discovery. This list serves as an intellectual foundation for understanding leadership at all levels from which additional research and study should evolve and to which the reader will add his or her personal favorites. This list is weighted toward articles where readers can quickly grasp the essence of the application of principles related to the appropriate leadership level in which one works. Since the entire body reflects a breadth of coverage and different perspectives from various authors on the practice of leadership, the reader should expect some views to conflict with others. This mental conflict is healthy if the reader reflects on personal beliefs and views about leadership and continually searches for the substance and contribution of each author’s ideas to a deeper personal philosophy of leadership. All articles are highlighted and most are available through university databases. You will see a heavy emphasis on articles from Harvard Business Review because these are readily available as reprints via www.hbr.org. Although each entry is in correct APA format, the list is not in standard alphabetical order but rather in a suggested reading order. The list will continue to evolve, and colleagues and students are encouraged to contribute to this list by emailing a preferred source, using an APA-formatted citation, to [email protected] or [email protected]. Happy reading! For a Basic Understanding of Individual Leadership Perspectives and Competences Donnithorne, L. R. (1994). The West Point way of leadership. New York, NY: Doubleday, Inc.

DePree, M. (1989). Leadership is an art. New York, NY: Dell Publishing Group, Inc.

Kotter, J.P. (1990). A force for change: How leadership differs from management. New York, NY: The Free Press.

Kotter, J. P. (2001, December). What leaders really do. Harvard Business Review,79(11), 85-96.

Kouzes, J. M., & Posner, B. Z. (2003). The five practices of exemplary leadership. San Francisco, CA: Jossey-Bass.

Cottrell, D. (2002). Monday morning leadership: Eight mentoring sessions you can’t afford to miss. Dallas, TX: Cornerstone Leadership Institute.

Jordan, K. (2002, March). It paid off in Afghanistan: Eight lessons from the U.S. Military you can use. Harvard Management Update, 7(3), 3-5.

Character of the Leader Wood, W.J. (1984). Leaders and battles: The art of military leadership. Novato, CA: Presidio Press.

Badaracco, J. L. (1998, March-April). The discipline of building character. Harvard Business Review, 76(2), 114-124.

Character of the Organization Benedetto, R. L. (2010). The power of the River of Character in organizations (Chapter 6). In C. E. Lentz (Ed.)

The Refractive Thinker Volume IV: Ethics, leadership, and globalization (pp. 103-134). Las Vegas, NV: Refractive Thinker Press.

Casciaro, T., & Lobo, M.S. (2005, June). Competent jerks, lovable fools, and the formation of social networks. Harvard Business Review, 83(6), 92-99.

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http://www.hbr.org/



Dr. Ray’s Leadership Reading List - Page 2

Compiled and Prepared by Ramon L. Benedetto, DM, FACHE Principal, GuideStar, Inc. and Associate Faculty, University of Phoenix Chicago Campus Updated September 2013

Collaborative Leadership Abele, J. (2011, July–August). Bringing minds together. Harvard Business Review, 89(7/8), 86-93.

Adler, P., Heckscher, C., & Prusak, L. (2011, July –August). Building a collaborative enterprise. Harvard Business Review, 89(7/8), 95-101.

Benkler, Y. (2011, July-August). The unselfish gene. Harvard Business Review, 89(7/8), 77-85.

Ibarra, H. & Hansen, M. (2011, July –August). Are you a collaborative leader? Harvard Business Review, 89(7/8), 69-74.

Schrage, M. (1990). Shared minds: The new technologies of collaboration. New York, NY: Random House. Crisis Leadership and High-Reliability Organizations (Organizational Culture)

Mitroff, I. I. (2004). Crisis leadership: Planning for the unthinkable. Hoboken, NJ: John Wiley & Sons, Inc.

Weick, K. E., & Sutcliffe, K. M. (2001). Managing the unexpected: Assuring high performance in an age of complexity. San Francisco, CA: Jossey-Bass.

Decisiveness Bolman, L., & Deal, T. (2008). Reframing organizations; Artistry, choice, and leadership (4th ed.). San Francisco,

CA: Jossey-Bass Publishers.

Gilkey, R., & Kilts, C. (2007, November). Cognitive fitness. Harvard Business Review, 85(11), 53-66.

Snowden, D. J., & Boone, M. E. (2007, November). A leader’s framework for decision making. Harvard Business Review, 85(11), 68-76.

Tichy, N. M., & Bennis, W. G. (2007, October). Making judgment calls: The ultimate act of leadership. Harvard Business Review, 85(10), 94-102.

Emotional Intelligence (Leadership Competence and Leadership Styles) Bradberry,T., & Greaves, J. (2009).Emotional Intelligence 2.0. San Diego, CA: TalentSmart, Inc.

Goleman, D. (2000, March-April). Leadership that gets results. Harvard Business Review, 78(2), 78-90.

Goleman, D. (1998, November-December). What makes a leader? Harvard Business Review, 76(6), 93-102.

Cherniss, C., & Goleman, D. (2001). The emotionally intelligent workplace. San Francisco, CA: Jossey-Bass.

Ethics for Leaders O’Toole, J. (1996). Leading change: The argument for values-based leadership (2nd ed.). New York, NY:

Ballantine.

Schwartz, M. S. (2002). A code of ethics for corporate code of ethics. Journal of Business Ethics, 41(1), 27-43.

Sims, R. R., & Brinkman, J. (2002). Leaders as moral role models: The case of John Gutfreund at Salomon Brothers. Journal of Business Ethics, 35(4), 327-339.

Thomas, T., Schermerhorn, J. R., & Dienhart, J. W. (2004, May). Strategic leadership of ethical behavior in business. Academy of Management Executive, 18(2), 56-66.

Hitt, W. (1990). Ethics and leadership: Putting theory into practice. Columbus, OH: Battelle Press.

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Executive Leadership (Leadership Development and Decisiveness)

Nonaka, I, & Takeuchi, H. (2011, May). Are you a wise leader? Harvard Business Review, 89(5), 58-67.

Phillips, D. (1992). Lincoln on leadership: Executive strategies for tough times. New York, NY: Warner Books.

Puryear, E. F. (2000). American generalship: Character is everything-The art of command. New York, NY: Random House Publishing Group.

Quinn, R. (2005, July-August). Moments of greatness: Entering the fundamental state of leadership. Harvard Business Review, 83(7), 75-83.

Wheeler, T. (2000). Take command! Leadership lessons from the Civil War. New York, NY: Currency/Doubleday.

Grassroots (Frontline) Leadership (BY the Organization)

Bergmann, H., Hurson, K. & Russ-Eft, D. (1999). Introducing a grass-roots model of leadership. Strategy & Leadership, 27(6), 15-20.

Guiding Change and Continuous Improvement Darling, M., Parry, C., & Moore, J. (2005). Learning in the thick of it. Harvard Business Review, 83(7), 84-92.

Howe, N., & Strauss, W. (2007, July-August). The next 20 years: How customer and workforce attitudes will

evolve. Harvard Business Review, 85 (7/8), 41-52.

Kotter, J. P. (1995, March/April). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-69.

Kotter, J. P. (1996). Leading change. Boston: Harvard Business School Press.

Luecke, R. A. (1994). Scuttle your ships before advancing and other lessons from history on leadership and change for today’s managers. New York, NY: Oxford University Press.

Innovation and Knowledge Creation Drucker, P. (1985, May-June). The discipline of innovation. Harvard Business Review, 63(3), 67-72.

Nonaka, I. (1991, November-December). The knowledge-creating company. Harvard Business Review, 69(6), 96-104.

Drucker, P. (1999, Winter). Knowledge-worker productivity: The biggest challenge. California Management Review, 41(2), 79-94.

Mitroff, I. I., & Linstone, H. A. (1992). The unbounded mind: Breaking the chains of traditional business thinking. New York, NY: Oxford University Press

LaRue, B., Childs, P., Larson, K. & Goldsmith, M. (2004). Leading organizations from the inside out: Unleashing the collaborative genius of action-learning teams. New York, NY: Wiley.

Nonaka, I., & Nishiguchi, T. (Eds.). (2001). Knowledge emergence: Social, technical, and evolutionary dimensions of knowledge creation. New York, NY: Oxford University Press.

Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. New York, NY: Doubleday.

Leadership Development DePree, M. (1992). Leadership jazz. New York, NY: Bantam Doubleday Dell Publishing Group, Inc.

Krempl, S.F. (2004). Leadership ER. Dallas, TX: Cornerstone Leadership Institute.

Kouzes, J. M., & Posner, B. Z. (2003). The five practices of exemplary leadership. San Francisco, CA: Pfeiffer.

Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge (3rd ed.). San Francisco: Jossey-Bass. Get most current edition.

Rooke, D. & Torbert, W. (2005). 7 transformations of leadership. Harvard Business Review, 83(4), 67-76.



Blanchard, K. (1999). The heart of a leader: Insights on the art of influence. Colorado Springs, CO: Honor Books.

Motivating Others Herzberg, F. (2003, January). One more time: How do you motivate employees? Harvard Business Review,

81(1), 87-96.

Blanchard, K., and Bowles, S. (1998). Gung Ho! Turn on the people in any organization. New York: William Morrow & Co., Inc.

Katzenbach, J. R., & Santamaria, J. A. (1999, May-June). Firing up the front line. Harvard Business Review, 77(3), 107-117.

Operational Leadership (Participative Management, Leadership Development, and Decisiveness IN the Organization)

Useem, M. (2010, November). Four lessons in adaptive leadership. Harvard Business Review, 88(11), 87-90.

Nohria, N., Joyce, W., & Roberson, B. (2003, July). What really works. Harvard Business Review, 81(7), 43-52.

Tannenbaum, R. & Schmidt, W. (1973). How to choose a leadership pattern, Harvard Business Review, 51(3), p. 162-180.

Organizational Culture and Transformation Van Lee, R., Fabish, L., & McGaw, N. (2005, Summer). The value of corporate values. Strategy + business, 39,

52-65.

Cameron, K. S., & Quinn, R. E. (2006). Diagnosing and changing organizational culture. San Francisco, CA: Jossey-Bass.

Lawson, E., & Price, C. (2003, Special edition). The psychology of change management. McKinsey Quarterly, 2, 30-41.

Neilson, G., Pasternack, B., & Van Nuys, K. (2005, October). The passive-aggressive organization. Harvard Business Review, 83(10), 83-92.

Schein, E. H. (1996). Culture: The missing concept in organization studies. Administrative Science Quarterly, 41(2), 229-240.

Schein, E. (2004). Organizational culture and leadership (3rd ed.). San Francisco, CA: Jossey-Bass.

Hofstede, G., & Hofstede, G. J. (2005). Cultures and organizations; Software of the mind. New York, NY: McGraw-Hill.

Organizational Design Osterwalder, A., & Pigneur, Y. (2010). Business model generation. Hoboken, NJ: John Wiley & Sons.

Neilson, G., Pasternack, B. A., & Mendes, D. (2004, Summer). The 7 Types of Organizational DNA. Strategy + business, 35, 95-103.

Stack, J. (1992). The great game of business. New York, NY: Currency/Doubleday.

Waterman, R. (1990). Adhocracy. New York: W.W. Norton & Co.

Tichy, N. (1998). The leadership engine: Building leaders at every level. Plano, TX: Pritchett Rummler-Bache.

Organizational/Performance Excellence Thompson, K. R., Benedetto, R. L., & Walter, T. J. (2012). It’s my company too! How entangled organizations

move beyond employee engagement for remarkable results. Austin, TX: Greenleaf Book Group.

McFarland, K. R. (2008). The breakthrough company: How everyday companies become extraordinary performers. New York, NY: Crown Business.

Collins, J. (2001). Good to great: Why some companies make the leap…and others don’t. New York: HarperCollins Publishers, Inc.



Collins, J. & Porras, J. (1994). Built to last. New York: HarperBusiness.

Kirby, J. (2005, July-August). Toward a theory of high performance. Harvard Business Review, 83(7), 30-39.

Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., and Smith, B. J. (1994). The fifth discipline fieldbook. New York, NY: Doubleday.

Quality Carlzon, J. (1987). Moments of truth. New York, NY: Ballinger Publishing.

Deming, W.E. (1994). The new economics for industry, government and education (2nd ed.). Cambridge, MA: The Massachusetts Institute of Technology.

Walton, M. (1986). The Deming management method. New York, NY: Perigee Books.

Walton, M. (1990). Deming management at work. New York, NY: G.P. Putnam’s Sons.

Strategic Leadership Perspectives (OF the Organization)

Bennis, W. G. & O’Toole, J. (2005, May). How business schools lost their way. Harvard Business Review, 83(5), 96-104.

Pagonis, W. C. (2001, December). Leadership in a combat zone. Harvard Business Review, 79(11), 107-117.

Treacy, M., & Wiersema, F. (1995). The discipline of market leaders: Choose your customers, narrow your focus, dominate your market. Reading, MA: Addison-Wesley Publishing Company, Inc.

Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Boston, MA: Harvard Business School Press.

Porter, M. (1996, November-December). What is strategy? Harvard Business Review, 74(6), 61-78.

Prahalad, C. K., & Hamel, G. (1990, May-June). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.

Treacy, M., & Wiersema, F. (1993, January-February). Customer intimacy and other value disciplines. Harvard Business Review, 71(1), 84-93.

Teamwork Katzenbach, J., & Smith, D. (1993). The discipline of teams. Harvard Business Review, 71(2), 111-120.

Lencioni, P. (2002). The five dysfunctions of a team. San Francisco, CA: Jossey-Bass.

Scholtes, P., Joiner, B., & Streibel, B. (1996). The team handbook (2nd ed.). Madison, WI: Straus Printing Co.

Transformational Leadership Ackoff, R. (1999). Transformational leadership. Strategy & Leadership, 27(1), 20-25.

Bass, B. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31.

Bass, B. & Avolio, B. (1993). Transformational leadership and organizational culture. Public Administration Quarterly, 17(1), 112-121.

Bass, B. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.

Higgs, M. (2003). How can we make sense of leadership in the 21st century? Leadership & Organization Development Journal, 24(5/6), 273-284.

Harari, O. & Brewer, L. (2004). If Colin Powell had commanded Enron, Business Strategy Review, 15(2), 37-45.



Leadership Studies; Evolution of Leadership Thought Harrison, B. (1999). The nature of leadership: Historical perspectives & the future. Journal of California Law

Enforcement, 33(1), 24-30.

Hunt, J. & Dodge, G. (2000). Leadership déjà vu all over again. Leadership Quarterly, 11(4), 435-458.

Helgesen, S. (1995). The female advantage: Women’s ways of leadership. New York, NY: Currency/Doubleday. (Original hardback published in 1990; softback has updated chapter.)

Jones, L.B. (1995). Jesus, CEO: Using ancient wisdom for visionary leadership. New York, NY: Hyperion.

Mayo, A. J. & Nohria, N. (2005, October). Zeitgeist leadership. Harvard Business Review, 83(10), 45-60.

Quinn, R. (2005, July-August). Moments of greatness: Entering the fundamental state of leadership. Harvard Business Review, 83(7), 75-83.

Rost, J. (1993). Leadership for the twenty-first century. Westport, CT: Praeger Publishers.

Schrage, M. (2003, January/February). Why governance matters more than leadership [Review of the books Sloan rules and The gold and the blue]. Across the Board, 40(1), 67-69.

Tichy, N. M., & Bennis, W. G. (2007, October). Making judgment calls: The ultimate act of leadership. Harvard Business Review, 85(10), 94-102.

Werhane, P. H. (2008). Mental models, moral imagination and system thinking in the age of globalization. Journal of Business Ethics, 78(3), 463-474.

Wheatley, M. (1992). Leadership and the new science. San Francisco, CA: Berrett-Koehler Publishers, Inc.

Sample, S. B. (2002). The contrarian’s guide to leadership. San Francisco, CA: Jossey-Bass.

Documents

Leading by Example –developing your leadership values and