Finance and Shaping Change Contra Costa Leadership Academy May 18, 2017 Eileen Beaudry Director CCLA

Agenda for Today Welcome Dry Run – Drones Finance for Non-Financial Managers / Fran David LUNCH Dry Run – On-line Community Forums Personal Leadership Presence Brand Shaping Change Case Study – Hayward Fire Chief / Garrett Contreras Debrief 2ND Coaching Conversation Team Meetings

Three Reactors for Today What resonated with me?

Team Project Run Through Volunteer Timekeeper 20 Minute Presentation

Team Project Run Through Presentation (15-20 minutes) Content Questions (5 minutes) Emerging Leaders Executive Sponsors Presentation Suggestions (5 minutes) Executive Sponsor

Fran David Former City Manager of Hayward, CA Career Journey

Finance for non-Financial Managers Structural vs cyclical budget deficits Themes from budget messages Responding to an economic meltdown Impacts on Employees Productivity Paradox

Nature of Structural Deficits Business-related deficits Structural deficits

Budget Messages What are drivers of deficits? What are strategies proposed?

Responding to Economic Meltdown Premises An organization needs to get out in front of severe cutbacks and take action NOW Typical cutback measures have negative and sometimes unanticipated consequences Cutbacks at margins will not solve fiscal challenge

Responding to Economic Meltdown Premises (con’t) As it reduces resources, an organization also needs to target investments Redesigning service delivery requires engaging employees, other departments and outside partners Leaders typically need to cross boundaries to redesign services

What are Typical Cutback Measures?

Organizational Impacts In terms of organizational climate and employee attitudes, what are some impacts on the organization?

The Productivity Paradox

Article: Managing thru Meltdown What were some of the paradoxes that caught your attention?

Fran David Finance for Non-Finance Staff Q & A What make finance people tick? What are financial “red flags”? How can you increase your financial IQ? Q & A

Team Project Run Through Volunteer Timekeeper 20 Minute Presentation

Team Project Run Through Presentation (15-20 minutes) Content Questions (5 minutes) Emerging Leaders Executive Sponsors Presentation Suggestions (5 minutes) Executive Sponsor

Leadership Presence What is your Personal Leadership Presence Brand Statement?

Shaping Change Agenda The Change Curve YOU and Change Kotter’s Model What Leaders Can Do

Shaping Change Ongoing – Continuous Change Initiative The new normal Accelerating “…as soon as we fill these positions, hire new manager…etc.” Change Initiative Large initiative Department-wide Organizational wide Beginning and Conclusion, not end

How do you feel about change? 1 2 3 4 5 Resist Reluctant Accept & Wait Good! Faster!

Change Management Sources: Kotter and Richman

My Talents and Shaping Change 1. What area of the change process energizes you? Interests you? 2. Where are your natural talents most useful?

Everything you Know about Change Management is Wrong What resonated with you from this article? Any examples of change experiences supporting his premise? Best Practices?

Your Myers-Briggs Type and Change 28

Four Temperaments Ideal Seekers Duty Seekers Action Seekers Guardians - SJ Duty Seekers Rationals - NT Knowledge Seekers Idealists - NF Ideal Seekers Artisans - SP Action Seekers 29

What do Extraverts and Introverts Want During Change? Extraversion Introversion Time to talk about what is going on Involvement, something to do Frequent Communication Action Time alone to reflect Well-thought-out written communication from leadership Time to assimilate changes before action

Guardians – SJ Duty Seekers Judging Sensing A clear and concise plan for action Defined outcomes and clear goals Completion, get the changes in place No more surprises! Real Data – why is change occurring or needed? Specifics and details about the changes Connections to the past Clear guidelines on roles, expectations, responsibilities – or let them design them 31

Rationals – NT Knowledge Seekers Intuitive Thinking The logic behind changes What are the goals, structure? Clarity in decision- making & planning Demonstration that leadership is competent Fairness and Equity in the changes The overall rationale— the big picture A general plan that they can play around with Pictures of the future Opportunities to participate in designing the future 32

Idealists – NF Ideal Seekers Feeling Intuitive Recognition of the impacts on people How will people’s needs be dealt with? Inclusion of themselves and others in process Demonstration that Leadership cares Appreciation and support The overall rationale— the big picture A general plan that they can play around with Pictures of the future Opportunities to participate in designing the future 33

Artisans – SP Action Seekers Sensing Perceiving Real Data – why is change occurring or needed? Specifics and details about the changes Connections to the past Clear guidelines on roles, expectations, responsibilities – or let them design them An open-ended approach with room for changes General parameters of the action plan Room to adjust as they go Loosen up, don’t panic, trust the process 34

Case Study Garrett Contreras Hayward Fire Chief

Debrief 2nd Coaching Convo What did you like about the conversation? What was inspiring, surprising… New ideas or insights? Was anything uncomfortable?

Homework for June 15th Continue work on Team Project Hold 3rd coaching conversation by July20th

My Take-Aways + Reaction Panel What resonated with me? What did not resonate with me? What do I have to add?