Mayor Wiliams’s administration in the first place? Because of the large salaries and bit stock options you promised them? Or because you gave them an opportunity to accomplish something for their city? The answer is obvious. They joined your team because the mayor gave them an opportunity to establish a significant and public record of accomplishment. And that answer provides the key to keeping your team together and functioning — creatively and productively — during the last two years.
You want them to help build the mayor’s legacy. To do so, give them the opportunity to build their own legacy too
The Eight-Year Report
The vehicle for keeping everyone on board and focused is the eight-year report — the mayor’s eight-year report, and each department’s eight-year report (and maybe even each division’s eight-year report). So right now, decide that on December 31, 2002, Mayor Wiliams will hold a press conference to release her eight-year report. (Unless there’s a blizzard, it will be a slow-news day. The press will need a story, and you can give them one all packaged neatly.)
Next, decide what other departmental eight-year reports city hall will issue — one per day — in the week or ten days before the end of that year. The first one ought to be big — perhaps your budget director’s eight-year financial report. The last one, the one released on December 30, ought to be big too — perhaps your school superintendent’s eight-year education report. In between, you’ll need eight-year reports from the police commissioner, the fire commissioner, the parks commissioner ... one per day.
This is an opportunity for each member of your top team to shine — to establish his or her own legacy. The mayor ought to introduce, for example, the budget director, and say a few nice (general but quotable) words about how much the city’s finances have improved during the previous eight years. Then the mayor ought to leave and give the budget director a chance to explain what the budget bureau has accomplished over the previous eight years.
The daily release of these “final reports” will generate attention from both journalists and citizens. And they will provide a build-up to your own “final report.” By the end of December, people will be awaiting, anticipating, and speculating about what the mayor — and the mayor’s final report — will say.
The Departments’ Two-Year Performance Goals
But how can you be sure that your department heads will have something significant to report — that after two more years they will be able to write an account of their eight years that won’t be an embarrassment? That’s easy: Have them write their report now. Not literally, of course. But have them commit themselves and their organization to achieving some very specific goals by December 31, 2002. These accomplishments will become the basis for their final eight-year report.
To do this, you may need to hold a cabinet retreat — or perhaps two. At the first, you would discuss the proposed plan for the final reports and the strategy behind it, and maybe even work out the daily schedule for the end of December 2002. This session could end with your charge to your team: “In three weeks we will meet again to review, department by department, your performance targets for the last two years. I’d like each of you to report to back to us on what goals your organization will achieve over the next two years, and what specific accomplishments you will highlight in the eight-year report you will publish in December 2002.” Then, at the second retreat, simply go around the table asking each department head to specify his or her two-year performance targets and to outline the character of the department’s eight-year report.
Will all your department heads get it? Perhaps not. You may have to reject some of their targets — either because they are too vague or because they aren’t ambitious enough. But you should be sure that at least a few do get it — that they describe a strategy that can become a model for the others to adapt. Who usually goes first at these meetings? If there is someone who always leads off, work with him or her to be sure that they make a presentation that captures both the spirit and the details of your final-two-year strategy. Make sure that this individual will have some very specific stretch targets for the last two years, and a very detailed outline for the final, departmental eight-year report.
Energizing People in the Agencies
These performance targets provide a reason for your administration’s political appointees to serve out their last two years. These goals will give them a challenge, an opportunity to wrap up eight years of public service with a big win, and the privilege of leaving a visible legacy.
These performance targets can also provide a reason for your city’s career employees to work diligently during the next two years. Sure, they will worry about their future in a next administration; that’s only natural. And some will try to build political bridges to this candidate or that. But others will recognize that their best hope for future assignments lies in their professional reputation rather than their political connections. Moreover, these people, too, did not choose to work for Zenith City for the big bonuses or stock options. They also have (or, at least, once had) a sense of public service. And the performance targets for the next two years can rekindle their commitment to improving their city.
The Risk
Is this risky? Perhaps. Any time you commit to accomplishing a particular task by a particular date, you are taking a risk. For if you fail to meet this performance deadline, people both belittle your ineffective effort and criticize your paltry achievements.
Unfortunately, it is hard to accomplish much without first making a commitment. Why should you expect your people to work hard to accomplish something if you are unwilling to commit your administration’s prestige to the task? Without your own commitment — without the specific performance targets — your administration will accomplish little over its last two years.
Finally, think of the risk of attempting to run a business-as-usual administration for your final two years. Maybe you will be as lucky as Padre Angelas. Maybe it won’t snow. Maybe the unions won’t strike. Maybe the local economy will continue to expand, and tax revenues will grow accordingly. But maybe they won’t. And if things do begin to go bad — or even if things begin to look like they might go bad — some people will decide to leave before they are marred by an association with your failures.
Unless Mayor Wiliams is willing to commit herself and her administration to accomplish some very specific goals over the next two years, you and she will become the caretakers of a lame-duck administration, one that is hemorrhaging talent.
Agree or disagree? If you think you have a better way to deal with this month's Manager's Choice dilemma, or would like to expand on Bob Behn's approach, share your thoughts with other readers here. Send your solution to mailbox@governing.com. Please include your name, location, government or business title or job description, and a daytime phone number (for verification purposes).
To see responses posted by other readers, click here.
