developing tomorrow’s municipal leaders · image result for multi-generational workforce....

Developing Tomorrow’s

Municipal Leaders

MFOA Conference

Deerhurst Resort

September 20, 2019

https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjN77KLgbHKAhWB7iYKHS1QBaEQjRwIBQ&url=https://www.amcto.com/imis15/CMDownload.aspx?ContentKey%3D59ca0ede-d7e8-43ad-af4d-0a01a7113453%26ContentItemKey%3Dc000e3e0-8946-4a52-b270-163d385e12b1&bvm=bv.112064104,d.cWw&psig=AFQjCNGeIq3Jf3ENNQSvEnxbYxJX68Yt0w&ust=1453125654208643

Leadership

Developing Tomorrow's Municipal Leaders 2


Leader vs Leadership Development



Assessing Strategic

Leadership Capability…

1. Assess the internal & external environments

2. Clarify mission, vision & values

3. Discover & prioritize drivers

4. Create business strategies

5. Develop leadership strategies

6. Execute, perform & learn


Source: Chief Learning Officer


...Assessing Strategic

Leadership Capability

7. Lead change

8. Shape culture

9. Span boundaries

10.Leverage polarities

11.Create direction, alignment and commitment

12.Unleash performance potential


Source: Chief Learning Officer


Developing Tomorrow's Municipal Leaders

6


Priorities

• Strategic approach to priorities

• Council sets the priorities

• Communicate Council’s priorities

• Link recommendations to priorities


Strategies for Council Effectiveness


Reports

• Professional & thorough reports

• Reports that:

– contain all the options

– reek of professionalism

– recommend (where a recommendation is warranted)

– let politicians decide




Administrative Excellence

• Leave no room for Council involvement

• Customer service that resolves conflicts

• These reinforce the “rules”

Principled Advice

• Staff as Council’s first choice to get advice

• Advice that is based on solid principles

• Advice that is only adviceDeveloping Tomorrow's Municipal Leaders 9



Staff are Accountable

• Delegation is not without accountability

• This is the great equalizer

• Accountability should be:

– Part of the process

– Embraced

– Clearly communicated




Community Engagement

• Initiate & manage process

• Provide resources & expertise

• Clear communication of Council priorities

to community & to staff




Staying Ahead of the Game

• Anticipate change

• Evaluate change

• Respond to change

• Municipality as a leader on change




• A lot:

– Has changed

– Is changing

– Will continue to change

– Will always change


CHANGE


Public Meeting Provisions

• Investigations

• Clear advice & leadership from staff

• Staff as the “Municipal Experts”

• Staff as advisors & resource to Council


Some Current Changes


• Governance Review

• Accountability & Transparency

• Council Code of Conduct

• Integrity Commissioner

• Lobby Registration

• Auditor General


Some Current Changes


• These are the current Changes

• More legislated changes inevitable

• What non-legislated changes coming our way?

– Social Media

– The Environment

– Climate Change

– New or Fewer Services

– What is the Community really saying


CHANGE


10 Steps to Building

Effective Council-Staff Relations

1. It Starts & Ends with Credibility • Build Credibility

• Bring Integrity

• Do it professionally

• Do it consistently

• Do it everyday



2. “On matters of style, flow with the current;

on matters of principle, stand like a rock”





3. Good Fences Make Good Neighbours• This works both ways

• Good fences with Council

• Good fences with Administration

• CAO should be on a separate contract

• It can be a lonely, but necessary place





4. Take Care of the Little Things• It’s the little things that can create stress

• It’s the little things that act like a magnate for

attention

• “There is never time to do it right, but there is

always time to do it over”





5. Solving Problems• That’s what Governments do

• What you do for one, you do for all

• Revisit & refresh policies that don’t make sense

• Encourage a culture of public service

• How can I help someone today





6. Delegate Up Political Decisions• Be clear on all the options

• Be clear on your recommendations

• Delegate political decisions up

• Implement the political decisions





7. Staff are free to make recommendations

Council are free to make decisions• Then let it go





8. Close the Loop• Acknowledge inquiries

• Timely response

• Copy all of Council





https://www.bing.com/images/search?view=detailV2&ccid=E2p4VHEA&id=7E781636FD42F417B0AEAA172C9643FA7D25B16D&thid=OIP.E2p4VHEAmGGynOcClBISkQHaFs&mediaurl=http%3a%2f%2fwww.changefactory.com.au%2fwp-content%2fuploads%2f2011%2f02%2fBundle-of-colorful-electrical-36548230.jpg&exph=1230&expw=1600&q=close+the+loop&simid=608012852492438273&selectedIndex=11

9. Communication • Keeping Council informed on matters that will

come their way

• Eliminate the surprises !

• When the surprise occurs, apply Rule 1





10.Celebrate Success• Acknowledge efforts made to succeed

• Recognize team

• Tell the story to the community





Municipal Sector

• 444 Ontario municipalities

27

Tiers Population

• 173 Single Tier

• 32 cities

• 23 municipalities

• 28 towns

• 85 townships

• 5 villages

• 30 Upper Tier

• 241 Lower Tier

< 1,000

1,000 – 10,000

10,000 – 25,000

25,000 – 50,000

50,000 – 100,000

100,000+

80

191

80

28

31

34



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http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwjgkpi9_dTeAhXRY98KHSvUC18QjRx6BAgBEAU&url=http://dankr.ca/news/ontario-government-backtracks-municipalities-right-say-no-pot-stores&psig=AOvVaw3htLpkJO51LTJduk1p1b2y&ust=1542322494993166

Municipal Sector is Big Business

• Municipalities are responsible for:

–$41.0B in annual spending

–270,000+ employees

–26 different services provided [airports to zoos]

–Municipalities own & maintain 67% of all capital

assets in Ontario (Feds 10%, Province 22%)

–Municipalities receive only 9¢ of every tax dollar

collected in Canada (Feds 47¢ , Ontario 44¢)

28Developing Tomorrow's Municipal Leaders


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Careers in the Municipal Sector



Raising Public Awareness

• Better knowledge of local government by

public is essential

• Enhanced awareness of local government

by academia is critical

• Promote municipal career opportunities

• Quality programs & services

• Public confidence is improved

30



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Succession Planning

31



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ONWARD’s Academia Network



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Succession Planning

According to Wikipedia:

• “Succession planning is a process for

identifying and developing new leaders

who can replace old leaders when they

leave, retire or pass on.”

34



Succession Planning

• We must be prepared

• Need to develop the next generation of

municipal leaders

• Councils must support resource

development

• As community leaders…it is our duty

35



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Municipal Staff Eligible to Retire by Region

36

42%

44%

43%

44%44%



37



Mississauga’s Talent Management Journey

2004 Strategic Priority – Focus on Leadership


2005 Leadership Competencies Introduced

2006 City Manager’s Leadership Conference & Forums

2007 Director Succession Program Launched

2008 Leadership Talent Risk Assessment Launched

2009 Manager Succession Program Launched

2010 Leadership Readiness Program Launched

2012 People Strategy Approved

2015 Talent Management Strategy Approved


Multi-generational Workforce…

• What are the different generations in the workplace?

• Each group has its own distinct characteristics, values & attitudes toward work, based on its generation's life experiences

– Traditionalists...1925-1946

– Baby Boomers...1947-1964

– Generation X...1965-1980

– Millennials or Generation Y...after 1980



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Leaders Embrace Younger

Generations

• Help them grow

• Embrace diversity

• Work toward a greater purpose

• Prepare them for Industry 4.0

• Extend freedom, flexibility & responsibility

• Provide mentoring & coaching

opportunities



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Strategies for Cross-Generational

Leadership

1. Re-energize your compensation & benefits

2. Expand your communication strategies

3. Make mentoring a constant



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Changing Dynamics of Workforce

• Recruitment – Professional

– Technical

– Support

• Attracting, developing & retaining staff

• Poaching

• Compensation

• Work-life balance

• Wellness & EAP Programs

• Attracting the brightest & best

• Succession Planning value



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The Discipline of Success

• If you want to be successful, it makes

sense to be around successful people

• The people we are surrounded by have an

immeasurable impact on us

• Who you surround yourself with matters!



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Key Takeaway

• Succession Planning is a critical element

for successful leadership, knowledge

transfer and transitioning as new hires fill

vacated positions within the organization



Thank you



Contact

Tony Haddad

Haddad & Associates Consulting

[email protected]

StrategyCorp

Senior Advisor

[email protected]

519-990-5966



mailto:[email protected]

mailto:[email protected]

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