1. Lessons and insights I’ve learnt in local government and elsewhere
Kelvin Spiller
Lessons and insights I’ve learnt in local government and elsewhere
28 May 2015

2. Lessons and Insights

3. With the impact of technology
roles of Councils, councillors, CEO’s and their staff have changed

4. Work smarter not harder quicker and longer

5. The community has a louder voice through social media

6. Councils

7. To effectively engage staff, Council, governments and the wider community, a CEO needs to have a set of leadership tools

8. The 3 Synergistic Skills – in your Leadership tool box 1
The 3 Synergistic Skills – in your Leadership tool box 1. Technical and managerial skills 2. Personal development and self-mastery skills 3. Social and emotional intelligence skills

10. You learn and grow by the people you meet and the books you read

11. “By the year 2010……..10 years from now, 90% of all you know will be learned between now and then”

12. Ability to motivate and develop work relationship skills are essential

13. When your ego “kicks in”
The reality is your knowledge consists of only what you know, and you don’t know what you don’t know

14. There are good and bad examples and you learn from both

15. Silo thinking is good for storing grain or chemicals – but not for sharing corporate information

16. eliminate silo thinking by creating synergy and the benefits are exponential
Bringing teams together in the one room at the same time and sharing knowledge and information is essential to create synergy in an organisation

19. Voluntary > Part Time > Full Time
Role confusion just keeps getting repeated over and over again

21. Roles and Responsibilities need to be clarified

23. 1. Higher disclosure and public scrutiny on local government performance 2. Community is far more vocal 3. Lower level of personal

24. My focus as a CEO has been on Providing CLARITY over CERTAINTY and
Clarifying the personal EXPECTATIONS

25. How much does a sound past track record mean for a CEO
How much does a sound past track record mean for a CEO? It seems in todays work environment a CEO is only as good as their last recommendation

27. A local government CEO is neither staff nor political leader
They have to work strategically and operationally on both sides of the fence

28. The Head in the Sand Strategy Turnover of CEO’s

29. Whilst it does not guarantee success a CEO needs to have access to a set of survival tools

30. The First Day The First Week The First Month
The First 100 Days

31. Lifting performance and productivity and bringing about incremental change is one thing ………….
…………. however coaching encourages conversations with enough edge to create insights and change perspectives

33. WALK THE TALK

34. “Walk the Walk” by Alan Deutschman
“Walk the Walk” by Alan Deutschman. Walk the Walk is the number one Rule for Leaders

35. Mayor / CEO relationship is crucial for success of the Council

36. consciously and systematically manage up