MTM 217

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					PADM/URBP 214
May 11, 2011
Course Overview
Putting it all Together
Goal of this Graduate Seminar
• To learn leadership and management
  practices, policies and principles at the
  local government level that are helping to
  recruit, retain, manage and motivate
  multiple generations of workers.
• Sub-Goals
 • For you to better know thy self
 • For you and me to expand our circles of influence
 • Respect and appreciate our diversity
 • For me to gain ―self transcendence‖
We had some ground rules!

• 17 week course (with two open nights)
• Syllabus was our Agreement (MOU)
• We knew how we would be evaluated
  • Complete, quality work
  • Active participation
  • With some flexibility and fairness
  • As individuals as well as teams
• We knew homework would be assigned in class and then
• Case Study Format would serve as our standard template
  on most homework assignments
You had resources!
• Text book (The Effective Local Government Manager)
• Additional reading material (hand outs and on-line)
• Electronic links to newsworthy articles and agency websites
• The Internet
• Five guest speakers (goal was four)
  • City Manager, Santa Cruz (Martin Bernal)
  • Head of CBO…1st Act Silicon Valley CEO (Connie Martinez)
  • An Organizational Development Expert, President of Wilfred Jarvis
    Institute (Minh Le)
  • Highly-Respected Local Government Leaders
    • Kim Walesh San Jose Economic Development Director
    • Kip Harkness San Jose Strong Neighborhood Community Leader
• Access to your instructor (office, phone or e-mail)
We knew how we would be evaluated
• Syllabus described overall evaluation process
• Key learning objectives listed
• Scoring criteria on assignments
• Explanations for scoring attached
• Explanation on how final grade would be calculated
We were informed of the consequences
of our actions!
• You were informed of positive
 consequences of your efforts as well as
 negative consequences
We formed an ―accountability agreement‖
Five Step process (Stephen Covey)

• Desired Results

• Guidelines

• Resources

• Accountability

• Consequences
Win/Win Agreements
• Clear Mutual Understanding

• Agreement up front—Interpersonal Leadership

• Stewardship Delegation (get out of the way, be a source
 of help, enable others to act [Kouzes-Posner])

• Recognize good work

• Celebrate Success

           LOSE/WIN              WIN/WIN
            I lose, you win   All parties feel good
          (Low Courage/High   (High Courage/High
            Consideration)       Consideraton)

          LOSE/LOSE             WIN/LOSE
             We both lose        I win, you lose
          (Low Courage/Low     (High Courage/Low
            Consideration)       Consideration)
We learned about Case Studies
                 CASE STUDY BASICS
Cases are usually narratives of problem situations that
are explored critically. They can include charts, graphs
and other relevant information. They can be short (one
or two paragraphs), to lengthy (a chapter). Some
include discussion questions at the end, and some
include appendices. An example of a case to be
studied would be a manager’s dilemma or conflict
about people, a situation or a process in the workplace.
• There are two types of case studies:
  factual and fictional

   • Factual case studies involve real
     organizations, people and situations

   • Fictional case studies, although
     usually loosely based on actual
     people and events, do not use real
     organization’s or people’s names
• Presenting the case study: common method to
  present a case history

   • Problem/Issue: state the problem--two to
     three sentences
   • Background: provide a summary of the facts
     (one or more paragraphs)
   • Analysis: discuss the causes and impacts of
     the problem, any assumptions, and
     alternatives or options the case presents
   • Recommendation: provide firm and decisive
   • Conclusion: for any concluding remarks that
     go beyond the recommendation
• Writing tips:
   • Read the case carefully and critically
   • Keep your audience in mind
   • Use complete sentences; avoid bullet points
     and acronyms
   • Clearly state the major issue,
     confrontations, and main conflicts
   • Present the issues in a logical order
   • Avoid recommending further research to the
   • Supplemental material (if used) should go in
     an appendix
Understanding Ourselves and
how others view us!
Giving and Soliciting Feedback
Developing Mutual Trust
LEADERSHIP-Kouzes & Pozner—The Leadership Challenge

• Model the Way
• Inspire a Shared Vision
• Challenge the Process
• Enable Others to Act
• Encourage the Heart
What do People Look For in a Leader?
• For Others to Willingly Follow You……You must be:

S. W. O. T. Analysis
Vision, Mission, Values and Goals
• Vision—What the organization will become or achieve (a
 view of the future)

• Mission—Why the organization exists; Whom it serves

• Core Values—The organization’s guiding principles

• Goals—A broad statement of intent; What the
 organization needs to accomplish

• S.W.O.T.—Strengths, Weaknesses, Opportunities and
Your Personal Vision Statement

• Due February 9, 2011
• In a sealed envelope with your name on it, you are to
  write down your personal vision statement. It should be
  one to two paragraphs at the most, ideally three to four
  sentences. Remember that a vision statement is what
  you hope to achieve or become. It is an inspirational
  image of the future. It should be broad and aspirational.
• Turn in your sealed vision statement on February 9 in
Wilfred Jarvis Institute

• GOALS ARE ENDS ―Where are we going?‖
  • Teams cannot survive unless its members agree on clear,
    observable goals
  • They must strive to achieve them together and work steadfastly to
    reach them
  • With teams, it is important to separate between individual goals and
    team goals. If every team member is committed to his/her roles
    and goals, then the team goals can be met
• TASKS ARE MEANS ―How will we get there?‖
   • Day-by-day actions. As with goals, all tasks be clearly identified as
   • Avoid abstract terms such as: ―we will communicate more
     successfully‖ or ―each of us will improve our customer service
Strategically planning your trip!
SWOT Analysis
Time Management Matrix
Stephen R. Covey

                                   URGENT              NOT

             IMPORTANT   Quadrant I         Quadrant II
                         (Activities)       (Activities)

                NOT      Quadrant III       Quadrant IV
                         (Activities)       (Activities)
Seven Habits of Highly Effective People
Stephen R. Covey
                        PRIVATE VICTORY
•   Habit 1: Be Proactive
•   Habit 2: Begin with the End in Mind
•   Habit 3: Put First Things First
                        PUBLIC VICTORY
•   Habit 4: Think Win/Win
•   Habit 5: Seek First to Understand, Then to be Understood
•   Habit 6: Synergize
•   Habit 7: Sharpen the Saw
The Effective Local Government Manager
• Chapter 1
  • History, leadership style and ethics
  • Appendix ―A‖ ICMA Code of Ethics

• Chapter 2
  • Connecting to the community (citizens as well as organizations)
  • Exercising community leadership
  • Shaping policy agenda and implementation of policy

• City Manager, Santa Cruz Martin Bernal
• Reviewed a Charter
• Factual Case Study on Effective Community Leadership
Charter Cities
• A charter city is a city in which the governing system is
 defined by the city's own charter document rather than by
 state, provincial, regional or national laws. In locations
 where city charters are allowed by law, a city can adopt or
 modify its organizing charter by a majority vote of its
 resident citizens. A charter gives a city's residents the
 flexibility to choose any kind of government structure
 allowed by law
General Law Cities
• Cities which have not adopted a charter are organized by
 state law. Such a city is called a General Law City, which
 will be managed by a 5-member city council. A city
 organized under a charter may choose different systems,
 including the "strong mayor" or "city manager" forms of
San Jose Charter
                                    CITY CHARTER
   ARTICLE   TITLE                        In effect May, 1965
        I    Incorporation and As Amended through March 2,
                                Succession                      2004
       II    Powers of the City          TABLE OF CONTENTS
      III    Form of Government
      IV     The Council
       V     The Mayor
      VI     Legislation
      VII    City Manager
     VIII    Administrative Organization
      IX     Officers and Employees
       X     Boards and Commissions
      XI     Civil Service System
      XII    Fiscal Administration
     XIII    Franchises
     XIV     School System
      XV     Retirement
     XVI     Elections
     XVII    General Provisions
     XVIII   Transitional Provisions
             Legislative History
Example of ―Form of Government‖
• SECTION 300. Form of Government.
• The municipal government established by this Charter
    shall be known as the ―Council-Manager‖ form of
The Mayor
• SECTION 500. Mayor.
• There shall be a Mayor of the City of San Jose, elected at
  large, who shall be the eleventh member of the Council. Except
  as otherwise provided elsewhere in the Charter, the Mayor
  shall be elected by a majority of the votes cast citywide at a
  Regular Municipal Election, for a term of four (4) years from
  and after the first day of January following the year of the
• The office of each member of the Council, including the office
  of the member who is Mayor, is a separate office to be
  separately filled. Any incumbent member of the Council may
  run for the seat of Mayor, and the Mayor may run for the seat of
  Mayor or for any other seat on the Council for which the Mayor
  is otherwise eligible; however, no member of the Council shall
  hold more than one seat, and no person may be a candidate
  for more than one seat.
The Council
• SECTION 400. Powers Vested in Council.
• All powers of the City and the determination of all matters of policy
    shall be vested in the Council, subject to the provisions of this Charter
    and the Constitution of the State of California.
•   SECTION 401. Composition of Council.
•   The composition of the Council shall be as follows:
•   (a) NUMBER OF MEMBERS. The Council shall consist of eleven (11)
    members, one of whom shall be the Mayor, each of whom shall have
    the right to vote on all matters coming before the Council.
•   (b) DISTRICTS. Except as otherwise provided elsewhere in this
    Charter and excepting the Mayor who shall be elected at a Regular
    Municipal Election from the City at large, each member of the Council
    shall be elected at a Regular Municipal Election by one of ten (10)
    Districts designated by number within the City. The term ―by Districts‖
    shall mean the election of eligible persons, as defined in Section 404,
    to the office of member of the Council by the voters of each District
City Manager
• SECTION 700. Appointment, Term and Compensation.
• There shall be a City Manager. The Mayor shall nominate one
  or more candidates for Council consideration for appointment
  to the position of City Manager. The City Manager shall be
  appointed by the Council for an indefinite term. The Council
  shall fix the compensation of the City Manager.
• Amended at election November 4, 1986
• SECTION 701. City Manager; Powers and Duties.
• The City Manager shall be the chief administrative officer of the
  City. He or she shall be responsible to the Council for the
  administration of City affairs placed in his or her charge by or
  under this Charter. Without limiting the foregoing general grant
  of powers, responsibilities and duties, the City Manager shall
  have the following powers and duties:
San Jose Municipal Code
• Title 1  General Provisions
• Title 2  Administration
• Title 3  Personnel
• Title 4  Revenue, Finance and Business Taxes
• Title 5  Housing
• Title 6  Business Licenses and Regulations
• Title 7  Animal Care and Control
• Title 8  Public Safety and Special Functions
• Title 9  Health and Safety
• Title 10  Public Peace, Morals and Welfare
• Title 11  Vehicles and Traffic
• Title 12  Ethics Provisions
San Jose Municipal Code
• Title 13   Streets, Sidewalks and Public Places
• Title 14   Public Works and Improvements
• Title 15   Public Utilities
• Title 16   Gaming Control
• Title 17   Buildings and Construction
• Title 18   Local Planning
• Title 19   Subdivisions
• Title 20   Zoning
• Title 21   Environmental Clearance
• Title 22   Convention, Cultural and Visitor Services
• Title 23   Signs
• Title 24   Technical Codes
• Title 25   Airport
The Effective Local Government Manager
• Chapter 3
  • Manager’s relations with governing body
  • Elected official’s expectations of the manager
  • Building a partnership, trust and accountability
  • Effective managers work to improve governing body’s effectiveness

• Chapter 7
  • Relations with governmental and non-governmental organizations
  • Networking, collaboration and appropriate interactions
  • Capitalizing on outside resources
Fictional Case Study Ethics, Relationships
and Communications
• Using the Bashville (San Jose) Charter, ICMA Code of
 Ethics and your readings in the first three chapters of The
 Effective Local Government Manager describe what major
 actions you would take in the week following the call you
 received from Sanders to demonstrate your strong and
 ethical leadership, effective community relations and
 ability to maintain a good work environment for all
 Bashville employees. Assignment is not to exceed three
 pages single spaced, and is due on-line to the instructor’s
 SJSU email by 3:00 p.m., Wednesday February 16. Cite
 your references
Altenburger: Problem Solving tip for
manager when public elected officials
• Diagnose the problem (assembling facts, identifying gaps,
 knowing stakeholders and their positions, history, agency
 limitations and central issues)

• Diagnose the environment for problem solving (levels of
 hostility and misinformation that exists)

• Diagnose the unknown (consequences of alternatives and

• Diagnose yourself (being objective and relating to your core
Faerman: ―collaborating‖ is both high on
assertiveness and cooperativeness.
• ASSIGNMENT: Identify a situation you’ve observed in
 local, regional or state government, where a long-
 standing, serious conflict exists and more ―competing‖ is
 occurring than ―collaborating‖ between the elected
 officials. In this assignment you are to play the role of the
 professional appointed manager, and demonstrate an
 understanding of Altenburger’s rules of problem solving.
 Go through each of her four steps of problem solving to
 bring about motivation, teamwork and progress toward a
 solution. As step 4 indicates, evaluate your ability to
 remain objective. Think of your core values and your
 personal vision statement as you provide advice to the
 governing body.
Organizational Leadership by a Manager
• March 02, Homework Assignment
• Selecting a local government other than the one where you
 may work, and other than the City of Santa Cruz, identify an
 issue that has major budget, labor, service delivery or human
 resource ramifications that the City or Town Manager, or
 County Administrative Officer has brought forward for the
 governing body’s action. The item should be current (within
 last six months) and if approved already or under consideration
 by the elected body, will have a significant impact on how
 services will be delivered. Your case study should contain
 critical communications and actions the Manager had to take in
 advance with unions, managers or legal counsel prior to bring
 the item forward. The report to Santa Cruz City Council by
 C.M. Martin Bernal, involving consolidation of City Clerk and
 City Manager functions would serve as an excellent example
 for this assignment.
Five Approaches to Manage Conflict
The Effective Local Government Manager : ICMA

• Pg. 76: The Effective Local Government Manager
  • Sue Faerman identifies the following five approaces:

• Low on assertiveness
• Low on cooperativeness
• Used when one does not want to explore issues
 behind the conflict
• Low on assertiveness
• High on cooperativeness
• Used when one or more parties does not want to
  confront the issues behind the conflict
• Unlike ―Avoiding‖, one party decides the issue is
  not as important to him or her as it is to the other
• High on assertiveness
• Low on cooperativeness
• Individuals who consistently use this approach
 are interested in their own position ―zero-sum
• Moderate amount of assertiveness
• Moderate amount of cooperativeness
• High on assertiveness
• High on cooperativeness
• Interdependence
• Compatible Goals
Qualities of Followers
Harvard Business Review: Robert E. Kelley

                        ALIENATED                 EFFECTIVE
                       FOLLOWERS                FOLLOWERS
                    (passive, independent,   (active, independent,
                       critical thinkers)       critical thinkers)

                           SHEEP                YES PEOPLE
                     (passive, dependent,     (active, dependent,
                       uncritical thinker)     uncritical thinking)
“Leaders rarely use their power wisely or effectively over
long periods unless they are supported by followers who
have the stature to help them do so” Ira Chaleff, The
Courageous Follower
The job of effective followers:
  • Understand our power and how to use it
  • Appreciate the value of the leader and his/her contributions
  • Work toward minimizing the pitfalls of power by helping the leader
   remain on track
Five Characteristics of a Dysfunctional
Team: Patrick Lencioni
Absence of Trust
• Trust is the foundation of teamwork

• Stems from team members’ unwillingness to be

• Team members must be open about successes and
  failures; share experiences over time, consistent follow-
  through and having in-depth understanding of unique
  attributes of each team member
• The Team Leader must be ―first‖ to demonstrate
Understanding Ourselves and
how others view us!
Fear of Conflict
• Team members MUST constructively and respectfully
    engage in conflict; expressing yourself if often enough
    and knowing that you’ve been heard
•   This is where member ―buy-in‖ begins and can lead to
    powerful commitments
•   The leader is a ―skillful miner of conflict‖ and bring it to the
•   Issues, perspectives and opinions cannot remain
    submerged and hidden
•   Raising issues of concern allows for more timely
    decisions that all team members will support
Lack of Commitment
• Lencioni defines commitment: ―In the context of a team,
    commitment is a function of two things: clarity and buy-in‖
•   Great teams move forward with buy-in from every
    member of the team
•   Meetings are left with confidence that no one on the team
    is quietly harboring doubts
•   Buy-in is the achievement of honest emotional support
•   Clarity is the removal of ambiguity and assumptions
Avoidance of Accountability
• Is about a leader holding direct reports accountable
    (accountability agreements)
•   It is also about peers holding each other accountable
•   It is about reminding eachother about commitments
    agreed to, deadlines, or about real or perceived breaches
    of performance or behavior agreements
•   The Leader must model accountability differently, they
    must not only deal with performance issues, but MUST
    confront inappropriate behaviors
•   When leaders role-model accountability it sets the stage
    for peer to peer engagement
Inattention to Results
• Two distractions to achieving desired results are:
   • Self-Interest
   • Self-Preservation
• Team members who put individual needs above the
  collective goals make it difficult to achieve ―overall desired
• Overall team performance should come first
• Be self aware of course
• Main distractions of collective results are: Personal Ego,
  Career Development, Compensation and ―My
Summary of Five Dysfunctions of a Team
• Teams that build trust and engage in constructive
  conflict have the potential for commitment and
• When commitment and accountability become
  traits of each team member, the team can focus
  on meeting and exceeding the organization’s
  goals and mission
The Effective Local Government Manager
• Chapter 4
  • The role of the manager shaping the future of the community
  • Importance of economic development and sustainability
  • Helping the community vision the future
• Chapter 5
  • Leading people, managing finances and information
  • Allocation of resources, responsiveness, flexibility and capacity
  • Mining resources to their fullest
• Kim Walesh, Economic Development Director, San Jose
• Kip Harkness, Strong Neighborhoods Coordinator, San
Kim Walesh, Director of Economic
Development, City of San Jose
• San José names new Office of Economic Development leadership
• Seasoned economic development experts take helm driving job, revenue
  and investment growth
• SAN JOSE, California – San José City Manager Debra Figone today announced
  new leadership for the City’s Office of Economic Development (OED).
• Effective immediately, Kim Walesh, chief strategist, City of San José, has been
  appointed director of OED. Nanci Klein, formerly an OED department division
  manager, will become deputy director. And, Jeff Ruster, executive director of
  work2future, the City’s workforce development arm, will add a new title of director
  of strategic partnership development. Both Klein and Ruster will be part of
  Walesh’s management team.
• ―Kim has been an extraordinary asset for San José. She has a strong track record
  of effective collaboration, both across departments and with our external
  partners,‖ said Figone. ―Her strong understanding of the City’s challenges, a clear
  view of our opportunities, and effective working relationships with colleagues, civic
  leaders and external partners will advance the City’s core Economic Development
  mission to grow jobs and revenue in San José,‖ Figone said.
San Jose Economic Development
At the core of the 2003 Strategy were four key parts:
• Outcomes: what we wish the San Jose economy to
achieve: economic
prosperity, wide-ranging job opportunities, robust tax
• Vision: the ideal picture of San Jose’s economic future—
six attributes that
define San Jose as the Capital of Silicon Valley
• Strategic Goals: 15 priorities to help realize the vision and
outcomes over five
• Tactics: specific steps the City should take to move in the
desired direction
John Nalbandian
John Nalbandian
Community Engagement on Budget
• Review the City of San Jose Neighborhood Associations/Youth Commission 2011-
    12 Priority Setting Session held on January 29, 2011 and the City Council Budget
    Priority Study Session on February 14, 2011. The links are
•   The City Manager also wrote a report to the Council on February 8, 2011 updating
    the Council on the 2011-12 budgt, that contains an estimated shortfall of funds of
    $1110M. This report was part of the electronic packet on the February 14, Study
•   Please summarize the January 29 Priority Setting Session by describing the
    process the community followed, with an emphasis on the Mayor’s introductory
    remarks, staff’s guidance, the results of the roundtable exercise and the results of
    the ranking survey at the end. Review the February 14 Study Session and
    provide a summary of that exercise and of the Manager’s memorandum that
    addresses the projected shortfall, options for reducing retirement expenses and
    ways to which prioritize workload.
•   Your report should contain a conclusion with key findings and opportunities and
    challenges. Score 15 points. Due March 23rd, 2011 at 3:00 p.m. Approximately 2
Arnstein’s: Eight rungs on the ladder of
citizen participation
An Uncertain Future for California
Redevelopment Agencies
• You’ve been asked by the Executive Directors of the Silicon Valley Leadership
    Group and Joint Venture Silicon Valley Network to provide a letter to them that
    they can post on their website explaining how the elimination of the San Jose
    Redevelopment Agency will impact the local economy and quality of life in San
    Jose and Santa Clara County. They would like you to focus on any negatives as
    well positives of going out of business. They’ve requested you to focus your
    report in the following key areas:
•   A brief explanation of how agencies finance projects and how repayments are
    used; and how that has generally affected schools, the County and the City of
    San Jose operations
•   What the Governor hopes to gain through terminating all redevelopment agencies
•   The status of pass-through funds owed Santa Clara County and how that is being
•   How current properties owned by the agency would be disposed
•   How affordable housing programs in San Jose would be impacted and how is the
    Director of the San Jose Housing Department responding
•   What has the response to the possible cessation of redevelopment agencies
    been by key labor groups throughout the State
•   What accommodations and actions you are taking on behalf of employees in your
    Agency that may be displaced
Synopsis of the 2011 Joint Venture Index
of Silicon Valley (extra credit)
• Due Date: March 16, 2011 by 3:00 p.m. to instructor’s website

• Assignment: Review the 2011 Index of Silicon Valley produced
 by Joint Venture Silicon Valley and the Community Foundation.
 Provide an overview of the Index, including its history, how it is
 developed, and what purpose it serves. In each of the five
 index sections, including the Special Analysis involving the
 Crisis in Local Government, select at least one measure and
 describe its meaning, value to the region, why it is important
 and how we as a region are doing on it. End this assignment
 with a conclusion as to how this document could be used by
 you in your current position, and how it should be used by
 elected officials or appointed managers in local governments or
 by non-governmental organizations.
Fictional Case Study: Is Steve Grant, City
Manager, Industrial City going Green?
• Her recommendations call for: What actions has the City taken prior to and since
    the passage of SB375 in 2008 to reduce GHG emissions in the areas of planning,
    land use, zoning, transportation and coordination with VTA? Specifically:
•   Prepare a brief summary of SB-375
•   What elements of the City’s General Plan contain policy statements, goals and
    targets to align to the regional GHG reduction targets?
•   What is the City doing internally with its fleet to reduce GHG
•   Who would the City Manager appoint to serve as the lead staff(s) of a blue ribbon
    committee comprised of Industrial City, County and VTA staffs as well as other
    members of the community and special interest groups? What special interest
    groups would the Manager suggest participate on the committee (include 7 to 10
    non-government members)? Greenly memo call for the Blue Ribbon committee
    to meet regularly, provide progress reports to the Council and complete its work
    and make its findings by June 30, 2012.
•   What low cost, immediate actions should the Administration be taking in its own
    operations now, knowing that immediate GHG reductions would occur with little
    investment or resource requirements?
The Effective Local Government Manager
• Chapter 6
  • Agenda setting and policy formulation
  • Policy implementation
  • Program evaluation and monitoring (enhancing productivity)

• Chapter 8
  • A Manager’s motivation
  • The life of a City Manager
    • Career paths and various levels of management
  • Managing self, health, family relations, career disruptions
  • Up close and personal side of being a City Manager
Why Measure Performance?
• It clarifies the purpose

• Confirms that actions/programs support the mission

• It shows how we are doing (generates feedback)

• Helps to focus on results—not just working hard

• It becomes a means of recognition—(reward systems)
Is measuring important?
• If we measure change, we can reward the results

• Organizational health, ongoing work and projects all need

• ―Managers have to create a feeling (culture) that what
 people do day to day (activities) to advance the mission of
 the agency really is important…..they want to see their
 efforts matter and their progress measured.‖ David
 Osborne, Harvard Business Review-May/June 1994
Difference between Efficiency &

• Efficiency: Doing the right things with the best use of
  • Measurement: How much did we do?
  • Measurement: How much did it cost?

• Effectiveness: Doing the right things well
  • Measurement: What did the customer think?
  • Measurement: What was the quality of the work?

  Taken from Effective Enterprises: Integrating Performance
  Measurement and Management in the Public Sector 1997
What is Quality?
• Timeliness
• Conformance to Standards
• Accuracy
• Completed vs Scheduled
• Customer Satisfaction
• Workplace/Worklife Quality

       We must measure what is applicable!

       ―Employee involvement in selecting measures and
       scorecards will revolutionize the measurement
       process in any organization that dares to try!‖
       Dean R. Spitzer, February,1996 AMA Magazine
What are key measurement areas?
• Condition (accuracy)
• Timeliness (cycle time)
• Customer Satisfaction
• Cost
Types of Customers
           DIRECT     INDIRECT


Alignment of Measures
• Strategic (1-5 years)

• Tactical (monthly or quarterly)

• Operational (daily and weekly)
The Manager as a ―Coach‖
• Manager must get the best effort and performance from
  each subordinate
• The Manager/Leader is constantly trying to help people
• Coaching ―on the job conversations‖
  • Manager initiates the conversation….
  • It is done on a regular basis
  • It is job oriented
  • It is positive with emphasis on training and teaching
  • Manager will often offer advice or share an experience
  • The objective is improve job performance of an individual or team
The Manager as a ―Coach‖
• Leader/Manager must get the best effort and performance
  from each individuals and teams
• The Manager/Leader is constantly trying to help people
  and teams improve
• Coaching ―on the job conversations‖
  • Manager initiates the conversation….
  • It is done on a regular basis
  • It is job oriented
  • It is positive with emphasis on training and teaching
  • Manager will often offer advice or share an experience
  • The objective is improve job performance of an individual or team
Minh Le, President
Wilfred Jarvis Institute
• Minh Le is President and founder of the Wilfred Jarvis Institute,
  a training and consulting organization, based in Cupertino,
  California, dedicated to achieving lasting effectiveness and
  results in leaders and their organizations. Mr. Le provides
  senior executive coaching and selection, leadership
  development, group and team effectiveness training, and
  facilitation of major organizational initiatives.
• Minh has more than 20 years of management experience in the
  high-tech industry. He has been with Hitachi Data Systems as
  Vice President of Marketing, Vice President of Leadership
  Programs and Vice President of Organizational Effectiveness.
  His broad base of experience includes marketing, sales,
  systems engineering, and business program management for
  Hitachi, IBM and StorageTek.
The Manager as a Motivator
Influencing in a Positive Way!

1st Ethos (Credibility)
2nd Pathos (Emotional)
3rd Logos (Logical)

Minh Le, CEO Jarvis Institute
Focus on Feelings not Opinions
• I understand (acknowledgement)

• How do you feel? (emotions)

• What is it you want? (what can I do for you?)
 Minh Le, CEO Jarvis Institute
Team Case Studies
• PADM 214 Team Case Study Guidelines—Spring 2011
• The Team Case Study Project is valued at a maximum of 100 points
    as noted in the Class Syllabus. There will be two teams, each
    consisting of five classmates. Each team member will be graded
    equally. The team will select a Team Leader. The Team Leader will
    have the primary role of leading the planning and decision-making
    process as well as being the key contact with the instructor. In
    addition to the Team Leader, each team will select a Facilitator. The
    Facilitator’s job is to assist the Team Leader to ensure work is divided
    evenly, and that processes are followed and milestones met. The
    Team Members make up the rest of each team, and they will through
    their research and presentation efforts, be equally important in their
    role as the Leader and the Facilitator.
•   Grades will be based as follows:
•   Evidence of Research and Quality of Analysis (30 points)
•   Quality of Written Report and Citation of Sources (25 points)
•   Basis for Findings and Recommendations/Conclusion (30 points)
•   Quality of Class Presentation (15 points)

• Case
• After reviewing all of this input the Mayor and Council
 have voted to direct you and the administration to lay the
 framework for a City-owned renewable energy, solar
 photovoltaic plant. You’ve been asked to select a City-
 owned parcel(s), to produce 20 MW of power. You are to
 produce a report back to Council that identifies the best
 site from an economic, environmental and social justice
 standpoint. The Council would like the following
 information in the report:
Council would like the following
information in the report:
•    What factors, criteria and preliminary research should be conducted to identify and
    ultimately select the best site(s) for such a facility,
•   How does this proposal align to the City’s adopted Green Vision,
•    If no federal funds are to be used on the project, what environmental clearances would be
    required, and the timeline for production of analyses on air, water, resource and habitat
•   What type of business models exist for the financing of such facilities, excluding
    redevelopment agency financing,
•   What are the biggest consumers of electrical energy in the City’s operations? How do they
    compare to the goal of a 1MW solar plant, and can energy credits apply to various City
    buildings/operations not at the same site as your proposed solar facility,
•   What will be the staffing needs during evaluation, and presuming the project is a ―go‖, during
    design, operations and maintenance
•   How will you communicate to the unions that would likely be involved in the ongoing
    operation and maintenance of such a facility
•   Following the will of the community, how will you implement a two-tiered compensation plan
    in these new jobs, and what legal steps must you go through to create these new jobs
•   The elected officials and community strongly suggest a new classification of employee for
    these jobs. While they have not determined the class title, strong suggestions are coming in
    along the lines of ―green energy maintenance worker‖ or ―renewable energy technician‖

You are to assume the role of Laura Snideman. In a
fictional closed session, the Council has asked you and the
City’s legal counsel to advise them on bankruptcy in an
attorney-client protected memorandum (undiscoverable in
court), and the steps the City would have to take to
undertake to unincorporate.

They tell you that: ―While the transfer of our Police staff to
San Mateo County Sherriff’s Office was one of most difficult
decisions we’ve ever had to vote on, we must be thinking
out long-range and not just year to year survival.‖
Specifically, they want to know:

• How does bankruptcy for a public agency work in
  California? For example, what are the procedural steps,
  who decides; how long does it take, what happens after
  bankruptcy, etc.
• What role does LAFCO play?
• Provide an example of one or more California cities who
  has gone through the procedure, and how that would play
  out in Half Moon Bay.
In the form of an attorney-client
protected draft memorandum to
• Describe how, when, and where would you begin to advise the
 community and your employees. Will you present alternatives,
 and if so, they must be long-term fixes, not band-aides?

• The memo should also include issues such as:
   • What will bankruptcy mean to our community’s public safety? Who will
     protect us from fires, or respond to medical emergencies, or fix a
     damaged bridge? What will happen to our staff and their retirement
   • Beyond contracting out the Police Department, is there anything you
     could recommend resulting in major savings, and creation of a rainy
     day reserve to begin the road to recovery
   • Are there any real solutions to this problem you have brought forward
     that our community would support? They ask you to please, think out
     of the box for some real ideas, and not smoke and mirrors.
Connie Martinez, Managing Director & CEO
1st Act: Silicon Valley

              Connie Martinez
              Managing Director & CEO
              Connie has lived in California since 1986, holding several
              leadership positions within the community including Executive
              Director of Children’s Discovery Museum of San Jose,
              Director of Strategic Initiatives for University of California
              Santa Cruz, Vice President for Joint Venture: Silicon Valley
              Network and Deputy City Manager, Planning Director and
              General Services Director for the City of Mountain View, CA.

              Prior to moving to Silicon Valley, Connie lived in Boulder,
              Colorado where she developed business plans and marketing
              strategies for manufacturing companies in the Rocky Mountain
              region and in Rochester, NY.

              Connie is the former board chair and currently on the board of
              the American Leadership Forum-Silicon Valley, and is a board
              member of the Monterey Bay Aquarium and the Board Chair
              of Bring Me A Book Foundation. In addition, she is a member
              of San Jose Rotary, and the past chair of the San Jose Arts &
              Culture Roundtable

              Connie has a BS in Finance and an MBA in Information
              Systems from the University of Colorado. Connie enjoys
              modern art, white water rafting and spending time with her
              grandsons, Aaron and Noah.
Strategic Focus: Silicon Valley's Urban

• Desired outcome: A thriving social, cultural and
    economic hub that:
•   looks and feels like Silicon Valley's City Center
•   attracts a creative and multicultural workforce
•   provides an urban living option for Silicon Valley
    residents; and
•   invites business incubation and expansion
Connie’s messages:
• Suspend Judgment
• Two sources of community funding: government and
•   ―Culture eats Strategy for Lunch‖
•   Truth is Earned
•   Power is in the Conversation
•   The strongest leaders are good listeners
•   Leadership is not the ―Title‖
•   Place-making & Community-building-cultural stewardship
•   We are a ―Valley of Libertarians‖[-monetize ideas, concepts and
•   1st Act SV is a Catalyst Organization
•   Silicon Valley has catapulted in global leadership
•   And………so many more…
Harvard Business Review Articles

• Deep Change How Operational
Innovation Can Transform Your
Company, by Michael Hammer

• Change Management in Government
• ―adopting and adapting some goals
and methods that have been proven in
business‖, by Frank Ostroff
Striving to Achieve my Vision!
• My vision for this class was to help you do your best
 through active discussion, by sharing real life
 experiences, hearing from successful leaders and by
 having you perform complete and thoughtful work on your
 assignments using the class syllabus as our contract. I
 sincerely hope the material we have covered in the last
 three months has helped you in some way to focus on
 your vision and to identify and take the necessary action
 steps to achieve it.

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