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Kelvin Spiller Lessons and insights I’ve learnt in local government and elsewhere 28 May 2015

Kelvin Spiller Lessons and insights I’ve learnt in local government and elsewhere 28 May 2015. Lessons and Insights. With the impact of technology. roles of Councils, councillors, CEO’s and their staff have changed. Work smarter not harder quicker and longer.

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Kelvin Spiller Lessons and insights I’ve learnt in local government and elsewhere 28 May 2015

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  1. Kelvin Spiller Lessons and insights I’ve learnt in local government and elsewhere 28 May 2015

  2. Lessons and Insights

  3. With the impact of technology roles of Councils, councillors, CEO’s and their staff have changed

  4. Work smarter not harder quicker and longer

  5. The community has a louder voice through social media

  6. Councils

  7. To effectively engage staff, Council, governments and the wider community, a CEO needs to have a set of leadership tools

  8. The 3 Synergistic Skills – in your Leadership tool box 1. Technical and managerial skills2. Personal development and self-mastery skills3. Social and emotional intelligence skills

  9. You learn and grow by the people you meet and the books you read

  10. “By the year 2010……..10 years from now, 90% of all you know will be learned between now and then”

  11. Ability to motivate and develop work relationship skills are essential

  12. The reality is your knowledge consists of only what you know, and you don’t know what you don’t know When your ego “kicks in”

  13. There are good and bad examples and you learn from both

  14. Silo thinking is good for storing grain or chemicals – but not for sharing corporate information

  15. Bringing teams together in the one room at the same time and sharing knowledge and information is essential to create synergy in an organisation eliminate silo thinking by creating synergy and the benefits are exponential

  16. Voluntary > Part Time > Full Time Role confusion just keeps getting repeated over and over again

  17. Roles and Responsibilities need to be clarified

  18. 1. Higher disclosure and public scrutiny on local government performance2. Community is far more vocal3. Lower level of personal

  19. My focus as a CEO has been on Providing CLARITY over CERTAINTY and Clarifying the personal EXPECTATIONS

  20. How much does a sound past track record mean for a CEO?It seems in todays work environment a CEO is only as good as their last recommendation

  21. A local government CEO is neither staff nor political leader They have to work strategically and operationally on both sides of the fence

  22. The Head in the Sand StrategyTurnover of CEO’s

  23. Whilst it does not guarantee success a CEO needs to have access to a set of survival tools

  24. The First 100 Days The First Day The First Week The First Month

  25. Lifting performance and productivity and bringing about incremental change is one thing …………. …………. however coaching encourages conversations with enough edge to create insights and change perspectives

  26. WALK THE TALK

  27. “Walk the Walk” by Alan Deutschman. Walk the Walk is the number one Rule for Leaders

  28. Mayor / CEO relationship is crucial for success of the Council

  29. consciously and systematically manage up

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