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