1. The Essential Nature of the Leadership Task
Contra Costa County
Leadership Academy
Session #1 - January 3rd, 2019
Eileen Beaudry
Welcome Everyone!
Congratulations on being selected for this Leadership Academy –
8+ years------refined --for you.
By your very being here, your organizations have acknowledged you at leaders. You’re intelligent, committed and lifelong learners. And this Academy is a great opportunity on that journey. So welcome. Thank Cupertino, Donna Henriques our coordinator who does all the support work to make our learning environment as comfortable as possible. GIFT!

2. Leadership Academy - Shared Service

3. Academy Focus Promote leadership aptitudes and skills
as opposed to nuts-and-bolts of
supervisory or management skills.
Soft skills that bring
the hard results.
Soft Skills:
Self Awareness
Motivating Differently
Listening First
Being Open
Trust and Delegate
Ask good questions

4. WHY Soft Skills?

5. Academy Basics Be PRESENT at all sessions
Arrive at no later than 8:15 am-prompt start at 8:30 am
Make calls at breaks - Phones are off the table & off.
Delegate, Trust but Verify
Expand your professional network!
Come prepared to contribute.
Expand your comfort zone!
Have fun!

6. Real Learning - Change Soft Skills: Self Awareness
Motivating Differently
Listening First
Being Open
Trust and Delegate
Ask good questions

7. Your Leadership Profile
Your key values
Why staff would follow you (strengths)
Your communication style preferences
How make our weaknesses irrelevant
Gifts that you give away as a leader
Favorite leadership quotes

8. Three Reactors for Today
What resonated with me?
All: My Take-Aways...

9. Four Academy Components
Class Presentations
Career Journeys/Case Studies
Team Projects/Presentations
One to One Coaching

10. Agenda for Today Welcome and Background Ice-breaker and Introductions
Context of Local Government
and Leadership Competencies
Video: Jim Collins
Good to Great
Guest Speaker: Kevin Duggan,
Ethics
My Take-Aways for Today
Three Reactors
Form Project Teams

11. Exercise: Who’s in the Room?
Generations
Birth Order
Professional Fields
Who’s in the room?
1. Count-Off by Group: Plan an Outing that you would all enjoy
2. By birthday month
3. Birth Order: Eldest / Middle Child / Youngest
(What is something that you gained from your position in your family that is an asset to your work or leadership style.)
4. Meet Your Peers in Your Work Areas:
Public Safety/
Econ Dev/
CMO + Admin + Internal Services
Parks/Rec/Arts
Planning Building
Public Works

12. Which Generation do you Identify With?
Four generations
Traditionalists (pre-1945)
Boomers ( )
Gen X ( )
Millennials ( )
Discuss and Report Back: What are 2-3 assets
that your group brings to the workplace?

13. Birth Order Find your group!
Eldest
Middle
Youngest
Individual
Does your birth order shape your workstyle or leadership style in any way?

14. Professional Fields Find your professional group
Do Speed Networking and Exchange business cards
NEED LIST OF PROFESSIONAL GROUPS BASED ON ROSTER
Department
City Manager's Office City Manager's Office Office of the City Manager
Community Development – Planning; Community Development Community Development Community Development Department Community Development Public Affairs Visitor Service Unit Office of Communications
Police Department - Patrol Division; Police Department Community Services Department Fire Department Airport POLICE
Recreation & Community Services Library and Community Services
Public Works Public Works Public Works Utilities Engineering Airport Operations and Maintenance Engineering Support Unit Water Quality; Water and Sewer Utilities Department
Human Resources City Manager's Office of Employee Relations
Finance, Finance Department, Finance Office of Management & Budget,

15. Self-Introductions – 1 minute
Name, Title, Organization 😎
What I’m PASSIONATE about at work 🥰
FUN FACT 🥳 about me
ONE THING I want to learn 🙂

16. 15 MINUTES

17. Leaders Have Contextual Intelligence
1. Internal Challenges
2. Internal
Strengths

18. Contextual Intelligence (con’t.)
3. External CHALLENGES
4. External STRENGTHS

19. Internal Context of Local Govt.
1. What are 8-10 key challenges of the internal context of local government?
(for example: heavily unionized)
2. What are 8-10 key strengths of
the internal context of local government?
(for example: very scrutinized)

20. External Context of Local Govt.
3. What are 8-10 key challenges from the external context of local government?
(for example: heavily unionized)
4. What are 8-10 key strengths of
the external context of local government?
(for example: citizen engagement)

21. Key Question
In this kind of environment, what do organizational members need from their leaders?

22. The Big Challenges Ahead
What are 2-3 big challenges facing local governments in the next 5 years?

23. The Nature of the Challenges
Technical challenges (“tame”)
Solutions are known & can be addressed through management
Adaptive challenges (“wicked”)
Solutions are unknown, often involve value conflicts, & require leadership at all levels

24. A Changing World
Local Governments are facing accelerating & discontinuous change Problems are complex, difficult-to-solve, emotion-laden, & divisive No ONE institution, including government can solve any major problem

25. A Disruptive World (con’t)
Power is diffuse - “Veto” power
Citizens have lost confidence in government institutions
To confront any major challenge, leaders must Cross Boundaries
Experimenting & Learning are key ingredients to Adapting

26. Reflection Question
“Are we learning as fast as the world is changing?”
Gary Hamel

27. Indispensable Competencies
To effectively address these challenges, what are 2-3 indispensable competencies for leaders at all levels of the organization?

28. The Essence of Leadership
“Leaders do not force people to follow - they invite them on a journey.”
Charles Lauer

29. “Why would anyone want to follow me?”
Identify 2-3 reasons that people would want to follow you
Identify one trait that would cause people to be reluctant to follow you

30. Jim Collins Video (quiz)
Stanford Business Professor
Wrote Good to Great
Good to Great in the Social Sector

31. Kevin Duggan - Career Journey

32. Why Ethics?
Kevin’s Ethical challenge as a City Manager

33. Case Study: Bob the Go To Employee
Read description of case
Critique at your table

34. 15 Thoughts on Ethics and Integrity

35. #1 Prevention First Never take ethics and integrity for granted
Talk about it
Train
Don’t assume it will just happen
Make it part of the organization’s culture and value system

36. #2 Hire for Ethics Have Ethics as a hiring criteria
Talk about it as part of the selection process
Do thorough background checks

37. #3 Does Legal = Ethical ?
Not breaking the law will keep you out of jail, but won’t make you a role model
Remember the spirit and letter of the law
Our obligation: maintain public confidence

38. #4 Beware Rationalization
“I deserve…”
“In this case, it is okay to …”
We can be seduced by our ability to come up with a “plausible rationale”
Our greatest enemy is our and our employees’ ability to rationalize that inappropriate conduct is okay

39. #5 BEWARE “…but no one will find out!”
A secret is a 5-second head start
Always someone who will (or could) know
No one finding out is NOT an appropriate criteria
YOU WILL KNOW

40. #6 The Newspaper Rule Best defense to seduction of rationalization
Understand you don’t just have to convince yourself – you have to convince everyone else

41. #7 The Taxpayer Rule
What you think is justified vs. what taxpayers will think is reasonable
Public funds belong to the public

42. #8 Leaders Need to WALK the Talk
Talking about vs. demonstrating ethics and integrity
Leaders need to hold themselves to a higher standard

43. #9 Being Tested isn’t Easy
When you have something to lose or gain
When you can suffer personally or professionally for taking a stand
When it is difficult and uncomfortable
You Are Only Really Tested When it Isn’t Easy:

44. #10 As a Leader, it’s not Just About You
You won’t simply be held accountable for your conduct, but also for the conduct of those in your organization
You will fail no matter how ethical you are if your organization fails to perform ethically

45. #11 The Three Levels of a Leader’s Ethical Responsibility
What you did:
Your decisions and actions
What others did – that you knew about:
Did you respond?
How you responded
What others did – that you didn’t know about:
Should you have known
Pay attention
Ask questions/due diligence
“Open to bad news”– Don’t shoot the messenger

46. #12 Responding to an Ethical Failure: Being Judged Not Just on What Happened, But How You Responded
Avoid the “C” word at all costs (“coverup”)
Full disclosure
Early disclosure
Corrective actions
The biggest issue is often not what happened, but how it was responded to
How you respond may well be the primary basis on which you will be judged
“Not deciding” is a decision for which you may be held accountable
Don’t turn an honest mistake into an ethical scandal

47. #13 Whose Responsibility Is It – Is It “Your Job”?
If you know about it – it is your responsibility to do something
What is required of you depends on circumstances
You don’t necessarily need to be the “Lone Ranger,” but…

48. #14 During an Ethical Crisis
Protect those who stand up for ethics
Keep organization focused
Recover from failure – learn and get better

49. #15 Three Questions You Must be Prepared to Answer
What did you know?
When did you know it?
What did you do about it?

50. Key Thoughts
You will not be an effective leader unless you demonstrate ethics and integrity
Beware of the “R word” – Rationalization
If you are a leader, it is your responsibility
No one finding out is not the criterion
The “newspaper rule”
The “taxpayer rule”

51. Resources on Ethics International City Management Association
Institute for Local Government (California)

52. My Take-Aways from Today
What resonated with me?

53. Three Reactors
What resonated with me?

54. Team Projects Teams will consist of 6-7 members
Teams will act as consulting group for local government agency facing real-life challenge
Teams will interview subject matter experts, review key documents, come to conclusions & provide recommendations to agency leaders

55. Team Projects (con’t)
Executive Sponsor for Team Project will serve as a “go-to” resource & provide guidance, information & suggestions
Team will make a Dry Run presentation to Academy class & Executive Sponsor
Team will make Final Pres.
to Public Managers Assoc.

56. Team Projects (con’t) Today We will review the 5 Projects
Participants identify their interest areas
and we will form the Project Teams
Select unfamiliar topic area

57. Team Projects (con’t) Teams get started
Each team member picks “stretch” role to expand skill set
Identify organizations that you assume are involved
Identify SME’s
Arrange to meet
with Executive Sponsor

58. Team Projects (con’t) By February Session
Meet with your Executive Sponsor
Develop outline on how you will carry out
project (Feb. Session – 35 copies for everyone)
Eileen & peers will provide feedback on
outline (at end of Feb. session)

59. 2019 Team Projects

60. Team Project Outline Bring 35 Copies Next Session:
Topic + Executive Sponsor
Deliverable(s)
How deliverable will be
used by Sponsors
Brief methodology
Key players/SME’s
Key documents

61. Readings/Homework for Feb 7
Crucibles of Leadership, Warren Bennis, HBR
Homework
Identify “mini-crucible” in your life
Meet with Executive Sponsor
Develop a outline for team Project

62. Team Project Outline Bring 35 Copies Next Session:
Topic + Executive Sponsor
Deliverable(s)
How deliverable will be
used by Sponsors
Brief methodology—how we plan to proceed
Key players/SME’s
Key documents