Jeff Fielding is the Chief Administrative Officer of the City of Burlington. He is also a good friend of mine. I have known Jeff for over a decade. He championed a multi-year leadership program for his managers when he served as the Chief Administrative Officer in London, Ontario. Jeff and I collaborated on the delivery of that program. I enjoy listening to his views on leadership in the public sector. We continue to stay in touch and, on occasion, I seek his advice. We met about a month ago and Jeff shared with me some ideas on leadership that I think are important for every leader to consider.
First, Jeff stressed the old adage that personnel is policy. This means that the people you hire is the policy you'll implement. Leaders should understand that if people's hearts and heads are aligned with what is going on in the organization - they pick the people who genuinely share their vision, mission, and values - then they'll be likely to achieve many of the objectives they set out to achieve (and do it faster). So it is important to consider several questions when hiring: Why are we here? What is our mission? What are our core values? How do we want to behave? What are the principles that we are going to have to put in to place to run an effective and efficient organization? How are we serving the community beyond our jobs?
Second, when recruiting, Jeff looks for a specific individual. In his words, "First comes the heart." Do you care about serving others? Do you get satisfaction from making other people successful? Can you live with the fact that not every day you're going to get a pat on the back? You may get 10 criticisms for every pat on the back. Are you prepared to live with that? He would rather choose people with average abilities but who bring the appropriate mindset and take satisfaction in helping others over the most excellent employees who are really here for the entitlement, or for a stopgap because they can't get a job in the private sector just yet.
Third, commitment is critical. Charlie Parker, a jazz musician back in the '30s, '40s and '50s, once stated - "If you don't live it, it ain't going to come out of your horns." He is basically saying that if your goals and commitments are not in your heart then you are not going to be successful. As a leader, you must get yourself firmly grounded, start to identify the formal and informal leaders in the organization, and then figure out how they can help you deliver the message and the execution of the change you envision.
Fourth, Jeff reminded me to always consider where our authority comes from. In the public sector, leaders have the authority to act - that comes from enabling legislation. But the notion of permission space is something leaders in the public and private sector should consider. Take, for example, Toronto Mayor Rob Ford. He ran on the platform: "Cut Fat in Government." People bought into his platform and gave him a lot of permission space to do it. But he's chewed it all up through his dysfunctional behaviours. If leaders step outside their authority then the public will call them on it. The question then becomes how much permission space leaders have for the change they envision. This is the dilemma that you have when you are coming into the office new - typically, you don't have any collateral built up with anybody. How will you build (and sometimes rebuild) your collateral?
Fifth, build pockets of support. How do you provide safety to your people to take risks or commit to the change? The strength of their perceived safety comes from the leader. Employees will only have safety as long as their leader or champion of change is safe in the job. What happens if their biggest supporter is gone? Employees typically become more vulnerable and hence careful. People that may have an axe to grind with the leader and his supporters may reassert themselves. Heads may roll. Thus it always comes down to the personal relationship leaders have with people.
Sixth, Jeff has been involved in a lot of change initiatives throughout his career. One of his key learnings is nicely captured in a quote: "Always travel quickly when you're travelling over thin ice." Change is thin ice. The longer you go, the more protracted it is, the less likelihood there is of success. Leading change has to be a strategic, surgical operation that will get you from one point to another quickly. You need to have a roadmap that spells out where we are on this journey.
Seventh, one of the principles at Facebook is "Fail Harder." In most situations, leaders would want to create a workplace where people are not afraid to fail. To err is both human and necessary, provided you do it only once! Allowing people to stretch and fail helps to build their leadership competencies and character. Imagine what might happen if people were not afraid to fail. It helps to set up an organization for great ideas and innovation.
Eighth, one of the hardest parts of leadership is that it wears on you personally. You have to wear it seven days a week, 24 hours a day. You're always on. Everybody's looking for a crack in your commitment. Everybody's looking for a crack in you wavering from a decision that you've made. There is a personal wear and tear on you. Everything you are doing will be scrutinized - as people often say, "Living the examined life is a pain in the ass."
Ninth, and last, there's a quote from Pericles, a noted leader in ancient Greece, that Jeff often weaves into his presentations. "If Athens shall appear great to you, consider then that her glories were purchased by valiant men, and by men who learned their duty." Leadership is about ownership. You have to be courageous. You need to understand what your responsibilities are, and you have to be prepared to act. Make a difference. You have to be willing to invest. You have to take the risk that is involved in making things happen. You have to believe from the heart that what you're doing is the right thing. Do you truly believe in what you're doing? Your efforts may go unrecognized but they will add to the success of the team, organization and, ultimately, society.