1. Political Astuteness Leadership Academy Session #7—Political Astuteness July 16, 2015 Dr. Frank Benest frank@frankbenest.com

2. Graduation!  Our goals for Academy  Two perspectives from graduates  Presentation of certificates  Comment from graduate  Refreshments

3. Team Project Presentation

4. Team Project Run Through  Presentation incl. recommendations (15-20 minutes)  Questions by Board/Executive Sponsors & responses (10 minutes)  Suggestions to enhance the presentation to CM Association (10 minutes)  Class  Executive Sponsor(s)

5. Overview 1. Team presentation #1 2. Two different worlds—policy & admin 3. Thinking politically/acting non-politically 4. Responding to “political ideas” 5. David Biggs—career journey

6. Overview (con’t) 6. Case study—political astuteness 7. TED.com video—Brene Brown 8. Resiliency 9. Leveraging your Academy experience 10. Graduation ceremony

7. Policy vs. Administration  Two different worlds  Two different mindsets  Go to worksheet

8. Two Different Worlds  Two mindsets  The overlap  The role of senior managers in navigating the relationship  Key question: How do we become more effective in playing in policy world?

9. Think Politically/Act Non-Politically VS.

10. Think Politically/Act Non-Politically 1. Thinking politically a. Practice “positive regard”—acknowledge values, goals, desires, & reference groups of politician b. Debrief governing board meetings c. Develop rapport with political actors d. Ask policy-makers why they voted the way they did e. Start with the “why” f. Frame the issue

11. Think Politically/Act Non-Politically 1. Thinking politically (con’t) g. Tie ideas to larger agendas h. Identify & use language that resonates i. Engage reference group members & constituencies j. Consider the “best” communicators & presenters k. Tell the story l. Know when to push forward or pull back m. Get political guidance

12. Think Politically/Act Non-Politically 2. Acting Non-Politically a. Treating all governing board members equally b. Providing info to all—elected officials & interest groups c. Respecting political views of governing board members & acknowledging their interests d. Providing professional analysis & options

13. Think Politically/Act Non-Politically 2. Acting Non-Politically (con’t) e. Making professional recommendations in best interests of community & organization f. Avoiding the taking of sides in policy disputes g. Accepting & supporting political decisions

14. Responding to “Political” Ideas Options  “Sure”  “No”  “Yes but...”  “Yes and...”

15. Police Oversight  Typical oversight by City Manager  Enhancements  Racial profile data & reports  Video of all encounters  Demands of activists  Direct Council oversight  Citizen Oversight Commission  Council Member’s suggestion

16. Police Oversight (con’t)  What were Frank’s values?  What did Frank do?  How could have Frank responded to this “political” idea?

17. My Career Journey David Biggs, City Manager, Hercules

18. Case Study  Political Astuteness  Critique  What went well?  What did not go so well?  What can we learn for future practice?

19. The Power of Vulnerability

20. Resiliency  Think of a specific personal or work situation when you experienced disappointment or failure  Two questions: 1. How did you feel? 2. What did you do to try to bounce back?

21. Resiliency  Premises  We cannot avoid failures & disappointments  Bouncing back from “defeats” or disappointments is key skill  We learn best from mistakes  Resiliency is key ingredient for long & successful career  We can learn & practice resiliency

22. Suggestions for “bouncing back” 1. Vent a bit 2. Reflect & be self-critical 3. Get feedback 4. De-brief with team & re-engage 5. Find a new project to re-energize you 6. Get involved professionally 7. Practice the 4 C’s

23. The  Resilient people practice: 1. Commitment—engage themselves in events, not isolated 2. Control—try to shape outcomes 3. Challenge—view stressful changes as opportunities for learning 4. Community—take comfort from others

24. Accelerating My Development  “Given my learning in the Academy & my self-reflection, what would be a powerful development experience to amp up my leadership capability going forward?”  “How do I get this development experience?”

25. Further Development  Seek out new “stretching” assignments  Schedule conversations with senior managers about leveraging your Academy experience for good of organization  Participate in Cal-ICMA Coaching Program webinars  Get coach(es)--check out “Coaches Gallery” www.cal-icma.org/coaching

26. Further Development (con’t)  Consider MMANC Credentialed Govt Leader Program or ICMA Emerging Leaders Development Program  Check out Management Talent Exchange Program (MTEP) & “Tomorrow’s Dept Head Forum” www.NextGenSiliconValley.org  Become member of MMANC & ICMA www.mmanc www.icma.org

27. Leverage Academy Experience  Go back and review material & apply to current challenges  De-brief everything & apply to future practice  Use Academy participants & presenters as part of your network  Get involved in “alumni” activities  Encourage colleagues to apply to Academy  Include Academy on your resume  Use Academy experience as springboard for further learning

28. Reaction Panel  What resonated with me?  What did not resonate with me?  What do I have to add?

29. Congratulations!