Tracking Information

Heard a variation of this recently on Cal Newport’s podcast. It relates to the tracking of one’s mood as connected to what media/information one is being fed, using information consumption tracking and religiously tracking such data for a week to see what results can be gleaned. Then, assess afterwards based on the results, where/what/how/when/why you can update, curate, trim, augment, add and subtract. Track all your info sources (news - TV, X, Facebook, LinkedIn, some other feeds, radio, etc). Jot it down daily. Then each day assess mood on a 2 (fantastic/great) to a -2 (really bad) scoring instrument. Track daily for a week. See what you find and then calibrate.

Framing

While working recently with a physical therapist on one set of issues (running form improvements to prevent injuries + a lingering shoulder concern), I subsequently created a new issue, a major calf strain. My PT, once he was able to diagnose what it was not (muscle tear, Achilles issue and so forth), referred to it plainly as a setback. I found this fascinating and, oddly, very helpful from a mindset and framing perspective. Simplified. Matter-of-fact. Distilled down to its core. Something, yes, but a setback - nothing more, and nothing less. How can we (you) similarly use this type of framing in our world of public administration?

The right blend

Elite long distances runners (a crowd, alas, I do not “run with”), train extremely hard. Hills, quick-mile repeats, long-runs, off/on hard and easy training runs, etc. Not to mention PT, cross-training, weights, yoga and stretching regimens. The very best of the best also are extremely mindful to incorporate the easiest of concepts into their training programs: rest. Recovery and rest days are of utmost positive impact to these runners. Bodies need to repair muscles. Injuries need to heal. The same concept applies to local government managers. Take days off to rest and relax. Get your mind off work for a bit. You will come back stronger, more relaxed, “repaired,” and better equipped to face that marathon board meeting. Sorry, could not resist the myriad running puns available here with this topic!

Fixed vs Growth Mindset

If any industry needs to revisit and remind itself about a growth mindset, it’s the governmental space / public sector arena. We, unfortunately, perpetuate the stereotypes of static culture, bureaucracy, slow processes and so forth. The “We’ve always done it that way,” mentality persists. Leaders today have an opportunity to rewrite the norms and institute changes for the better. Fail forward, evolve, test new ideas, reward innovation and continue to grow. Focus on continuous improvement, cross-functional teams, professional development, training, new concepts to address old problems, etc.

Running

I was at a marathon this past weekend, watching my son race. The support for the runners was awesome to see. Fans from dozens of states, even a half dozen other countries, there to cheer on and rally “their runner” and help will them over the finish line 26.2 miles later. As someone who has run these race distances before, it means a lot and provides timely adrenaline and amp-boosts when you sorely need it! The best signs: “Run like the cows just got out”; “Toenails are overrated”; and (timely) “Don’t worry Kelly, you’re running better than our government!”

Town Gown

Is it just me, or does it seem that a lot of the fanfare and perhaps even innovation around town-gown relations is more muted these days? Static? Complacent? Tired? Maybe I am missing creative solutions and exciting developments. What would I do to shake things up? Expand internships, placements, etc. Damn near “require” that the CEO/chief elected of the main muni and the applicable County present and meet with College leadership 1-2x a year, perhaps at a cabinet or Board meeting. Ditto that in reverse. I would ask for time at classes for guest lectures from local government reps. I would have election events to encourage voting. I would have law and code enforcement meetings regularly. Economic development would be roped in to hear about research, business incubation and how the local gov’ts can be of assistance there. I would offer volunteer opportunities for the students at departments and programs. I would host job fairs for juniors/seniors.

Economic Development - For the Little Guys

When I was a County Administrator, and even when I was a Village Manager, I put a focus on economic / community development. Although funds were limited for so-called non-mandated/discretionary programs, we found a way to support, sustain and in some cases enhance, funding for the vital services. Small places often lack the population density, big employers, staff complement, budget size or tax base of urban areas — yet they are tasked with doing the same type of meaningful economic development work: sustaining local economies, jobs, and increasing community vitality. In both instances, we focused on placemaking: downtown revitalization, historic assets and preservation, outdoor recreation, and cultural heritage. In Brockport, in my first stop, we had the branding of the Victorian Village on the Erie Canal, the canal itself, a robust Historic Preservation group, a beautiful Main Street and - for a village our size - a good share of neat parks and playgrounds. In Livingston County, we have 9 distinct Villages, agritourism, a major State Park in Letchworth, the Finger Lakes, the Genesee River, trails, and the Genesee Valley Greenway, among other major assets of this type. Highlighting the “quality of place” attracts both residents and businesses and encourages community pride. Small counties and cities can also be perhaps more nimble and engaged in their support of local entrepreneurs, as small business is the backbone of rural economies. Programs like incubators, shared workspaces, micro-grant/loan programs, revolving loan funds, PILOT programs, etc. While we still chased the Fortune 500 and big-box projects, we also knew that 50 small business successes would yield 100+ jobs. It’s about balance and leveraging your resources.

The Future of Public Sector Leadership

What do I see as the Future of Public Sector Leadership? What are the trends in recruitment, retention, and development? First, those that can focus on relationships and the importance of developing relationships with staff, board members, the press, the general public, and the broader network of professional leaders will be the ones that succeed. Second, there must be an outward and external focus on tangible outcomes in the community. On Main Street, with businesses, with quality of life improvements, with service provision enhancements and so forth. Finally, tying the two things together, you have to be laser-focused on engagement. Being open and accessible to staff. Holding town halls with the public. Creating a true “open door” policy and living it, etc.

The Library as Community Center

I am a big proponent, fan and supporter of public libraries and proud to be a new member of our local Friends group, too. Libraries are evolving beyond being just book depositories and, in fact, have been for many years. They are hubs of connection, learning, and support. They are, in my opinion, mini community centers in many localities where services in workforce, housing connections, schooling/education and other areas are often focal points - beyond just reading and book-lending. They are also hosts to lectures, book groups, community associations, and public forums. The role of libraries is one of essential civic infrastructure, like streetscapes, parking, town parks and coffee shops. I encourage my network to see their local library not just as a building, but as a living, breathing heart of the community. Someone once wrote “The library of today is not just where we go to find books—it’s where we go to find each other” and I couldn’t agree more!

Maintenance Schedules

Great customer service in local government isn’t a one-time achievement—it’s like car maintenance and requires periodic attention. Items like:

• Onboarding policies

• Spot checks

• Surveys

• Training

• Recognition

Sustainable excellence requires systems, culture, and leadership. And routine and regular maintenance. Think about just one small but powerful practice your team can use to keep service standards high.

Reminder / Mindfulness

As the season nears shifting, it is a nice reminder that we also have seasons in our personal and professional lives. Things change and we experience happenings anew. Pain points occur and happy events, too. Our teams we cheer for win and they also lose. The sun sets and the sun again rises. Each day represents an opportunity to reset, to start fresh. The seasonal change we experience is also an opportunity to reflect and look inward and ask yourself questions on habits, relationships, connections, work, play, fun, etc. No matter what - easy guidance is still true: Stay mindful and stay present.

Source vs Search

One of the taglines we use at Pracademic Partners is that we source, we don’t just search. Searching is shotgun style. Sourcing is rifle. Searching is “posting and praying.” Sourcing is “finding and connecting.” Your best candidates are often ones who are not looking, e.g. passive candidates. A dedicated and innovative executive recruitment partner will be adept at sourcing these prospects and turning them into active candidates.

Gardening

In a recruitment interview the other day, the subject turned to economic development and — in this case — the County Administrator’s role in these efforts. In chatting afterwards, we discussed economic gardening. The concept that, at times, your best chance of 50-100+ net new jobs in a community is often by assisting existing companies in growing. This focuses on expanding local businesses from within—especially those that are already established and poised for expansion. As we often “hunt” for the next big thing in terms of a megaproject, sometimes our best opportunities are already in our front-yard.

Trains and Tracks

Acela made news this week with a new “high-speed” train that…drum roll…was actually slower than the existing trains running the same route. The train itself has upgrade technology and equipment but the tracks, infrastructure, signaling areas and cross-ways, etc are still in many instances outdated and in need of repairs. The connection to our work? If the the underlying systems are not built to receive, maintain and sustain change - then the change sought is likely to be immaterial — or worse — actually worse.

Try Again

In the world of executive search, processes and efforts do not always go as planned. No firm “bats 1.000” and those that claim this are fabricating the evidence. Mis-fires and mis-hires and lack-of-fit and a whole host of reasons why explain why some searches result in a quick exit. Last month, I was approached by a non-profit association that we partnered with about a year ago to do a CEO level search. They explained that the person was no longer there and they wished to start another search. These things happen. The first thing we decided to do was drill down on “lessons learned” and what to change, amend, augment or outright delete from the first round. The story here is - how are you learning? evolving? growing? Using a setback as an opportunity? Refreshing the lens?

Mindful Public Management Tips

“Leadership in the public fishbowl.” It’s what many city/county managers face every day and the image I use to describe these daily trials and tribulations. I have found that mindfulness is an excellent set of tools to add to the toolbox to help the public sector leader deal with the life in this fishbowl. Here are 5 mindful practices that have helped me stay grounded:

• 4-7-8 Breathing

• Daily gratitude journaling

• Radical acceptance (yes, that meeting happened…)

• Suffering reflection (what’s really under the frustration?)

• Loving-kindness meditation for that tough stakeholder

Don’t Mock me, Mock with me

As part of my pay-it-forward attitude, I will regularly take calls from folks who are interviewing (for a recruitment I am not involved with) and who inquire on tips, preparation strategies and so forth. I value this back and forth, as I was once in that stage/phase of life — and others took my calls and gave me advice. So I give them advice and counsel. A few months back, one such individual wanted to do some mock interview Q&A with me. I gladly obliged, and I believe I gave her some adaptable and tangible concepts to keep top of mind. Lesson here is - mock interviews are a great idea to prepare for an actual interview. Develop some would-be questions, pose them to yourself (or have someone act in this capacity) and process through possible responses. Risks are of course “over” planning and coming across as robotic and monotone in answering the real-time prompts, but as long as those are mitigated - this can be a useful, practical tool…and one I am happy to participate in!

It’s OK to say “I don’t know”

Recently, I was participating in an interview process for a high-level position in local government. The questions were flowing and the interviewee was handling himself well. But his best answer might have been the one where he said “I don’t know.” You see, far too often candidates try to BS through an answer on a topic/subject/prompt where it’s clear they are lacking in experience, past project success, depth, or all of the above. Rather than dance around it, just be straight up and candid. He was, and it helped his cause immensely.

Associations

There is an incredible power in associations. In this case, I mean the formal, actual organizational structure of a professional association. Statewide and national associations affiliated with public administration (NACo, ICMA on the broader level; NYSAC, NYCOM CCAP and VACo on the individual state level) wield immense power and transformative influence. Members not taking advantage of these assets are missing out. It’s all in what you make of it. Participate, volunteer and, drum roll, associate with your association. It’s an easy decision, with high ROI and almost immediate payoff.

Headlines

Some business CEOs use the leadership retreat or C-Suite gatherings to discuss headlines. No, not the items over the last months where the business made the news. And, no, not the “bad news” headlines that everyone wants to stay out of. Instead, they forecast the next 12 months and ask “what do we want to see?” This starts the tension between short term and long term objectives, and also the leaders gain perspective on the CEO’s vision and also their own individual, but spinning up into collective, role in making those headlines a reality.