Post on 30-Dec-2015
© SDI February 7-8, 2008 Reiter – Page 1 of 42
GlennReiter
•President Glenn M. Reiter & Associates
•BS CE - Northwestern University
•Registered Civil Engineer
•45 years industry experience - both public & private
•Co-founder of the California Special District Association
•First Lecturer and Co-Founder of the SDI in 1969
© SDI February 7-8, 2008
Experience
Worked with Best, Best & Krieger Developing Special District Representation on LAFCO
First Chairman Special Districts Advisory Committee
General Manager Chief Engineer OTAY MWD
Past Director SDCWA
© SDI February 7-8, 2008
Effective District Leadership
Presented by:
Glenn M. Reiter
Glenn M Reiter & Associates
March 14, 2008Calaveras LAFCO
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© SDI February 7-8, 2008
• Planning• Organizing• Directing• Controlling• Communicating• Time Management
Leadership Basics
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© SDI February 7-8, 2008
• Planning is Not an Option
• IT IS A MUST
• Types of Planning
Operational
Administrative
Organizational
Emergency
Project
No Plan No Future
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• How Will You Be Operating 5 Years From Today?New Services?Level of Service?Drop Some Service?Staff and Skill Requirements?Funds Required?Impact of Regulations?
Operating Plan
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• Compliance With Reporting Requirements
• Board Support
• Public Information
• Overhead Costs
• Technology Changes
Administrative
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• Will the Current Organization Meet Future Needs?
• Is There a Better Way to Organize?
• Self ExaminationNumber of Personnel RequiredLevel of Training
Organization
© SDI February 7-8, 2008 Reiter – Page 9 of 42
Emergencies
• Natural Disasters• Man-Made Problems• What is Your Plan?
Call 911?Call FEMA?
• How Do You Relate to Other Public Services?
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Future Projects• Have You Developed a Master
Service Plan?• Master Facilities Plan?• Long Range CIP?• Long Range Finance Plan?• Examination of Revenue
Sources?
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Current Situation• War in Iraq• Budget Crises• Scandals • Threat of Legislation• Terrorism • Competition For Public Funds
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How Did We Get Here?
• New Century?
• Bad Karma?
• The Devil Made us do it?
• The Economy?
• World Events?
• Lack of Leadership?
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Lack of Leadership
• Failure to Act in a Timely Fashion
• Desire to Please• Lack of Courage• Self Interest• Power• Greed
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What is Our Greatest Fear?
• Failure?
• The Unknown?
• Uncertainty?
• Embarrassment?
• Public Speaking?
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Board-Management Relationship Changes
• New Expectations Surfacing
• Leadership Misunderstanding Their Roles
• Political Expedience in Decision-Making vs. Making the Hard Choices
• Less Policy-Level Decision-Making vs. Micro-Managing Staff Teams
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Leadership Demands
• If Not You,
Then
WHO?
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Why Are Some Agencies Better Than
Others?• Not One Element Makes
the Entire Difference But...
Primary Element is:
Leadership
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Keep Most Important Aspect in Mind
Balance Both Sides of a Decision--Keep in Proportion
Remain Open to Change
Winston Churchill’s Do’s
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“If you once forfeit the
confidence of your fellow
citizens, you can never
regain their respect and
esteem.”
Lincoln on Leadership
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“Don’t be terrified by an excited populace and hindered from speaking your honest sentiments.”
Lincoln on Leadership
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“Make consistency one of the main cogs in the machinery of your organization.”
“Make no explanation to your enemies.”
Lincoln on Leadership
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“Beware of subordinates who keep piling up information without ever really accomplishing anything.”
Lincoln on Leadership
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“Try not to make
mistakes when
you speak
publicly.”
Lincoln on Leadership
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General George S. Patton Patton on Leadership
• Qualities of a Great General
Tactically Aggressive (loves a fight)
Strength of CharacterSteadiness of PurposeAcceptance of ResponsibilityEnergyGood Health
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General George S. Patton Patton on Leadership
• Chief Qualities of Leadership Perfection of detail Personal supervision Thorough and detailed knowledge of the business
at hand A strong physical leadership presence The ability to set a personal example The ability to communicate - explain orders The commitment to ensure that orders are correctly
executed
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Leadership Skills/Traits
• Honesty
• Integrity
• Consistency
• Knowledge of Business
• Communicator
• Takes Responsibility
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• Is a Servant
• Has a Vision
• Never Satisfied With Own Performance
• Accepts Criticism and Learns
• Fair
• Does Not Dwell On Mistakes
Leadership Skills/Traits
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• Fixes the Problem Not the Blame
• Listens-Listens-Listens
• Mentors
• Not Easily Swayed by the “Crowd”
Leadership Skills/Traits
© SDI February 7-8, 2008 Reiter – Page 29 of 42
• Does Not Jump to Conclusions
• Friendly but Not Familiar
• Brings Out the Best In People
• Knows When to Act
• Does Not Get Shook Up
Leadership Skills/Traits
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• Maintains Self Control
• Leads by Example
• Instills Confidence
• Makes Decisions in a Timely Manner
• Trusts His Employees
Leadership Skills/Traits
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Who Does What?
• Fundamental First Question Avoid Confusion
• Agreement on Accountabilities Responsibilities Authority
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Director’s Self Evaluation
• Do I Understand My Agency?
• Do I Read and Understand the Agenda Package?
• Do I Do the Necessary Work to Come to the Meeting Prepared?
• Do I Remain Open-Minded to All Positions Presented on Agency Matters?
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Director’s Self Evaluation
• Am I Willing to Take Responsibility For My Decisions?
• Am I Willing to Abide by the Decisions of the Board, Even If They Are Not What I Want?
• Am I Willing to Accept and Live up to My Role As a Leader of My Agency?
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Director’s Self Evaluation
• Do I Approach the Agency’s Problems as a Resourceful and Innovative Problem Solver?
• Do I Respect and Invite Public Comment, Opinions, Ideas, and Criticisms?
• Do I Respect My Fellow Board Members’ Opinions, Positions, Ideas, and Concerns?
• Do I Respect the Competency and Importance of Management and Staff?
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Managers’ Self Examination
• See Attachment
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Characteristics of Proven Leaders
• Attention to Details
• Visionary
• Self Confident• Ability to Express
Themselves
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Personal Conduct
• Never ABOVE the Law... Always Within It
• Always Do the Right Thing
Go the Extra Mile
No Hint of Impropriety
An Example for Others
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What is the Role of the Board?
• Develop a Mission Statement
• Develop a Strategic Plan
• Staff Oversight
• Policy Making
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Staff Oversight
• Rely on Their Expertise
• Staff Must Execute the Plan
Must Be Developed with the GM
GM’s Input Vital to the Process
• Plan Must Be Well Thought Out: Staff Cannot Execute a Bad Plan Well
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Policy Making
• Board Must Define Responsibilities
• Board Must Give Appropriate Authority to Key Staff to Implement Policies
• Board Must Monitor Progress
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Giving Authority Commensurate With Responsibility
• How Much to Give?
• To Whom Do You Give It?
• How Much Support?
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Policy vs. Management - An Exercise
Time
Decre
asin
g S
taff
-In
cre
asin
g B
oard
In
volv
em
en
t
Policy
Management
1960 2000
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Summary of Duties of the Board
• Monitor Progress• Redirect, If Necessary• Provide Resources• Reflect Needs of the
Community in All Decisions
• Spend Money
© SDI February 7-8, 2008© SDI Feb. 7-8, 2007 Reiter – Page 44 of 42
Thank You I am Happy to Answer Your Questions