1. Building Your
Future Team
WHO’S NEXT?

2. Welcome!! Process the Data Appreciate Our Generational Perspectives
Understanding the Difference Between Leadership and Management
Ideas to Identify and Prepare Future Leaders
Discuss next steps!

3. DATA IDEA GOAL PROJECT THE INPUT WORKFORCE SUCCESS GOAL STRENGTH
INFORMATION
UNDERSTAND
INPUT
PROCESSING
MEETING
BRAINPOWER
STRENGTH
STRATEGY
CREATIVE
BUSINESS
CONCEPT
PLANNING
COMMUNITY
PROJECT
WORKFORCE
POWER
GOAL
DATA
HERE
WORKFORCE IS
THE
STRATEGY
TRENDS
PLANNING
SKILLS
IDEA
SUCCESS
PEOPLE
GOAL
VISION
TEAMWORK
TECHNICAL
PROFESSIONAL
TECHNIQUES
COURAGE
CLOUD
ECONOMICS
SMART
MATRIX

4. Survey Overview 31% 28% 21% 17% City Population 1,001 – 2,499
5,001 – 25,000
CITY HALL
Survey issued in July, 2018
58 Responses
Not reflected above: 3% from 25,000 and above
City Population
2,500 – 5,000
City Population
0 – 1,000
21%
17%

5. 28% 71% Are we ready??? Emoji Bottom OK I AM CONCERNED 4% 3% 25% 25%
Extremely Worried
Concerned – we need to get started
Not so worried
25%
25%
42%

6. Have we started planning for transition?
The Issues:
67%
Staff not willing to advance
Haven’t provided training
Not a priority for the City Council
Not until the person vacates the role
No other staff/limited staff in the department to step-up
SAID NO!!!

7. 26% 19% 15% Roles of Most Concern . . . Public Works Director
City Clerk
15%
Water/Waste Water Operator

8. Years of Service Service to Your Community Municipal Service 0-5 Years

9. Roles in Process Human Resources Police Chief Service to
Your Community
Human Resources
Police Chief

10. Other Positions Starting to See Change
Service to
Your Community
Fire Chief
Library Director
Parks and Recreation

11. Isn’t this interesting???
Service to
Your Community
City Manager
TL Years of Service
Finance Director
TL Years of Service
0-5 Years
6 – 10 Years
11-15 Years
16 – 20 Years
21-30 Years
30+ Years

12. Do You Have a Succession Planning Program?
12%
88%
Point of Clarification!!!
Succession Planning is:
A process for identifying and developing new leaders who can replace previous leaders when they leave. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available. Source: WIKIPEDIA
Succession Planning is a Sustainability Strategy!!

13. Are You Leveraging Training?
League, IMFOA, IAMU, GFOA, County, ETC.
On-The Job
General Trainings & Conferences
45% Yes
55% NO
45%/55%
Shared Training

14. Where Are The Skill Gaps?
Communication
Understanding Municipal Finance
Strategic
Thinking
Dependability
Setting & Achieving
Goals

15. It’s becoming a key objective. 16% What support? 14%
Significant resources available.
12%
There is some support.
41%
It is a stated objective.
17%
NOTE: ALL OF THE FIRST SET IS ANIMATED. DELETE THE PAGES YOU WANT AND KEEP THOSE YOU NEED.
THE DUPLICATE SLIDES BELOW ARE STATIC SLIDES.

16. National Workforce Data
Projected percent change, by select occupational groups,
Includes Local Government

17. National Workforce Data
Ten fastest growing occupations, projected

18. National Workforce Data
Asian & Hispanic
75%
11,000
1/3
worker categories are the fastest growing populations
Health Care
of the GLOBAL workforce will be from the Millennial Generation by 2025
Baby Boomers are retiring everyday (from now until 2034)
1 in 5
of all new jobs added by 2026 will be in the Health Care Sector
workers will be Hispanic by 2026
will be the largest employment sector by 2026

19. National Workforce Data
Average opening attracts 250 resumes
42 days is the overall average to fill a position
The ratio of unemployed applicants per job opening is only 1.3%
39.9% of hires are made by referrals
67% of job seekers stated diversity in the workforce is important when considering an offer

20. A Recent Iowa Search Mid-Sized Iowa City
Number of Days Position Posted: 122 days
From posting to start date
Total Number of Applicants: 30
In-State Applicants: 12
Out-of-State Applicants: 18
Approximate Cost of Search Firm: $14,000
Years of Experience of Candidate Hired: 2

21. What are your take-aways from the data?

22. GENERATIONS GEN X GEN Z BABY BOOMERS MENTOR MILLENNIALS SUCCESS
INTEGRITY
BABY BOOMERS
PEOPLE
ENTREPRENEUR
STRENGTH
EMPOWERMENT
COMMUNITY
DETERMINATION
DIFFERENCES
PROCESSING
CREATIVE
CONCEPT
MILLENNIALS
COMMITMENT
GENERATIONS
ETHICS
RESPONSIBILITY
BUSINESS
TEAMWORK
SUCCESS
ROLE MODEL
GEN X
PASSION
VISION
EXPECTATIONS
GEN Z
SMART
HONESTY
PROFESSIONAL
COURAGE

23. Generational Buckets

24. In the Workforce Today . . . 13% 26.4% 19.8% 27.7% Silent Generation
Baby Boomers
26.4%
Gen X
19.8%
Millennials
27.7%

25. Common Conversation
Sound familiar?

26. Each generation will share their thoughts!
Help Us Understand!!
Organize By Generation:
Now Tell Us:
Silent Generation
( )
Baby Boomers
( )
Gen X
( )
Millennials
( )
Gen Z
(1999 – 2015)
Life Shaped By
Workplace Characteristics
Best
Worst
What you want the other generations to understand about you
What don’t you understand about the other generations?
Describe your generation in 1 word!
Each generation will share their thoughts!

27. Silent Generation Demographics: 1925-1945 Smaller Generation
Life Shaped by:
Careers over Activism
WW II, Korean War
Great Depression
Workplace Characteristics:
Keep busy
Strong work ethic
Advancement based on tenure
Very loyal
Respect authority

28. Baby Boomers Demographics: 1946-1964 2nd largest generation
Life Shaped by:
Vietnam
Work, work, work
Divorce
Workplace Characteristics:
Ambitious
Salary/wage driven
Optimistic
Team-oriented
Honor hierarchy

29. Gen X Demographics: 1965-1980 Another small generation Life Shaped by:
Latch Key Kids
Technology transition
Video games
Workplace Characteristics:
Skeptical
Independent
Self-reliant
Want flexibility
Entrepreneurial

30. Millennials Demographics 1981-1998 10,000 turn 21 everyday
Life Shaped by:
Technology
School Shootings
9/11
Workplace Characteristics:
Collaborative
Team Oriented
Focused on Feedback
Social Minded
Benefits over Salary

31. Gen Z Demographics: 1999-2015 25.9% of the population Life Shaped by:
Never had “Peace Time”
Cyber-bullying
Reality TV
Workplace Characteristics:
Hard Working
Ready to Work
Loyal
Social Minded
Genuine Conversations
By 2020 will represent 20% of the workforce

32. Why is understanding generations relevant to our discussion today?
Generational protocol has changed
Traditional promotions may not be possible
Recruitment and retention are different
Younger leaders need to be developed at a faster pace
Urgency may not be recognized/appreciated by Citizens/Mayor/Council (based on demographics)
As you implement planning, important to understand perspectives to ensure success
How to share information
What managers are “used” to may not work when training new staff

33. Let’s Assess Think about YOUR city from YOUR perspective
Don’t over-analyze
Be honest!!!
Move to sit with your city team after the break
Yes or No
Yes or No
Yes or No

34. LEADERSHIP RISK GOAL COLLABORATE HEART INSPIRATION SUCCESS STRENGTH
INTEGRITY
COLLABORATE
PEOPLE
HEART
STRENGTH
TRAINING
EMPOWERMENT
COMMITMENT
DETERMINATION
PROCESSING
TOOLS
CREATIVE
CONCEPT
INSPIRATION
EXPERT
RESPECT
LEADERSHIP
RESPONSIBILITY
SKILLS
TEAMWORK
SUCCESS
RISK
ROLE MODEL
PASSION
GOAL
ATTITUDE
VISIONARY
SMART
PROFESSIONAL
HONESTY
COURAGE
WISDOM

35. Let’s Assess Compare your worksheets with your team What is the same?
What is different?
What is surprising?
Yes or No
Yes or No
Yes or No

36. Leadership VS. Management
MANGEMENT
How do you accomplish being good at BOTH??? Training!!
Can you be a GOOD _______
and a BAD ________?
If you could only pick
one category

37. Perspective Sets direction and develops the vision
LEADERSHIP
MANAGEMENT
Sets direction and develops the vision
Develops strategic plans and achieves the vision
Communicates the vision, mission and direction
Motivates and inspires
Energizes employees to overcome barriers to change
Takes high risk approach to problem solving
Plans and budgets
Develops process steps and sets timelines
Establishes policy and procedures to implement vision
Identifies and solves problems
Provides expected results consistently to leadership and other stakeholders
Comparison of Management and Leadership Process Differences in the workplace
(Kotterman, 2006)

38. Learning the Fundamentals
What Kind of Training?
LEADERSHIP DEVELOPMENT
EMPLOYEE DEVELOPMENT
Focuses on learning to set vision and strategy, inspiring others, collaboration and teams
Strategic Thinking
Team Building
Selling New Ideas
Focuses on technical skills needed to the job:
1st Time Managers
Performance Evals
Discipline
Time Management
Communication
Clerk’s Institute
Learning to Coach
Learning the Fundamentals

39. Thinking About Training
BE CONSISTENT!!!
Training should be specific and immediately applicable
Build into performance evaluations
Look for alignment after assessing critical roles
Be honest – make sure people are signing up for the right kind of training

40. Getting Started “In General” with Succession Planning
Consider Career Pathways and Personal Progression Charts
Assign Training as budget allows: Community college, mentoring with expectations, conferences HOWEVER consistency is KEY!!! Training cannot be random! S3
Engage The Staff
Things to Consider: Job descriptions, benefits, employee handbook, employee contract w/resignation clause, performance evaluations, budget
Recruitment: Is our approach effective?
Retention: Are the employees happy?
Document Processes: Start with the most important, sometimes creating a calendar helps
Strategic Plan/Goals: Incorporate succession planning into municipal plans, requiring accountability S2
Update Policies
What will create buy-in with the majority?
Career conversations are separate from performance conversations, although goals can be connected
Do the Research: Local workforce data, trends, best practices, identify the gaps/potential risks
Best Case Scenario: Mayor and City Manager/Clerk together
Critical Roles Exercise: For both City Council and Staff S1
Make Your Case

41. Direct Approach to Succession Planning
Leaders determine and appoint successors
Outsiders vs. Assistants automatically move up?
Grooming of the individuals begins immediately
Consider sabbaticals for Leaders
Evaluate impact to compensation
Evaluate perceptions
PROS:
CONS:
Time is less of an issue
Is an easy solution
If a leader picks their replacement, sometimes it makes their departure easier
Motivating for staff – depending on bullet 2
May not know candidate true colors
Highly political
Sometimes creates an issue of trust, support for the new person
De-motivating for staff – depending on bullet 2

42. The Concept Can Fit a City of Any Size
Here is an example:
City Clerk (1 person office) looking to retire w/in a year
Start the hiring process 9 months before retirement date (depending on the time to fill the position)
Hire the role as a Deputy City Clerk and allow 3 – 6 months of time for you to work together
Target training during this time to blend OJT and critical skill building
Promote after official departure of City Clerk
Considerations:
Advance discussion with the Mayor/City Council (Probably lots of discussion)
Walk through the scenarios
Work with the Council and other staff to do a critical assessment of the position
Include in budget process so funds are available (investment not as steep as you think!)
Begin documenting processes, organizing key contacts, what must a new person know!
The person leaving has to be locked into their departure date!

43. A Great Cost Saving Measure
Interns
Mentors
Great opportunity for staff who want something new without changing their job
Partner mentors on projects/skill-based assignments
Set expectations on what needs to be accomplished
Start small to ensure success!
For any position/department
Partner with high schools, colleges, universities
Can help with documenting processes
In some instances can also be mentors, particularly with technology
Not tough to get an intern up and running!

44. A Few Words to the Wise Put your process in writing
There will be Politics
Put your process in writing
Make no promises – EVER
Follow-through must be a priority
There will be lots of opinions AND
Lots of procrastination!
Anticipate Fears
Make it about the position, not the person
Run the scenarios
Identify areas of opportunity, propose ideas, accept feedback, then adapt
Evaluate available resources – both budget and people
Potential Roadblocks
Time
Priority
Sense of Urgency
“Sticky Baton”
Budget
Keeping your arms around all of the moving parts
CITY HALL

45. Good Communication is Vital!! DON’T GIVE UP!!
Change Is
Hard!
Apply What Makes Sense!
This is CULTURE CHANGE
Be Patient as People Buy-In!
Change is GOOD!!
Start Small & Adapt as Needed!
Good Communication is Vital!!
DON’T GIVE UP!!

46. THANK MERCI ASANTE DANKIE XIE XIE DEKUJI GRAZIE DANKE JE STRENGTH
Cassandra Halls
(515)
ARRIGATO
DO JEH
DANKIE
EFHARISTO
CHOUKRANE
SHUKRAN
SUKRIA
STRENGTH
OBRIGADO
PALDIES
KIITOS
SPASIBO
TODA
FALEMINDERIT
TAKK
ASANTE
XIE XIE
DEKUJI
DZIEKUJE
NA GODE
THANK
YOU
DO JEH
GRATIAS TIBI
ARIGATO
SPASIBO
MERCI
DANKE JE
GRAZIE
MAHALO
DEKUJI
TERIMA KASISH
KAMSA HAMNIDA
HVALA
SALAMAT PO
GRACIAS
NGIYABONGA
BALIKA
FALEMINDERIT
TRUGERE
DANK U