Download - Kelvin Spiller Lessons and insights I’ve learnt in local government and elsewhere 28 May 2015
Kelvin SpillerLessons 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
The community has a louder voice through social media
Councils
To effectively engage staff, Council, governments and the wider
community, a CEO needs to have a set of leadership tools
The 3 Synergistic Skills – in your Leadership tool box
1. Technical and managerial skills2. Personal development and self-mastery skills
3. Social and emotional intelligence skills
You learn and grow by the
people you meet and the books you
read
“By the year 2010……..10 years from now, 90% of all you know will be learned between now and then”
Ability to motivate and develop work relationship skills are
essential
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”
There are good and bad examples and you learn from both
Silo thinking is good for storing grain or chemicals – but not for sharing corporate information
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
Role confusion just keeps
getting repeated over and
over again
Voluntary > Part Time > Full Time
Roles and Responsibilities
need to be clarified
1. Higher disclosure and public scrutiny on local government performance2. Community is far more vocal3. Lower level of personal
My focus as a CEO has been on •Providing CLARITY over CERTAINTY and•Clarifying the personal EXPECTATIONS
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
A local government CEO is neither staff nor political leader
They have to work strategically and operationally on both sides of the fence
The Head in the Sand Strategy
Turnover of CEO’s
Whilst it does not guarantee
success a CEO needs to have access to a set of
survival tools
The First 100 Days
The First DayThe First WeekThe First Month
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
WALK THE TALK
“Walk the Walk” by Alan Deutschman. Walk the Walk is the number one Rule for Leaders
Mayor / CEO relationship is crucial for success of the
Council
consciously and
systematically manage up