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In Local Government, Ideal Isn't Ideal Anymore
June 2, 2010
Posted by Marnie E. Green

Personally and professionally many of us have been content with the status quo. And it's worked for us. I know you are saying, "Hey wait! I'm innovative!" and you probably are in many ways. Still, we are now presented with opportunities to reinvent our world like never before. Let's take a look at the commonly held beliefs that we've always assumed were the pathway to success. For example, we've been told that:

  • Our home is our biggest investment
  • Leaders should be trusted
  • A college education will guarantee a secure future
  • A long career will lead to a a secure retirement
  • The stock market will always go up--eventually
  • Hard work will pay off
  • If you keep your nose clean, you will be rewarded
  • Public sector employment is stable and secure


The current economic recession has lead us all to reassess what "reality" really is. On an organizational level it may mean fewer customers served or reduced revenue. On a public level it may mean fewer services or reduced service hours to citizens. On a family level it may mean fewer meals eaten out or staycations instead of vacations for awhile. On a personal level it may mean giving up the gym membership in return for at-home workouts or fewer Starbucks visits.

The "way it used to be" will never be again. I'm confident that our future will be brighter and stronger than ever before. I'm excited about the possibilities of a new "reality" that is massively improved over our world today. To get there, we have to be willing to give up our "reality" in favor of a new ideal. We can't think outside the box anymore. There is no box!

The Eagles, one of my all-time favorite bands, has a song called, "Get Over It." It could be the anthem of 2010. We have to reassess our long-held beliefs and be willing to let go of "the way it's always been." We have to be willing to envision a future, be it professionally or personally, that does not look like today. I get it. I know it's a scary proposition. But we have to get over it and get on with it. And as leaders, our job is to help others get over it. The future is bright.

Resistance to change comes in many forms: bargaining, arguing, passive protests. You are probably seeing these behaviors in the organizations you are a member of. For example, the stakeholders in one of my client organizations are debating how to maintain current service levels with fewer resources. All the creativity and resourcefulness in the world will be necessary to meet that objective. The reality is that the ideals of the past are not a reality in our current environment.

The way things "should" be may not be relevant in today's world. What are your long-held beliefs about how things should be? How can you challenge the beliefs of others in order to create a new ideal?

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expectations, HR, ideals, public sector, strategic planning, the Eagles, vision

Ten for 2010
June 2, 2010
Posted by Marnie E. Green

When we are in the middle of turbulence, we look for the smooth patch of air.  That’s exactly what I saw a client do last week and it was a great example of providing vision in the midst of uncertainty. 

During my training on mid-year performance conversations for managers and supervisors at the City of Richland, WA, the City Manager Cindy Johnson made a brief appearance.  Ms. Johnson has been using a structured, focused strategic planning process to guide the City Council and the staff toward big outcomes and a new organizational culture.  She is making tremendous progress. During the training she told the group that it’s easy to lose sight of the contributions we each make to the bigger picture.  Amidst budget cuts and shifting City Council priorities, individual employees sometimes forget that their daily work is contributing to a better community.

To prove her point, she distributed an index card that she called “Ten for 2010.”  The card listed ten projects, community events, and organizational changes that reflect some of this year’s planned accomplishments.  A few of the items on the list were already completed.  She briefly mentioned each item and acknowledged individuals in the room who had contributed or supported each effort.  There was something on the list that reflected almost everyone’s work. 

The accomplishments included a redesign of the City’s website, progress made towards public works projects, and an upgrade to the City’s emergency communications system.  There was also something “new” on the list for everyone, illustrating that while each employee makes a significant contribution, they often do not know the collective result.

City Manager Johnson seized an opportunity to reinforce the contributions of each staff member through this simple exercise.  She also plans to take the “Ten for 2010” card to Rotary meetings and other community events.  She’ll make sure each Councilperson has copies that they can distribute too.

“Ten for 2010” is one little tool that can bring a patch of smooth air to your organization, even if you are facing turbulence.  What are your “Ten for 2010?”

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employee communication, focus, goal setting, human resources, Richland, strategic planning, vision, Washington

Performance Management: More Important than Ever
May 3, 2010
Posted by Marnie E. Green

In today’s business climate, public organizations are putting more emphasis on employee performance. In a climate of restructuring and downsizing, top performers are prized. And, with fewer employees on the payroll, managers are realizing they need to give extra attention to managing the performance of those who remain.

Clear expectations and outcomes, regular feedback, and praise and recognition are all no-cost tools that must be employed if an organization expects to thrive and prosper in this time of few resources. In fact, Bersin and Associates recently released a study that reveals that performance management is now at the top of organization’s priority lists. Forty-two percent of organizations have consistent, enterprise-wide practices for performance management. Another 29 percent have a process that is used by most groups throughout the organization. However, that leaves up to 30 percent of organizations with inconsistent or informal performance management practices.

This is troubling because the research also shows that organizations with defined performance management practices have experienced less downsizing, lower turnover among high performers, and, in for-profit organizations, twice the revenue per employee as organizations with informal or inconsistent practices.

The moral of the story is that if you are looking to do more with less (more productivity with fewer employees) it makes sense to look first to your organization’s performance management practices. Are the expectations for employee performance clear? Is feedback and coaching offered on a regular basis? Do employees clearly understand how their contributions add value to the enterprise? Are managers and supervisors confidently guiding the performance of each individual?

A few tweaks, a renewed focus, or a little training might be all that your organization needs to reap the benefits of a strong performance culture. What is your performance management system doing for your organization? 

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budget cuts, coaching, Communication, feedback, performance, Performance Management, performance management system, performance reviews, talent management, turnover

Engaging Public Employees Without a Budget
April 13, 2010
Posted by Marnie E. Green

According to The Gallup Organization there are 22 million disengaged employees that cost the American economy up to $350 billion per year in lost productivity, including absence, illness, and other problems that result when workers feel unappreciated. Ninety percent of voluntary resignations are due in part or initiated because the employee feels under appreciated by their manager. I'm betting public sector employees are feeling more disengaged than ever, considering the current economic environment.

In these challenging economic times, we need to look for ways to let employees know that they are valued more than ever. Here are ten no-cost ideas to try:

  1. Invite an employee to join you. You can convey your value for a team member by inviting them to join you at important client meetings or higher level team meetings. By exposing them to a new group and new discussions, the employee gains a new perspective and you have a chance to show them off to others.
  2. Spend some time together. Good old fashioned dialogue can go a long way when the conversation is with a boss who is busy. Once a week take 15 minutes to chat with an employee you haven't spent much time with lately. Ask open ended questions and show your interest. Use their name. Your attention is worth gold.
  3. Start a Red Plate routine. Find a plate (or basket or bucket) and fill it with something yummy. This could be homemade cookies, candy, or healthier treats. At a staff meeting, give the plate to the one person who had a great week. Tell them publicly why you appreciate what they did. Tell them that their job is to watch their peers over the next week and be prepared to present the plate, refilled of course, to a teammate who excelled that week. The plate will continue to be passed from team member to team member and the recognition becomes the responsibility of the group and not just the responsibility of the manager. You can substitute the red plate for a stuffed animal, a fun trophy, or other item of interest. One group that I work with uses a very unattractive statue of John Wayne--but it means so much to win the little guy!
  4. Duh...say thanks. In a recent survey sixty-three percent of employees ranked "a pat on the back" as a meaningful incentive. Saying thank you and meaning it is easy to do and can earn extensive goodwill. Call the employee to your office and just say thanks for a specific thing they've done. Nothing else should be the topic of the conversation.
  5. Post a Note. Write a quick thank you on a Post-It or other informal piece of paper and leave it on the employee's chair or on their desk. Be sure to write it in your own handwriting and be specific about what the employee did to receive your recognition.
  6. It's in the Name. When an employee creates a new form, process, approach, or other creative idea, name it after them. At staff meetings, in emails, and casual discussion, refer to the innovation as "Steve's form," "Judy's process," or "Jenna's tool."
  7. You're a Lifesaver. When an employee does something that really makes a difference for you or for the team, give them a pack of LifeSavers candies. Make sure you combine the gesture with a note or comment about what the employee did to save your life and why it's important to you.
  8. Ring the Bell. When a team member does something of note or when a customer expresses thanks for someone's work, ring a bell for the whole team to hear. Follow the ring with a quick announcement to the team about the person's accomplishment.
  9. Ask Them. Meet with each employee individually and tell them that they are a valuable part of the team. Ask them what they would like to do in the course of their work that would be new, different, enriching, and/or exciting. Then, do what is possible to give the employee an opportunity to pursue this interest.
  10. Listen. We all need to know that what we have to say is important to someone. Each day, focus your attention on an employee conversation with the sole purpose of just listening to what they have to say. Enter the conversation with curiosity about how they view the world and how that viewpoint can enrich the team.

Recognition doesn't have to be costly and it can go a long way to establishing a culture that is supportive, innovative, and productive.

What are you doing to engage and motivate employees in these difficult times? I'd love to hear!

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Communication, employee, engagement, management, motivation, performance, public sector

PPMA - Day 2
March 24, 2010
Posted by Bill Cole

My second day at the PPMA Conference began with a Legal Update session. Thinking about the topic and my late evening the night before, I thought that this would be a challenging session to get through first thing in the morning. I was wrong. Employment Law Barrister Stuart Chamberlain was informative and entertaining as he brought the delegates up to speed on the latest legislative and case-law developments. Listening to the cases, I was struck by how similar our two legal systems are. There were some differences in wage and hour and discrimination law, but there were distinct similarities that made the presentation easy for me to follow.

Continuing with the Conference's theme of leadership development, the next session was conducted by Professor Beverly Alimo-Metcalf of Bradford University. Her topic was "The Public Sector Skills Challenge for the Next Decade." The themes of her presentation were about the motivation and development of leaders and how government agencies can organize themselves better to motivate and manage change. Similarly to day one, there were a series of break out sessions held in two workstreams. I attended sessions on aligning organization development and business requirements to respond to the changing public sector delivery landscape and creativity and skills development master class. The master class session was very interesting as it purpose was to teach participants how to use story telling to further the change and development in your organization.

The last speaker of the day was Richard Gerver, former lead education advisor to Tony Blair. Richard was an incredibly engaging and passionate speaker. He spoke on the topic of creativity and innovation in human development. His command of the stage and passionate delivery was a perfect bookend to Dr. Dennis Kimbro's opening session. Mr. Gerver challenged the delegates to take risks and get out of our comfort zone. He took the full 90 minutes for his presentation, and I can speak for everyone in the room that we would have listened for another 90 minutes.

The evening concluded with the PPMA Annual Recruitment Awards and Gala Dinner. This black tie event (yes, I did say black tie...) is hard to describe. It is a formal awards evening with music, master of ceremonies, and video presentations. The awards portion was hosted by British author and comedienne Sandi Toksvig. Her clever humor was hysterically funny. Fortunately she only poked fun at Americans a few times. The purpose of the gala dinner is to recognize excellence in 17 categories related to recruitment advertising. The overall winner of recruitment work of the year was the British Antarctic Survey, who ran a series of print, television, and on-line employment advertisements.

I know that this experience has not fully sunk in yet, but I want to thank all the wonderful people at PPMA that I have met over the past 3 days. Particular thanks needs to be given to PPMA Executive Director John Tonks and PPMA President Dean Shoesmith. They both went over and above to make me feel welcome at this conference.

I also want to thank IPMA-HR, Executive Director Neil Reichenburg, and IPMA-HR President Maggie Whelan for granting me this opportunity. I was glad that I was able to share this experience with Maggie who travelled to the conference with her husband Tom.

Looking back, I am so glad that I approached Dean Shoesmith 2 years ago in Las Vegas to discuss his experiences with shared services. To quote Dennis Kimbro, "Sometimes its risky not to take a risk."

See you back in the States.

Bill 

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