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. 

Go Analog

I have written about this before, but in an increasingly tech-focused world, it is often recommended for both physical and mental health benefits to “go analog.” By that I mean: take a walk in a park. Read a physical newspaper or a hardcover book. Jot down, pen to paper, your thoughts in written word. Call a friend versus text. These “revisitings” of yesteryear norms can have a whole host of positive effects.

On Organizational Meetings

I posted this recently to LinkedIn and wanted to share here.

Random thought: the local government's annual "organizational" meeting is rarely about, the art and act of actual organization.

Yes, well, a little. The hierarchy of council/board leadership, affirmation of certain roles/responsibilities, the uber-important declaration of the official newspaper for public notices. That's organizational, yes.

What if we used this time to actual focus, even slightly, on organizational matters themselves? Process, procedures, how certain things are managed, the flow of information, time management improvements, efficiency suggestions, why and when meetings are held, how many committees do we really need, etc.

Affirmation

I write a daily affirmation every day. Every single day.

If I look back (I have been actively and regularly journaling for over 7 years) I probably have repeated myself a time or two but generally these are unique, daily statements.

What is a daily affirmation? In my case, they are simple statements I write each morning to sort of govern the day before me and reset my mind around a possible theme, goal or thought-pattern. They are positive and usually reflect what plans I have or what mood or mindset I feel I need to get myself into for that particular day.

For the public sector leaders I coach, I recommend that they think about incorporating a daily affirmation into their morning routine. You clear the mind, start fresh, and etch out a new 24 hour guidepost through a straightforward statement. Consider building your day’s activities around an affirmation.

And in case you’re wondering, today’s affirmation was “Embrace the present.”

Separators

What are your separators? What are you “extra” good at, versus someone else? What makes you distinguished from peers? Ask yourself this, but also ask it about your community. What are you natural assets? Why would someone work there? Inventory them and list/rank them and perfect and refine them accordingly. Build off of them. Use these separators to your advantage, as they are yours and yours only.

Local Government

Many people quote research that indicates that local government is the most trusted among the levels of government. Color me unsurprised. First, the competition is porous. It’s like stacking Bruce Springsteen with a lounge singer and an American Idol castoff and asking who is the generational performer? Second - local governments are closest to the people. We sort of do have an advantage, so to speak, and a leg up. Everyday, our residents see democratic ideals and plans transformed into real-world action—streets paved, parks maintained, people housed, safety maintained. However, it must be noted - trust has to be maintained and secured (and often earned). Don’t screw it up!

On Plan Implementations

I was working in a community recently that is very planful. They have developed plans for a variety of endeavors. In some cases they have hired consultants to develop the plans. They have also very intentionally and purposefully involved the public in strategic and thoughtful ways. Very inspiring I must say, from a planning perspective. I will pause here to say that having a good plan is essential but implementation is what delivers results. As I have written about previously on these pages, often there is frequent disconnect between vision and action. Challenges abound, like staffing limitations, budget constraints, lack of accountability, or shifting political priorities or council/board preferences. Getting everyone on the same page with respect to prioritization, connecting plans together, progress reporting, and measurement of progress are all “must-haves” for successful implementation.

Positive Intelligence

I am not sure where I heard this, but it relates and translates well to my overall life philosophy and buttresses the foundational underpinnings of mindfulness. Always find the silver lining. Ask yourself - where can can you gain positive insights and intelligence in every life experience, even the challenging ones? It’s not Pollyanna-ish and naivete, nor is it a sign of weakness. Instead, seeking (and allowing yourself to obtain) positive intelligence is a sign of mental fortitude, emotional resilience and overall strength of character