1. Making Your Mark 1 How to Determine and Influence the Agenda For Your Administration ASCA New Directors Training Charlotte, NC June 9-12, 2011 Gary D. Maynard, Secretary Maryland Department of Public Safety and Correctional Services

2. Making Your Mark 2  The agenda will evolve with or without your input  Others inside and outside the organization have their own priorities  It’s easier if you move faster than they do  Sometimes fate determines the agenda  Making your mark doesn’t require disrespecting your predecessor OVERVIEW Making Your Mark

3. 3  YOUR “MARK” WILL EVOLVE WITH OR WITHOUT YOUR INPUT  It’s like a train moving under its own power  As time goes on, opportunities arise  Pick an agenda of value to the state or organization  Your vision will drive your “mark” Making Your Mark

4. 4  OTHERS INSIDE AND OUTSIDE THE ORGANIZATION HAVE THEIR OWN PRIORITIES  They had their plans before you showed up  Your boss may have an idea or two  They will try politically, personally, socially and forcefully to get their ideas in Making Your Mark

5. 5  IT’S EASIER IF YOU MOVE FASTER THAN THEY DO  Try to determine the different priorities of the stakeholders  If they are reasonable, make them yours  Your vision will guide your efforts and priorities  Try to work the priorities of your constituents into your vision  They will push your agenda for you Making Your Mark

6. 6  SOMETIMES FATE DETERMINES THE AGENDA  Things happen that you don’t control  They may be life changing for you and your staff  If they have value, and meet organizational needs, capture them  If the priorities that evolve match your bosses’ priorities, that’s good Making Your Mark

7. 7  OKLAHOMA DEPARTMENT OF CORRECTIONS  I grew up in the system, and was part of the culture  However, employees did not feel they were valued  Consider that your agenda may appear as an attack on your predecessor  I changed the mission to include employees Making Your Mark

8. 8  SOUTH CAROLINA DEPARTMENT OF CORRECTIONS  The Director had been publicly fired  Sexual misconduct of staff and inmates was clearly the issue  Drugs as a priority issue evolved  I changed the mission to include employees Making Your Mark

9. 9  IOWA DEPARTMENT OF CORRECTIONS  Department was not perceived as “in trouble”  I had to wait for the agenda to evolve  Suicides and escapes moved to the front  Efficiencies are always good to do  Brought ACA Accreditation back  I changed the mission to include employees Making Your Mark

10. 10  MARYLAND DEPARTMENT OF PUBLIC SAFETY AND CORRECTIONAL SERVICES  Violence/assaults were making national news  Agenda was clear – quickly address staff assaults and violence  Other priority issues have evolved  I simplified the mission Making Your Mark

11. 11  CLOSING THE “HOUSE”  The main reason I took the job  We closed it quickly and quietly – in 14 days  Less than 10 people knew  Involved other prominent agencies, media, and union  Spoke to employee safety  Engaged BOP, KY & VA  ASCA played role from beginning to end Making Your Mark

12. 12  What about now?  Department is running smoother  Violence has been reduced dramatically  Continue status quo or look to economy and environmental challenges  Both are important to the Governor and have changed our agenda  But created new ways for us to make our “Mark” Making Your Mark

13. 13  LEADERSHIP IS KEY  Create a vision for your Department  Understand the difference between authority and responsibility  Focus on the mission and take care of the people  Those things you take responsibility for, you have power over  Work with a set of leadership principles  Treat everyone with respect---everyone  Enjoy and appreciate the opportunity to serve Making Your Mark