Good to Great Strategies For Your Community

1. Good to Great Strategies For Your Community July 23, 2008 Tucson Felicia Logan, ICMA Director of Leadership Development

2. Good to Great Resources • Good to Great by Jim Collins • Good to Great and the Social Sectors by Jim Collins • Moving Your Community from Good to Great – A DVD for ICMA members • www.jimcollins.com

3. What We’ll Cover • Level 5 Leadership • Plus Legislative leadership • Scenarios • Values and Practices • The Local Government Resource Engine • Tapping into your community • Turning the flywheel • The Stockdale Paradigm • Q&A

4. 5–Level 5 Executive 4–Effective Leader 3–Competent Manager 2–Contributing Team Member 1–Highly Capable Individual

5. Level 5 Builds greatness through personal humility and professional will

6. Big Hairy Audacious Goals

7. Creating a vivid Description That’s no BHAG! That’s a BEAR!!!

8. Big Hairy Audacious Goal Five Criteria of a good BHAG: • They are set with understanding, not bravado • They fit squarely in the 3 circles of the hedgehog concept • They have a long time frame- 10-30yrs • They are clear, compelling and easy to grasp • They directly reflect your core values and core purpose

9. Building a good BHAG A good BHAG begins with understanding core values and core purpose. • Please turn to the Core Values Work Sheet • Take 3 minutes to think about and list at least 5 of your deeply held core values

10. Test the Core • At your table please read the results of your core values list to the group • As a group identify the core values that you share • “Test” the shared values by answering “yes” or “no” to the 6 questions on theCORE VALUES WORK SESSION sheet. • Be disciplined in reviewing the core values to make sure that they are timeless core values—what you truly believe and have always believed at a deep core level—not aspirations of what you would like to be or see the organization be in the future. • Once core values are agreed upon please write them down so you can use them for the next step

11. Create a Purpose Statement • Using the 3-5 values shared as most core to your group, create a core purpose that reflects who you are and what you stand for as a group. • After the core purpose statement has been written “test” it against the 6 questions. • Each individual should “test” it independently. • Once verified write the core purpose statement so that you can share it with the larger group

12. Values and Practices • Let’s listen to what Collins says about Values and Practices

13. First Who, then what • Get the right people on the bus. • What is the “bus”?

14. Get the right people on the bus When hiring ask: “What would it take, in terms of human capital, skills and abilities, to move the organization from good to great?”

17. Get the right people on the bus Operate from a position of strengths 2 million interviews over a 30 year period of the “best of the best” yields list of 32 inherent strengths—build on strengths to build great organizations

18. Free podcast • Download from iTunes • Marcus Buckingham • Using Your Strengths to Find the Right Career—its not “just a job, it’s a lifetime”

19. Get the right people on the bus In the public sector we… Make a difference that is visible Add meaning to work Create passion, commitment, and emotional investment Leave a legacy

20. Skills You Need • Understanding that the path to what…is who • Understand the Power of Inclusion • Ability to use language effectively and powerfully – Persuasive • Finding Shared Interests • Coalition Building—Political Currency

21. Level 5 Leaders Drive

22. Connects with “Hedgehog” • Piercing clarity about how to produce the best long-term results • Exercising the relentless discipline to say “No” to opportunities that fail the hedgehog test.

23. Good to Great • Clip 4-The Resource Engine

24. Your Resource Engine? TIME • Attracting staff at lower than private sector rates • Community volunteers • Partners from the business community • Partners from the cultural community

25. Your Resource Engine Money • Tax base • Relentless focus on using funds to best achieve the mission • Other sources of funds

26. Your Resource Engine Brand • Emotional connection to community • Goodwill creation • “Mindshare” of residents and other stakeholders

27. Your Resource Engine Depends heavily on maintaining public support!

28. Turning the Flywheel

29. The Local Government Flywheel What turns the flywheel in your organization? • Consistency not “flash” • Staying true to core values • Stakeholders believe in mission and… • Have faith that they can deliver • To do the most good, say no to pressure to stray from mission

30. In Most Local Governments… The smaller flywheels of Parks, Public Safety, Public Works, Planning, etc. are turning the larger Community Flywheel Key is that they are all in sync

31. Good to Great—nobody ever said that this would be easy Stockdale Paradigm

32. Good to Great The Stop Doing List If someone gave you 5 years to live or two million dollars how would it change your life? What would you stop doing? What’s the one change you could make today in your personal or professional life that would take you closer to your personal BHAG?

33. ICMA University thanks you for participating in this special session. We hope that you have enjoyed using the concepts of Jim Collins, that you will share these ideas with your organization, that you will enthusiastically answer “YES!” when asks you

34. Recommended reading • Now, Discover Your Strengths by Gallup • A Whole New Mind: Moving from the Informational to the Conceptual Age Daniel Pink • Good to Great in the Social Sector Jim Collins • Leadership: an Art of Possibility Rosamund and Ben Zander

35. Thank you ICMA U “from researching your first job to leaving a legacy”