Customer Service

I was chatting with a group of MPA students in a course on Public Management and the topic of customer service in government came up. One of the students, who was an Assistant to the City Manager at a medium-sized municipality -  asked - “if you could make one recommendation to my city related to customer service what would that be?” Not one to always color within the lines, I said I would have two, and I also said we would crowdsource everyone’s top item for a healthy, robust list. My (somewhat tongue in check) primary - please do not have a phone tree in your city. Give me a live, non robotic, city employee when I take the time to call City Hall. Once we discussed the pros and cons of unnecessarily ticking off residents who might be calling on a complaint and, thus, already a little on edge - I moved on to my real #1. Assess your internal customer service, first. Yes, counterintuitive a little - I am often the contrarian viewpoint on matters in this realm. Appraise the performance, methods, styles, communication practices, interactions, and the like - of the offices and departments/divisions that serve other city departments. Payroll, IT, the manager’s office, the Clerk, the legal department, etc., How are we serving our own fellow employees? Sort of being able to take care of the baby’s mask on the plane before we help others.

The Difficulty in having Difficult Conversations

We all have to address personnel matters.  Or an unruly resident with fire in their eyes related to some action taken by the County.  Or a budget discussion where a cut is made for the betterment of the organization.  In these situations, and many like them for the local government manager, we must delicately navigate the often choppy waters of a difficult situation and conversation. While I have not been perfect, and have made my share of mistakes, here are some helpful hints to get through these:

• Prepare

• Review the purpose

• Review planned-for outcomes

• Speak with authority, conviction and be forthright 

• Close any loops at the end

• Follow up as appropriate

The CAO Role in Recruitment and Retention

Talent acquisition and the “keeping in the fold” of these same individuals remains a pesky challenge for local government. The solutions one considers run the gamut among options such as higher pay, recruiting assistance, employee development programs and new looks and strategies at current practices. If you’re a CAO (City/County Manager or Administrator) I ask you to look inward and think critically and constructively about the role you play in this issue in your community? To riff off of the great private sector CEO coach Jerry Colona ask yourself “have you been complicit in creating the conditions you say you don’t like?” Yes, this is a tough question, but you’re in the local government management profession so I am assuming you have both broad shoulders and thick skin. Here are just a handful of opportunities to assess what role you are playing and what role you can play:

• Are you speaking to schools at the high school, community college and 4 year college level about careers in your local government?

• Are you spreading the word about the great work of your government to the masses, via press releases, social media, and other outlets as appropriate? Highlight success stories, local talent, career progressions, etc.

• Has your local government invested in the essential expenses of training, coaching, professional development and continuing education for all staff?

• Are you checking in with key staff and asking them about their wishes, dreams, aspirations and career path preferences

• Have you led a recent evaluation of your compensation schedules?

• Are you an employee culture champion or just along for the ride, or, worse, has the ride even started?

• Does work-life balance exist in your local government and are you a leading example of it?

Use the calendar rollover of 2025 to comprehensively assess inward your role in assuring success in this critically important human resource concerns of recruitment and retention

Preparation

As part of my work in county administration and serving as an executive search consultant to other entities in their hiring of CAOs and department leaders, I have interviewed hundreds of candidates. I am often asked, what is one thing - just one thing - interviewees can do to separate themselves. Well, I can’t do just one thing, but I will offer two. One is pre and one is post.

Research the you-know-what about of the organization. Minutes, news releases, strategic plans, leadership bios, comprehensive plans, population, demographics, regional data - you name it. Show your commitment to the process by displaying your research. It shows intellect in terms of information finding, yes, but it more importantly conveys a sense of passionate, specific and genuine interest in the community.

And after the interview, take the time to do a courtesy follow up. Amazes me that some people - seasoned leaders - do not do this. It’s not quite a red line strike but it’s damn close for me if someone doesn’t take the time to send a quick email or note to the interview committee / search panel and express thanks for the opportunity and maybe a few other comments on their interest.

Volunteerism

I had a discussion last year with Board members about volunteerism. In this case it was the fire ranks and in rural counties how they are depleted. In no way shape or form is this an indictment on those that serve in this capacity. I cherish and sincerely value their volunteer work. But the numbers are the numbers.

How did we get here? A few reasons - 1) people are generally busier with more attachments. 2) Dual income, working parents and child care and time management challenges. 3) Some general apathy/disinterest in that type of service. 4) Regulations around responsibilities, requirements, and training of the volunteers. 5) Perhaps a decrease in a sense of community across generations (see Bowling Alone).

What can we do? Capitalize on the spirit you see in the next generation. The zeal of activism, the interest in politics, the motivation for public service, etc. Consider small incentive programs, like those in existence now, and consider expanding. Be opening, inclusive and welcoming to new generations, to different lifestyles and to non-traditional candidates. Add some pizazz and fun to the rigors of the training. Incorporate family.

Coaching in the Public Sector

As someone who serves as a leadership/ executive coach to public sector professionals, I would like to highlight the importance of leadership coaching in addressing challenges specific to public-sector executives.

For some reason, coaching is still an often overlooked growth strategy in public administration, but that perception is changing​​. In the private sector - examples abound. CEOs have coaches, actors have coaches, professional athletes, dancers, etc - the list goes on. In some cases, the public sector may be challenged with tightness of budgetary allowances. In other cases, coaching is seen as a nicety versus a necessity. 

There are, however, a multitude of real-world examples and success stories of how coaching has transformed leadership outcomes. I, myself, have been coached and now serve as a coach and I can say from first-hand experience, the benefits are there. Coaching, though, remains a vastly underutilized professional development pathway for many in government and one of my goals is to change mindsets around this topic. 

Watch this blog for future entries on the implementation of practical steps for public-sector leaders to integrate coaching into their professional development strategies.

Trust

There is a lot written about trust in government.  Local government, in my most studies, runs around 60+% and is far above both state (lower) and the federal government (much lower).  That trust was attained, and then maintained, through a series of actions, activities, responses and respect. The closeness to the resident and the everyday-apparent services (public safety, highway, EMS, etc) certainly help with the trust factor. We must uphold that trust in local government and here are a few simple ways to do it, in my opinion. 

-answer the phone.  Do not have a phone tree. Have real, live people answer. 

-conduct customer service training. 

-find and then emulate the best practices of the the best-of-the-best in the private sector in terms of service, culture, etc.  Someone once commented - the reflection of your company's culture is “how do people feel on Sunday night?”  Is there dread for what’s to come - or excitement on what is ahead?

-engage with your residents.  In person, with regularity, and with a willingness to listen and also take criticism. 

-show responsibility and also responsiveness. They trust you because you will do something about some thing.  Do it. 

-take accountability. Buck passing and finger pointing are artisanal level activities in the state and federal government, many confined to the elected/politicals, but lots of administrative folks in this mix as well. Own your issues and deal with challenges.

Reflections on the value of practitioner-led teaching in Master of Public Administration (MPA) programs.

I’m biased.

I am a practitioner who has spent 20+ years in local government management.

I have also spent ~17 years in the classroom, mostly the virtual classroom, teaching students the intricacies of public administration.

To me, the integration of real-world experience enhances academic learning, bridges the gap between theory and practice, and equips future public-sector leaders with actionable insights. MPA programs nationwide should consider the unique benefits practitioners bring to the classroom, such as firsthand knowledge of public administration challenges, mentorship opportunities, and fostering connections to professional networks.

Managers in the classroom are not just about “war stories - this practitioner approach prepares students to meet the evolving demands of public service.

That’s why I often call myself a pracademic, and why I trademarked the name pracademic™ for my company. This aligns with Pracademic Partners' messaging about blending academic expertise and real-world leadership experience​​.

Building resilience through routines

This blog posted is lifted from/inspired by a presentation I provide called Reset, Reboot and Renew: Your New Year Ahead as a Local Government Leader. (I provided this via Zoom on 01/16). Leaders thrive when their routines support their ambitions. The second step in the 3 Rs framework is Reboot, which focuses on revisiting habits and practices that drive performance gains. Consider adopting the 50/30/20 approach: balancing professional responsibilities, personal time, and essential recovery. Whether it's setting aside time for mindfulness or taking mini-breaks, integrating deliberate pauses into your schedule can fuel sustained energy. If you are going to go on vacation or take time off - be intentional about your activities in those breaks and maximize the time away from work.

Recovery also extends to professional strategies. Rebooting might involve gratitude practices, engaging in challenging professional development experiences, or shadowing a department or work division to rediscover forgotten techniques. The key is to prioritize activities that strengthen resilience and recharge your mental focus. A well-executed reboot isn’t about drastic change, it’s about consistency and growth through intentional steps. When a computer reboots, it powers down to power up. It gains updates, patches, fixes and starts afresh with a renewed system, per se. Do the same thing.

Be the Bigger Person

In local government, we sometimes are subjected to criticism from the outside. While it is not really our call to judge what is warranted or not, we sort of grin and bear it and develop a layer of thick skin and broad shoulders. There are comments that have become famous when dealing with difficult people. When they go low, we stay high. Be the bigger person.

Maintaining composure is important. Possess a level-headed nature. Rise above the nonsense and the fray to a place of positive optimism. For the city or county manager, that means staying professional in sometimes heated situations.

Gauging Performance

As local government managers, we are often moving swiftly to one activity to another.  Council or Board meeting.  Legislative or intergovernmental affairs activities.  Personnel or union matters. Financial report.  Big picture and strategic planning items. And back and forth again throughout the day, week and month - often not spending time to reflect on how the leadership and management work is doing. 

How do we gauge our performance as a leader?   Here are three simple strategies.  1) Check in with your Board or Council.  Your contract may cover a formal performance plan/review but this is informal. Do timely meet-ups to solely talk about how they see things going.  The problem with the once-a-year appraisal process is that…it’s once-a-year.  2) Sample the feedback comments from key department leaders you can trust.  These are your key and critically important team members that make you “look good.”  While they report to you, trust should be present enough that they feel comfortable and open to providing candid feedback and commentary. 3) Discuss your ask for inputs with others in the field.  How does your brethren see you?  Say you’re trying to ascertain outside perceptions of your leadership.  Garner their takes and use the input as you will from the internal team.

Coaching

As a chief administrative officer for many years, I get the trepidation to partner with an executive/leadership coach for purposes of personal growth and professional development. CAOs, good ones at least, are sort of built to lead and do stuff individually and get things done by themselves. Seeking assistance on matters such as these are often foreign concepts.

That being said, the clients I coach almost universally tell me - I needed this type of arrangement. Why? CAOs of local governments are high performers. To excel they need supports just like anyone else does, to further refine talents, to recognize weakness areas, and to hone developmental skills. A competent executive coach can work with a willing and engaged CAO to tap into areas of growth and to get over humps and obstacles that were initially seen, with the CAO in their solo lens, as impenetrable.

Lastly, and related to our specific consultative service offerings, CAOs want to talk and be coached by someone who has done this type of stuff before, who has walked the walk so to speak. Someone who has negotiated dicey labor agreements and dealt with a political board. Someone who has been challenged with both hiring and firing decisions, and big and small picture planning processes at the local government level. You would want your ski instructor to have skied before right?

Reset

This blog posted is lifted from/inspired by a presentation I provide called Reset, Reboot and Renew: Your New Year Ahead as a Local Government Leader. (I will be providing this via Zoom on 01/16).

As the new year begins, it is essential for public sector leaders to take a step back and Reset their focus. This process starts with a self-assessment - examining your personal values, organizational goals, and professional aspirations. Ask yourself: Are my current efforts aligned with my purpose? Reflecting on foundational questions allows you to identify areas for improvement while still celebrating successes.

Leaders often face external challenges such as the effects of the pandemic funds drying up, shifting political climates, impacts of elections and the demands of home life. Add in inflation and “life in the public fish bowl” and you have pressures galore. These factors make it even more crucial to regularly evaluate the meaningfulness of your work. By addressing assumptions and reconnecting with your "why," you can set the stage for a year of clarity and purpose. Resetting isn't just a pause - it's a launchpad for impactful leadership.

A New Year

The new year is upon us. We have moved into 2025. The shows will be on to commemorate the year of 2024, the hits and misses, celebrity deaths and major news items. It’s time to reflect on your year and what went right and wrong. 

For the clients we coach, 12/31 or 01/01 are just another set of days. Yes, there’s the revelry and the Auld Lang Syne and the cheers and well wishes.

But for those who practice regularly the mindfulness practices we teach, they are consistently appraising and self-reflecting. Example, a daily journal. A time to note what you are grateful for and what you are looking forward to, and note highlights and lowlights of the day.  

Now, don’t get me wrong, many us still do the New Year’s Resolutions and have fun with it - but it’s still just another day for those of us focused on mindfulness-based, present-moment living.  

Happiness is the absence of desire.

This quote, attributed to many - most recently the author James Clear - got me thinking this last week. It was the week between Christmas and New Years and I think about the excessive, and over-the-top holiday shopping experience in the United States. How many people, of all ages, desired some good or service for a present, that they did or did not receive, that they felt would lead to happiness? Seeking and desiring an external “something” (companion, raise, present, car, dog, etc) will only lead to an eventual come-down moment when the temporary, immediate high fades. And you will be back to the cycle of desire and want….and unhappiness. Longing for, and hoping to achieve ________, are still fine and acceptable practices - but, in 2025, let’s all try and find a better balance between striving and savoring.

What is popular is not always right…

This was, for me as a teenager in South Buffalo, an annoying sign that hung on our kitchen. Along with “it’s what you do with what you’ve got,” they were my teacher mother’s way of reminding us to maintain a strong backbone, practice ethical conduct and be of sound moral character in our daily activities.

Breaking this one down after all these years away from home, and it really rings true, especially for those in the field of local government management. Advancing a tax cut, or a tax increase. Making the tough decision to abandon an inefficient or redundant program, with people’s livelihoods on the line, in favor of privatization. A staffing decision where the players are related to Board members. Sometimes the most difficult ones are when you know the exact truths and all the facts and the people/public do not, and the actions taken off of those facts are wildly unpopular.

Bottom line - do what is right in the face of strife. Be ethical in a slimy political world. Stand your ground. Do not cater to groupthink. Exercise independent thought.

Partisanship and Politics

The form of government (council manager) that I have operated under and within, generally speaking, for my professional life - is by far the most professional, productive and efficient form of governance structure in the US local government sector. You blend the elected official expertise in policy and strategic thinking and civic responsiveness to issues the community desires, with the seasoned, educated touch of a professional, ethical and trained non-partisan administrator. 

This is the composer - conductor relationship.

The One-Day MPA

Many of the local government managers I am affiliated with have an MPA. My guess would be 75% of city and county managers possess the graduate degree in public administration. The coursework varies, and the time to complete as well, but generally you have the core topics of management, HR, budgeting/finance, some theory, decision-analysis, public policy and a few others.

For the coaching clients I work with, I often tell them to do a one-item reset at times (or review) and focus on an element of the MPA. Management. Communications. Budgeting. HR. Policy. Pick “A course” and re-review it against what you are doing now. Take communications. Do a check-in and self-assess what you are doing or not doing in communications. How’s your internal messaging? Your department / director meeting cadence? External messaging with residents? Marketing of your tourism, Main Street or economic development efforts? Press release content, quantity and quality? Website presence? Social media work? Go one by one in the items in this course area and appraise progress, or static-ness, and develop a customized, individual “lesson plan” for development or refinement of areas that need work.

Reflection

I talk about being in the present a lot. You could say “it’s my thing.” A centerpiece of my Mindful Public Management Training. Do not dwell on the past. Focus on what is in front of you. Today is the only thing know - yesterday’s (or Tuesday’s for the Skynyrd fans) gone and tomorrow is not yet guaranteed. You know the platitudes. So what I will say next could come across as counter to that. Reflection is ok - think about this at night - what made today unique?

With my son asking me a question once - what do you do all day as a County Administrator? I would have fun rattling off the diversity of services and functions we as CAOs find ourselves in due to the expansiveness of county government in NY. In fact, I wrote about this story with Ben Effinger for ICMA’s PM Magazine). With an end-of-day reflection, and the asking about the unique nature of that day, such a practice can lead to a more appreciative self. You were blessed with another 24 hours, you maximized that time how? What did you do today that you never do? Might never do again? Pinch yourself to make sure you’re real.

Public Speaking

One of my recent posts on LinkedIn gained a lot of traction and impressions this year and I thought I would re-post here under my Blog section. The subject is public speaking:

Public speaking is something that most local government managers have to do, in some cases a lot, throughout the course of their career - yet many receive little to no training on this key element of work life for the CAO. This is not an antidote to that reality, but a list of Top 10 helpful hints to those that endeavor to do the people’s work.

1. Do not read from the slides Ever.

2. Relative to number one, always think of this - if you give out your presentation in advance and/or read from the slides, what value do you really bring to the presentation itself?

3. Practice any speech verbatim in the same type of environment (i.e. setting, sitting or standing, podium or not, etc) that you will find yourself in during the actual speech.

4. If there is a Q&A style format post-speech, anticipate some questions and rehearse those responses in advance. Do not go into overplanning this Q&A part, though, as you will never be able to anticipate everything.

5. Should there be time before a public speaking engagement to chat with the audience, do it. Maximize this pre-speech time to break the ice.

6. Humor is good and encouraged, pending the environment/setting - but do not go overboard and make sure to exercise tact and, shall we say, political correctness.

7. Engage the audience, even if there is not a Q&A. In other words, make significant and regular eye contact, move around if you can, do not look at the same people, etc.

8. Many of us have verbal fillers (e.g. - umm, ugh, so, you know what I mean, and so on and so forth, like, right, etc). It’s ok to have these, no one is perfect. Just work on them and recognize where and when they present themselves and work diligently to curb their regularity.

9. Unlike the NFL quarterback, I implore you - Do not go long. Ask in advance what the speech length is expected to be, or have in your head if there is not set time, some sort of rough estimate on the length. No one remembers if you end early, however, people will definitely remember those that go excruciatingly long.

10. Finally, remember your purpose. If this is introducing a public hearing, you go in one direction. If it’s a speech introducing careers in local government to an MPA program, you handle it a touch differently. If it’s the local rotary club and you’re the monthly program, there’s a preferred setup for that. Know the audience and length, and center yourself on the purpose and mission of the speech. Why are you there? And what does the audience here need to know? Then, deliver a knock-out speech!