Comments for How Gov Leads http://howgovleads.com Wed, 08 Feb 2012 18:01:38 +0000 hourly 1 http://wordpress.com/ Comment on Mobile Management – A Good Strategy or Just Disruptive? by Alfredo Carrera http://howgovleads.com/2012/02/08/mobile-management-a-good-strategy-or-just-disruptive/#comment-354 Wed, 08 Feb 2012 18:01:38 +0000 http://howgovleads.com/?p=649#comment-354 It is else evident in large multinationals. Mobile Management, coupled with the thrust to achieve short term results might be quite dangerous.
Several companies rotate their international executives every three to four years. It might well be planned, but if there is not a balance between the short and long term, managers may fall into the trap of letting the end justify the means.

]]> Comment on Hey Boss, I’ll be working from home today. by Nancy Dietl Griffin (@NancyDietl) http://howgovleads.com/2010/08/26/hey-boss-i%e2%80%99ll-be-working-from-home-today/#comment-330 Fri, 03 Feb 2012 15:46:22 +0000 http://howgovleads.com/?p=260#comment-330 Greetings All-
My public sector organization has implemented a Results-Only Work Environmen (#ROWE). ROWE is like telework 2.0. The focus on results is precisely what the public sector needs to demonstrate effective use of taxpayer resources. And it does requre a new leadership style. Feel free to contact me if you want more info regarding ROWE for the public sector. I would be happy to share our experience.

Best to you all!
Nancy Griffin
nancydietl@msn.com

]]> Comment on A Situational Approach to Leadership in the Public Sector by Jim Atwood http://howgovleads.com/2012/02/02/a-situational-approach-to-leadership-in-the-public-sector/#comment-327 Thu, 02 Feb 2012 18:45:26 +0000 http://howgovleads.com/?p=635#comment-327 Thank you very much for attending the session and for participating in this blog. If you have any further questions relating to this topic please e-mail me at jim.atwood@kenblanchard.com

]]> Comment on A Situational Approach to Leadership in the Public Sector by Jim Atwood http://howgovleads.com/2012/02/02/a-situational-approach-to-leadership-in-the-public-sector/#comment-326 Thu, 02 Feb 2012 18:44:13 +0000 http://howgovleads.com/?p=635#comment-326 This is a very difficult issue…and one around which we are looking at further research to more effectively address. When a leader comes into a position for such a relatively short period of time they often think they must change everything to show they are making a difference….making their mark. More often than not this doesn’t improve anything…it just induces change for change sake. What I would like to see in the research is what is being done that is effective in managing up to minimize the self-serving behavior that is not helping others accomplish the organization mission. If you would like to talk further on this topic, or to see the results of the research when it is complete, please e-mail me at jim.atwood@kenblanchard.com.

]]> Comment on A Situational Approach to Leadership in the Public Sector by Jim Atwood http://howgovleads.com/2012/02/02/a-situational-approach-to-leadership-in-the-public-sector/#comment-325 Thu, 02 Feb 2012 18:31:07 +0000 http://howgovleads.com/?p=635#comment-325 It often varies depending on the type of organization. Semi-militaristic organizations often tend toward being more directive and research type organizations tend toward being more accomodating. In general, across a wide variety of organizations, leaders will often try a single style with everyong and every situation. They will try to be very “hands on” and will be seen as micro-managers OR they will try to be very “hands off” and will be seen as abandoning their folks. Bottom line is that you are most effective as a leader when you adjust your leadership style to meet the individual’s needs not when you a style that may be most comfortable for you.

]]> Comment on A Situational Approach to Leadership in the Public Sector by Jim Atwood http://howgovleads.com/2012/02/02/a-situational-approach-to-leadership-in-the-public-sector/#comment-324 Thu, 02 Feb 2012 18:24:57 +0000 http://howgovleads.com/?p=635#comment-324 Some of the bigger mistakes are looking at these concepts as something you do in addition to your job. They are not additional…they are the core way of thinking as you do your job. When you think first of what a person needs to succeed on a task then what can I as a leader do to help them succeed it becomes second nature to apply these strategies.

Another mistake people make is trying to change everything at once. Start working with one or two people on a few tasks until you feel comfortable applying the concepts then expand.

Also, people will try to apply these concepts to “fix” their problem employee. This does not work. Leadership is a partnership and that means both parties must see it as a partnership to make it work. If you try using these concepts with a person who is unwilling to partner it will only lead to frustration. Start with someone you know is willing to partner.

]]> Comment on A Situational Approach to Leadership in the Public Sector by David Witt http://howgovleads.com/2012/02/02/a-situational-approach-to-leadership-in-the-public-sector/#comment-323 Thu, 02 Feb 2012 18:22:52 +0000 http://howgovleads.com/?p=635#comment-323 This blog, HowGovLeads posts new content on a weekly basis. If you would like to automatically receive a notification when new content is posted, use the EMAIL SIGN UP feature at the top left of the page. That’s the best way to make sure that you do not miss anything. Also check out Blanchard’s Ignite newsletter. It’s free and is published once per month.

]]> Comment on A Situational Approach to Leadership in the Public Sector by Jim Atwood http://howgovleads.com/2012/02/02/a-situational-approach-to-leadership-in-the-public-sector/#comment-322 Thu, 02 Feb 2012 18:19:31 +0000 http://howgovleads.com/?p=635#comment-322 This sounds like a person we would say has “regressed” in terms of development level. They can do the task to a higher level…they have already shown they can…but now are choosing not to. First thing I would do is have a conversation with them clearly outlining what was expected, what they were now doing, share my confidence in them to give the higher level, and ask what is now impacting their desire to give a higher level of effort. Often just asking the question and showing that you have noticed and care is enough to change the dynamics. Other times you might find an outside factor is involved…such as a family issue…and you may need to renegotiate some goals to relieve pressure until the outside issue has been resolved. And if the issue is simply that the individual has lost interest you need to provide a leadership style that involves behaviors that meet the needs of the individual as they currently exist. When an individual’s needs are met they usually go back to giving higher levels of effort.

]]> Comment on A Situational Approach to Leadership in the Public Sector by David Witt http://howgovleads.com/2012/02/02/a-situational-approach-to-leadership-in-the-public-sector/#comment-321 Thu, 02 Feb 2012 18:17:11 +0000 http://howgovleads.com/?p=635#comment-321 Do you have a question for Jim that we didn’t get to in the webinar? Jim will be here for about 10 more minutes.

]]> Comment on A Situational Approach to Leadership in the Public Sector by Steven Meilleur http://howgovleads.com/2012/02/02/a-situational-approach-to-leadership-in-the-public-sector/#comment-320 Thu, 02 Feb 2012 18:16:21 +0000 http://howgovleads.com/?p=635#comment-320 I’d be curious to hear more about how to deal specifically with the “mobile management” issue in the public sector … those in exempt (not FLSA exempt) appointed positions, who very often have a political agenda and an adversarial one at that … with the lack of continuity of professional leaders in the exempt positions, a strong leadership culture is hard to maintain … outside of your own sphere of influence …

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