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Political Astuteness

Political Astuteness. Leadership Academy Session #7—Political Astuteness Oct 22, 2015 Dr. Frank Benest frank@frankbenest.com. Graduation!. Our goals for Academy Two perspectives from graduates Presentation of certificates Comment from graduate Refreshments. Team Project Presentation.

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Political Astuteness

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  1. Political Astuteness Leadership Academy Session #7—Political Astuteness Oct 22, 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 Team presentation Two different worlds—policy & admin Thinking politically/acting non-politically Responding to “political ideas” TED.com video—Brene Brown

  6. Overview (con’t) Dan Rich—case study Resiliency Leveraging your Academy experience 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. Responding to “Political” Ideas Options • “Sure” • “No” • “Yes but. . .” • “Yes and. . .”

  11. 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

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

  13. The Power of Vulnerability

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

  15. 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

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

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

  18. My Career Journey Dan Rich, City Manager, Mountain View

  19. Case Study

  20. Case Study Campbell Historical Museum - 2006 Museum housed in first fire house/city hall (built in ’51). Registered as CA Point of Historic Interest Dedicated as museum in 1984. City (RDA) owns the property in downtown/retail core. Museum is beloved by core of civic leaders, including one outgoing Councilmember

  21. Case Study – the issue: Adjacent property owner interested in moving Museum to another site downtown and redeveloping three properties (first approached staff 9/06).

  22. Case Study

  23. Case Study “Heads up” email sent to Council 11/06. Consulted with long-term senior staff members. Council Downtown Subcommittee (including Museum board member) met 12/06 to discuss exploring feasibility of moving Museum (after getting formal letter from property owner in Nov). Supportive of study. Discussed issue off-line with another long-serving Councilmember. Council consideration of a feasibility study listed on “3 Month Calendar” for early 2007 discussion.

  24. Case Study Item agendized for March 07: “Authorization to proceed with considering proposals for a feasibility study that examines relocating the Museum” 3-2 vote to proceed (Mayor on losing side). May 07 item: “Authorization to issue contract and adjust the budget” (Phase 1 of study only)

  25. Case Study

  26. Case Study Council comments at May meeting: “I’ve never publicly disagreed with staff but I don’t like how this was done.” “Staff didn’t give us a copy of the developers letter” “Staff choreographed the timing and interest in this project” “The Foundation and Historic Board weren’t consulted” “Unethical to use public funds for private development.” “This is an RDA item on the Council agenda. We can’t take action tonight.” * quotes are not verbatim

  27. Case Study Next Steps: Went for peer counseling from a CM colleague! Discussed implications of moving forward offline with majority Councilmembers. Returned next meeting with RDA item. Opposing Councilmember presented an alternative: look at in the context of future library expansion. Alternative approved 5-0.

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

  29. Case Study Critique Dan's Response

  30. 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?”

  31. 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

  32. 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

  33. 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

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

  35. Congratulations!

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