1. 1. Anoka County Community Health & Environmental Services
   Managers & Supervisors2010 -2011
   Leading in the Public SectorSession Highlights
   
2. 2. Learning Objectives
   
3. 3. Based on Kouzes & PosnersThe Leadership Challenge
   Fundamentals of Leadership
   Leading in the Public SectorSession 1
   
4. 4. Inspiring a Shared Vision
   Kouzes, J. & Posner, B. (2002). The leadership challenge. San Francisco: Jossey-Bass.
   
5. 5. Modeling the Way
   Kouzes, J. & Posner, B. (2002). The leadership challenge. San Francisco: Jossey-Bass.
   
6. 6. Enabling Others to Act
   Kouzes, J. & Posner, B. (2002). The leadership challenge. San Francisco: Jossey-Bass.
   
7. 7. Encouraging the Heart
   Kouzes, J. & Posner, B. (2002). The leadership challenge. San Francisco: Jossey-Bass.
   
8. 8. Challenging the Process
   Kouzes, J. & Posner, B. (2002). The leadership challenge. San Francisco: Jossey-Bass.
   
9. 9. Training Components
   Learning objectives
   Interesting, inter-active sessions
   
10. 10. Training Components
    Reflection
    Public sector orientation (research, readings & discussion topics)
    
11. 11. Training Components
    Inter-disciplinary, applied research
    Small & large group conversation
    
12. 12. Foundations Discussion
    
    • Barriers to Leadership
    • 13. Organizational
    • 14. Cultural
    • 15. Personal
13. Trust & Values
    Leading in the Public SectorSession 2
    
14. 16. Trust & Values Discussion
    
    • Enemies of Trust
    • 17. Situational
    • 18. Driven by process (or lack of process)
    • 19. Relational
    • 20. Behavioral
15. Values in the Public Sector
    Organizational
    Institutional
    Personal
    
16. 21. Trust & Values Discussion
    When distrust of government impedes your teams ability to carry out the mission & duties of public health.
    
    • How do you lead?
    • 22. How do you communicate more effectively?
    • 23. How do you sustain morale?
17. Leading process & people
    through
    uncertainty & chaos
    Change & Transition
    Leading in the Public SectorSession 3
    
18. 24. Change
    Theory
    Application
    Leading people & processes
    
19. 25. Knowing the difference
    Change happens to processes & things
    PEOPLE transition
    
20. 26. Leading through Change
    
    • Theory
    • 27. Big picture understanding
    • 28. Communication
    • 29. Planning
21. Leading through Change
    
    • WIIFM (Whats in it for me?)
    • 30. Knowledge of roles
    • 31. Celebrating wins small & large
    • 32. Recognition & credit
22. Public Sector Change Discussion
    Elections
    Budgets
    
23. 33. Public Health Change Discussion
    
    • Inter-governmental relationships
    • 34. Public health responses to external factors
24. Leading in the Public SectorSession 5
    Generations in the Workplace
    Mind the Gap
    
25. 35. Generations Defined & Understood
    
    • By age
    • 36. Traditionals
    • 37. Baby Boomers
    • 38. Gen X
    • 39. Millennials
26. Research & Trends
    Multi-disciplinary
    Aspects: Behavior, values, economic, health, experiences
    Generational perspectives
    Public at-large
    Clients/customers
    Direct reports
    Decision makers
    
27. 40. Generational ChallengesDiscussion
    
    • Sandwich & Club Sandwich Generations with the overflowing personal plates
    • 41. Motivation to work
    • 42. Expectation of workplace conditions & culture
28. Generational ChallengesDiscussion
    
    • Performance feedback
    • 43. Distinct values: public & private sector
    • 44. Communication preferences
    • 45. Generalists vs. specialists
29. Communications Emphasis Audiences
    
    • Generational
    • 46. Stakeholders
    • 47. Public
    • 48. Peers
    • 49. Direct Reports
30. Communications EmphasisMeans
    
    • E-mail
    • 50. Phones & Texting
    • 51. Website (web 2.0, interactive)
    • 52. Social Media
    • 53. Crisis & day-to-day
    • 54. Audience preferences, generational intuition, access, resources
31. and the art of being Assertive
    Decision MakingConflict Resolution
    Leading in the Public SectorSession 6
    
32. 55. Decision Making
    Process theory
    Components of bad decision-making
    
33. 56. Decision Making Discussion
    
    • Human behavior
    • 57. Angels & demons
    • 58. Risk, analysis paralysis
    • 59. Aggressive, assertive or passive
34. Styles & Behaviors
    Aggressive
    Assertive
    Passive
    (MN) passive-aggressive
    
35. 60. Assertiveness
    
    • Dale Carnegie was a man of timeless wisdom!
    • 61. Style used in gaining information or getting control of a situation can lead to:
    • 62. resolution,
    • 63. sustained conflict
    • 64. or a significant setback
36. Assertiveness in 2011
    In message
    In strategy
    In mental preparation
    
37. 65. Keys to AssertivenessDiscussion
    Persuasion
    Praise
    Communication
    Rapport
    
38. 66. Conflict Resolution Discussion
    
    • Causes
    • 67. Escalation
    • 68. Influence of personal style
    • 69. Strategies to gain Win or Closure
39. Tailored to
    public sector leaders
    Recommended Reading
    
40. 70. Evaluation to ensure applicability,
    interest, flow, retention
    Sessions: Linked & Foundational
    
41. 71. Special Thank You to
    Anoka County Community Health & Environmental Services leadership team
    Rina McManus, Ramsey County Public Health