LOCAL GOVERNMENT LEADERSHIP IN THE MANAGEMENT OF CHANGE

Lyn Russell PSMChief Executive Officer

City of Canning

FORCES DRIVING CHANGE

FORCES DRIVING CHANGE

Technological change/e-commerce

Legislative change

Workforce changes and the demise of “jobs for life”

Reduced government funding/grants

Pressure to drive down costs and improve efficiency

Unrelenting reform pressure from State governments

Skills shortages

The ageing population /workforce

Customer focus/service centres/customer charters/surveys and feedback

New approaches to leadership

v  E-commerce solutions (payments, purchasing, applications/lodgements, surveys etc.)

v Alternative sources of revenue/funding (grants, sponsorships, commercial activities etc.)

PROGRESSIVE ORGANISATIONS’ RESPONSES

PROGRESSIVE ORGANISATIONS’ RESPONSES (Cont.)

v More flexible workforces; seasonality, project management, reflecting worker needs

Community consultation and planning

Development of a performance culture:

- measurement/KPIs

- risk assessment and management

- benchmarking

- sharing performance results with employees and customers.

PROGRESSIVE ORGANISATIONS’ RESPONSES (cont.)

Identifying new key result areas, such as:

- customer focus

- financial agility

- community strengthening

- innovation & excellence

- motivated employees

- flexibility / adaptability to change

Innovative service delivery approaches (e.g. shared services,

insourcing)

PROGRESSIVE ORGANISATIONS’ RESPONSES (cont.)

Need for good public policy skills AND effective business management practices

Partnering with State/Federal government/“joined-up government”

Rigorous and professional corporate planning processes, linked to budgets and performance management systems

Receptive, not resistant, to change

THE CHANGING CULTURE OF LOCAL GOVERNMENT

LOCAL GOVT. EMPLOYEE 1980

 v  Enforcer of policy

v  Rules and regulations

v  Protect the Council

v  Risk averse

v  Bureaucrat

v  Subordinate

v  Delegated Authority

v  Impersonal

v  Reactive

v  Specialist

v  Avoid change

v Do things right

LOCAL GOVT. EMPLOYEE 2013

Problem Solver

Guidelines

Respect the Customer

Risk Manager

v   Team Member

v   Stakeholder

v   Empowered

v   Customer Oriented

Proactive

v  Generalist; multi skilled

v   Embrace change

v   Do the right things

THE DEMISE OF THE “JOB”

HOW ORGANISATIONS ARE RESPONDING

Being organised differently

Employing and paying people differently

Being managed and led differently

Developing new workforce policies

Training and developing workers in new ways and new skills

REWARDS ARE CHANGING

THE RISE OF THE “GOLD COLLAR” WORKER

NEW FORMS OF WORK

MANAGEMENT/LEADERSHIP IS CHANGING

KOTTER’S MODEL OF LEADING CHANGE¹

The Eight Stage Process of Creating Major Change

1. ESTABLISING A SENSE OF URGENCY Examining the market and competitive realities Identifying and discussing crises, potential crises, or major opportunities

2. CREATING THE GUIDING COALITION Putting together a group with enough power to lead the change Getting the group to work together like a team

¹ John Kotter, Leading Change, Harvard 1996

KOTTER’S MODEL OF LEADING CHANGE

Leading the Change Process cont.

3. DEVELOPING A VISION AND STRATEGY Creating a vision to help direct the change effort Developing strategies for achieving that vision

4. COMMUNICATING THE CHANGE VISION Using every vehicle possible to constantly communicate new vision

and strategies Having the guiding coalition role model the behaviour expected of

employees

KOTTER’S MODEL OF LEADING CHANGE

Leading the Change Process cont.

5. EMPOWERING BROAD-BASED ACTION Getting rid of obstacles Changing systems or structures that undermine the change vision Encouraging risk taking and non-traditional ideas, activities and

actions

6. GENERATING SHORT-TERM WINS Planning for visible improvement in performance, or “wins” Creating those wins Visibly recognising and rewarding people who make the wins

possible

KOTTER’S MODEL OF LEADING CHANGE

Leading the Change Process cont.7. CONSOLIDATING GAINS AND PRODUCING MORE CHANGE Using increased credibility to change systems, structures and policies

that don’t fit together / don’t fit the transformation vision Hiring, promoting and developing people who can implement change Reinvigorating the process - new projects, themes and change agents

8. ANCHORING NEW APPROACHES IN THE CULTURE Creating better performance through customer- better productivity-

oriented behaviour, more / better leadership, more effective mgmt Articulating connections between new behaviours, organisational success Developing means to ensure leadership development and succession

THERE ARE NO “SILVER BULLETS”

ATTRIBUTES OF MANAGERS AND LEADERS

THE 4 ROLES OF LEADERSHIP¹

¹ Stephen Covey, The Eighth Habit, The Free Press, 2005

NEW MODELS OF LEADERSHIP RESULTS-BASED LEADERSHIP -

Key elementsSET DIRECTION

(vision, customers,Future)

DEMONSTRATE PERSONALCHARACTER

(habits, integrity, trust, analytical thinking)

MOBILISEINDIVIDUAL

COMMITMENT(engage others,

share power)

ENGINEERORGANISATIONAL

CHANGE(build teams,

manage change)

HUMANITY AMONGST CHANGE¹

¹ Ted Scott and Phil Harker, The Myth of Nine to Five, VIVA 2006

LATEST THINKING ON LEADERSHIP……

¹

¹ James Sarros (ed): Contemporary Perspectives on Leadership, Tide University Press, 2011

LEADERSHIP POST AMALGAMATION AND THE GFC

¹

.

¹ Rosabeth Moss Kanter, Supercorp, Crown Business, 2009

MOSS KANTER (Cont.)

MOSS KANTER (cont.)

MOSS KANTER (cont.)

MOSS KANTER (cont.)