BAYWORK Maintenance and Asset Management Conference Keys to success in Public Water Sector Management: Lessons learned from the trenches

Transcription

1 BAYWORK Maintenance and Asset Management Conference Keys to success in Public Water Sector Management: Lessons learned from the trenches April 22, 2015

2 Overview Opening General Thoughts Keys to Success in Public Management Thoughts & Tools for Five Skill Sets Leadership Versus Management Your Thoughts 2

3 What This Talk Covers Personal Management Styles Individual & Organizational Values Staff Motivation & Management Program Development Ethics Decision Making Interpersonal & Group Skills Effective Briefings & Oral Presentations Is that all I need to know to be successful in public management? 3

4 Most Important Skill Set Leadership Within your group Within your organization Within the community Management is doing things right. Leadership is doing the right thing. 4 Peter Drucker

5 Six Key Ingredients for Success It s all about people Always work your boss priorities first Differentiate between public versus private Creation of the culture Process versus policy Check your ego but not your passion It s all about people 5

6 Thoughts & Tools for Five Skill Sets 1. Individual & organizational values 2. Ethics 3. Decision making 4. Interpersonal & group skills 5. Briefings & presentations 6

7 Individual & Organizational Values Thoughts Values are the core of an organization Values must be aligned Individually Organizationally A culture must be developed which lives and breathes the values Employees are attracted to organizations which are aligned with their values Without values (organization & personal) you will fail 7

8 Individual & Organizational Values Tools Top management must set guidance It needs to be a team effort Part of a process (strategic planning) Revisit and update Reinforce at all levels of organization 8

9 Ethics Thoughts Ever increasing level of scrutiny You must enforce You will be a target Your ethics may not be someone else's It s the personal ethics that are most difficult 9

10 Decision Making Thoughts The difficult decisions go up the corporate ladder Most decisions boil down to 2 or 3 foundational issues If you don t understand the issues or the technical aspects, do not be dogmatic A lawyer offers an opinion; a judge renders a decision Personnel decisions are the toughest Be prepared to tell the boss no - someone has to 10

11 Decision Making Tools Networking is invaluable Develop trust in your techies or scientists Learn to ask the right questions Have trusted staff prepare briefs or white papers (read & understand) Group decision making is the best as long as there is an accountable leader Develop a process and manage the process 11

12 Decision Making at AWWU is Well Developed We respond to both internal and external drivers The processes are interactive and complex Processes are continuously refined as improvements are identified 12

13 Interaction and collaboration takes place at all levels Policy Communication Decision Process / Process Reporting Board Tier 1 (Drivers) Tier 2 (Plans) Internal 13 Tier 3 (Programs) Tier 4 (Processes)

14 Interpersonal & Group Skills Thoughts One of the most important skills Your approach has to change to match individual s or group s dynamics not vise versa Must be honestly open to change, as change is continuous Work and friendships one if not both will fail Creation of a corporate culture sets expectations Learn your weaknesses and strengths It s all about people 14

15 AWWU is committed to promoting, recognizing, and celebrating success through a culture of continuous improvement. This means that we: 1. Treat everyone with dignity and respect. 2. Are TEAM oriented Together Everyone Achieves More. 3. Promote employee pride and motivation; enthusiasm is contagious. 4. Communicate effectively by using the right tools. 5. Are innovative and flexible, recognizing that change is continuous. 6. Measure and recognize Utility performance and customer satisfaction. 7. Are solution oriented and promote change. 8. Encourage open and honest communication; every employee has the opportunity to be heard. 9. Develop a broader understanding of Utility operations and finances. 10. Achieve Utility and professional goals by accessing tools and training. 15 We endorse continuous improvement; be a part of our winning team.

16 Leadership Versus Management Thoughts Leadership Vision Direct Inspire Followers Opportunities Change What is right Management Objectives Execute Perform Subordinates Control risks Look for stability Being right 16

17 Six Key Ingredients for Success It s all about people Always work your boss s priorities first Differentiate between public versus private Creation of the culture Process versus policy Check your ego but not your passion It s all about people AND You need to be able to both lead and manage 17

18 Applying these to Asset Management: one Utility perspective

19 It s like building and maintaining a structure: Risk Policy Service Standards Business Processes Team Collaboration Owner s Approval: Buy-in!!!

20 Leadership and Management: Buy-in Requires 3 C s (clarity, consensus, commitment); Clarity of vision (specific, inclusive, honest in scope) Consensus to move forward (willingness to accept the vision) Commitment to achieve vision (resources, priority to attain vision, perseverance to overcome resistance )

21 Kurt Vause, P.E. 907/ Questions 21