Machine Withdrawal: A Public Sector Furlough Frenzy

OK.

I admit it.

I have become my father.

Meaning... I have officially become the chronic workaholic.

I know that it was simply a matter of time...

This past week, coming off of the Christmas holiday, our public sector offices shut down

(save for primary, public safety functions) as a budget savings strategy.

Mind you, I completely agree with this leadership decision.

Drastic budgetary times require drastic budgetary solutions.

YES?

But this workaholic dude is climbing the walls.....

I don't really know why I am who I am.

I guess that a goodly part of this anxiety comes with the fact that 

I most definitely self identify with my work.  

NOTE TO SELF: Is that such a bad thing?

(me thinks) So many of my (younger) contemporaries are so easily prepared to disconnect.

Revel in it, actually.

Leave it in a heartbeat.... mid sentence even....

Thinking nothing of no check in, no idea development, no project brainstorm, no FUCKING BURN to connect and develop our process forward.... in spite of the mandatory break.

THEY JUST LET IT GO!

Part of me is (so) jealous of this Gen X (or GEN whatever) ability to step away.

No, not really...

It shows in their work.

It shows in their (in) ability to deliver.

Passion is either there or NOT.

In most cases, the younger staff member is more invested in those concert tickets scored for Friday or too eager to rush home (via the gym) to TIVO their obsession for desperate somethings on TV.

Ultimately, I am dealing with my withdrawal with some interesting readings.

Strategy development and mock time lines for my current department transformation project.

It has been time well spent, oh, and NEWS FLASH #2, I have spent some wonderful time with family, enjoyed several day trips and even made some significant accomplishments in my on-going backyard development.

As this mandated furlough week winds to a close, I am feeling rested and ready to implement and change.... and eager to hit the ground running in this exciting new 2012.

frenzied bureaucrat loves...

kdb

I am an Astronaut: A Northwest Christmas

I am an astronaut.
Sitting in my tin can... far, far away.
(thank you for the inspiration, Mr Bowie :)

Having just "landed" after a 12+ hour journey to the Seattle area from launch central (Modesto, CA) with five fully grown
adult and adult like bodies - I am finally starting to feel my lower extremities again... seriously.

The weather was fortunate, although I am fearful that it obliged only to get me here and that the trek home will make up for the
kind weather experienced during our orbital trip northward.
We shall see.

We make this moon landing every three years or so and have done so since the inception of this team called family.

My wife and better half is from the Northwest and this reciprocation is, well, only fair to retain the healthy connection with all limbs to this interesting family tree.

So now that we are here - have connected, done some arrival shots and the like - it is very easy for me to better appreciate the sacrifices that my wife makes every day being so far away from her own.

At a time in our evolution where all of us feel so (virtually) connected to friends and relations - there really is no alternative to being in the moment, in the place, and together.

This astronaut is very fortunate.
(and) most wiling to brave my tin can as often as my co-pilot desires.

All systems go.
Holiday loves to all.
kdb

Lady Momentum and the Machine

Momentum must be one fickle female.
One day, hour, moment she can make you feel like the winds' at your back, she's your savior deflector, your soul mate.
And then...?
BLAM!
She shrugs you off, toys with your sense of direction and enables your darkest side.

Lady Mo lives comfortably within the machine.

I have a colleague (who shall remain nameless), hard working and committed to assignment.
Because this person's work historically has cast them in a culture/organizational development light, as facilitator (and keeper) of all things mission, vision, and guiding principles - they have often been misunderstood by those drone elements who can't (or won't) look beyond their spreadsheets or their power walks at the bigger, broader importance of organizational purpose.... the collective priority.

So, one then two and now several (thanks to Lady Mo) are beginning to undervalue these critical priority components and along with this systems devalue they are in turn devaluing the work of my colleague . It is not so funny to see how negative perception (momentum) can catch on like a wildfire, spreading through a workspace or department like no body's business directly caused by children-like adults - playing with misinformation (virtual matches) and standing in some unauthorized kangaroo judgment.

It is damaging.
It is damaging for my colleague (obviously), but is also damaging to every individual within the sphere and most certainly damaging to the organization and the cultural collective.

At a time when public sector budgets are being challenged and re challenged by an economy in total funk - a focused and positive sense of organizational direction (complete with employee buy-in to priorities) should be a critical element to any recipe for healthy machine survival.

Lady Mo isn't interested.
She enjoys the petty interplays.
(and) She plays oh so well on the insecure (and under achieving) minds - the low hanging fruit that they are.

How to reverse this non-productive trend?
At a time when most are closing in, securing hatches and weathering this fiscal storm by looking inward with self-centric motives, the machine (well functioning ones anyway) need all forms of leadership to step forward, continue to share important priority messages and work transparently to develop coordinated consequence for those who continue to allow Lady Momentum to thrive and damage.

The machine survives because of strong channels of communication, open and engaging dialogue and a sense of shared purpose and direction. Without these core elements fully present, this fickle relationship will most certainly continue to break hearts and cultures... within the machine.

Urban Squirrels: Time Spent in NorCAL Academia

This weekend being the "big game" weekend between California Berkeley and Stanford, I thought that I would spend just a few moments reflecting on some time spent last week at UC Berkeley while attending a short course on aviation planning and airport reporting.

The campus at UC Berkeley is a typical urban university environment.

Somewhat dingy and most certainly over exposed to people, foot traffic and discarded containers of all types and sizes. During the day it is, well, not a very pleasant sight at all.

However, at night (at the corner of Durant and Telegraph) this all changes.

A buzz with people of all types, scurrying from this study session (or party) to that, the hum of energy, urgency and intelligence is most inspiring.

These urban squirrels, disconnected on the surface yet interestingly connected by the physical space they share - scurry and hurry and make their way to where ever, what ever they are late for with an urgency laced with just the right amount of youth nonchalance.

I enjoyed the time.

In a way, the experience made be feel somewhat closer to my own two sons - both currently racing, scurrying (and squirreling) their way at universities at opposite ends of this vast country.

So here's to the urban squirrels.

Here is to improving a struggling higher education system.

Here is to an ever innovative youth and the importance of the next wave.

And here is to a pleasant evening at the corner of Durant and Telegraph in downtown Berkeley.

If only we could tap all that energy....

The Year of Tens: Sustained Partnerships in Action

2009 marks the tenth anniversary for several very productive, civic change initiatives that should remind us all that an amazing community spirit of working together is alive and well in Stanislaus County, even in these times of bailout, foreclosure and uncertainty. 

This is the year of tens.

At a time when the media seem to douse us daily with bad news and worse news, three hallmarks of sustainability quietly (and productively) continue to make positive change.

In January, the Stanislaus Employee Mentor program turned ten.  The program crossed the 14,000 mentor volunteer hour mark and welcomed several new partners into the fold including the Stanislaus County Office of Education and the Modesto Lions 500 Club.  The program continues to inspire those children who benefit from the attention of a caring adult and equally connects with the employees who have found that by giving back to community, their own lives seem fuller, richer, and more purposed.  Muhammad Ali once said "service to others is the rent you pay for your room here on earth."  The Stanislaus County Employee Mentor participants pay it forward one child at a time.

In June, the Regional Tourism Round table, a public-private consortium of cities, chambers of commerce, convention and visitor bureaus, and tourism-centric businesses will also turn ten. This strategic work group has developed many outreach tools since inception, including a palm pilot based point-of-contact survey offered to the many fairs and festivals that take place throughout the year, providing valuable customer feedback data to those local planning groups who make those festivals happen year after year.  In addition to this value-added initiative, the Round table works collaboratively on multiple marketing projects, promoting to the region the many positive messages that are unique to Stanislaus County.  After all, image and perception are cornerstone to business retention, attraction and recruitment.  If we don't proactively tell our story,  others will tell it for us and too often those stories are the negative, sensational stories that are hardly a realistic reflection of life in our community.

In October, the community technology outreach strategy Connecting Stanislaus, will, you guessed it, also turn ten.  Connecting Stanislaus continues to make significant strides toward bridging a digital divide and providing technology education and training to our residents.

These programs are inspired by many, including policy makers, city staffers, chamber members, local businesses and a number of community sectors - from agriculture to non-profits.  The members of these impressively sustained partnerships believe in their community. They believe in an ability, when we work together,  to make positive change.

Yes, this is the year of tens... and in Stanislaus County, these work groups are just getting started.

 

A Little [Personal] Growth NEVER hurt Anyone?!

I am seated in the airport on a windy, rainy afternoon in Atlanta - on my way back from several very enlightening days at Training Magazine's - Training Summit 2009. An adventure that I have undertaken primarily due to the new culture shift management assignment that I have been recently writing about - you know the drill, share our early approach with hundreds of content and process experts and see how much of it appears to be on-track and realistic.... oh, and steal a couple dozen good to great ideas in the process!

Mission accomplished.

(and yes, we are so ahead of the industry curve. This has been a great validation)

I admit, it has only been several weeks (and one post ago), that I shared a personal sidebar example of what I had been calling the continuum theory of employee investment (see previous blog post on organizational change and culture for that detailed rant)

Confession Time....

So yesterday afternoon, I am sitting in a workshop being facilitated by a former Monk and his colleague CEO of a large multi-national energy/utility corporation (sounds like the first line to a bad joke). Listening to them tell their very compelling story of culture change, the former Monk shared a very powerful (multi-dimensional) employee empowerment model that completely tweaked my perception - honestly, it blew my previous perspective right out of the Red Sea.

In short, his model (called the 4 room apartment - originally conceived by Claes Janssen: The Four Rooms of Change Theory) basically argues that within any group or organization - heck, when any group of people come together, they exist in one of four "rooms" with regard to their behaviors, attitudes toward their work, work culture, and the like. Each of these rooms have a single door and the door to each room opens into the next room (in a counter clockwise direction) and in only ONE direction. (see graphic insert)

The rooms are pretty self explanatory:

- Contentment

- Denial

- Confusion

- Renewal

In the contentment "room" people are happy with the status quo and happy with where they are within the group or organization. In the Denial room, people are resistant and afraid of change. Likewise, in the Confusion room, people are anxiety ridden and lack self confidence, and, in the Renewal room people are in what amounts to a personal growth space - independent, creative and spontaneous.

The points being made resonated loudly with me:

ALL OF US ARE DESTINE TO OCCUPY ONE OR ALL OF THESE ROOMS OVER TIME!

The reoccurring message reminding me of the quote from John A Simone Sr. who said "If you're in a bad situation, don't worry, it'll change. If you are in a good situation, don't worry, it'll change."

Basically, people move from one room to the next when:

1. They are ready;

2. (when) Life invites them;

3. (when) Reality kicks them.

The former Monk pointed to his 20 years of corporate experience and shared with example after example that people are more willing to move (from one room to another) when we keep the doors open and we do this by letting go of our need to fix, judge or condemn them... which is basically what I was doing in my misinformed prior posting.

So, while I have learned lots about the positive course our culture change strategy seems to be taking during this best practice jaunt - I have also learned even more about my own (limited) perception of individuals within the machine.

I am officially trashing my one dimensional construct and looking forward to developing and deploying an appreciation for the more dynamic and fluent four room model. I guess what it really boils down to is actively shifting from a mandate or compliance stance to an invitation based, commitment seeking approach - which, in the longer term will most certainly prove far more long lasting and systemic.

Patience is a virtue, however, I am no Monk, so this will be an interesting new direction for me to explore and discover... a divine invitation, indeed.

Cheers!

Process Becoming Culture: A Case Study in Organizational Change

For years, Stanislaus County has experimented with off the shelf organizational management trends and techniques -from total quality management in the early nineties to the principles of Malcolm Baldridge through the end of the millennium. While these approaches had their relative successes, none quite "fit" our organization or our unique culture.

In late 2004, on the heels of a new and progressive CEO leadership appointment - the County began a very forward thinking process of developing its own organizational management approach. Not your off the shelf variety - this new direction, for a time, went primarily unnoticed to myself as I was deeply immersed in the multiple assignments and projects that define my contribution.

Recently (last spring) I was asked to take on a more hands on role with this approach - now three fiscal years into deployment, with the specific assignment to "market and educate line staff" to what has, to this point, been primarily a department head and senior leadership mandate.

A FEW WORDS ON THE PROCESS

Ours is a priority based framework.

County elected officials - working with senior department heads and executives have developed seven (7) core priorities. They are:

A Healthy Community

A Safe Community

A Strong Local Economy

Promoting Effective Partnerships

A Strong Agricultural Economy and Heritage

A Well Planned Infrastructure

Efficient Delivery of Public Services

These broad brush categories serve as guideposts to the various disciplines and departments that make up the Stanislaus machine.

Annually, each of the priority teams (comprised of those departments that align best with each of the priorities - i.e. Sheriff and Probation help comprise the Safe Community priority team) report out in public session to the Board of Supervisors, sharing their successes (and misses) related to goals and objectives self projected in advance of the fiscal year. The process is gaining a healthy momentum with senior leadership and has created a very open and honest forum for stretching and aspiring to better and more efficient deliveries of public service.

However, at this point (as I eluded to above) the process has been purposefully inspired from the top down - meaning, very little participation or input has been solicited from the many employee groups that bring our goals and objectives to life and who perform countless hundreds of varying jobs of work.

That is my directive: Share the priority process with the masses and develop an educational and social space to provide employees an opportunity (and the tools to empower that opportunity) so that employees from all walks have a better understanding of the process and more importantly - an understanding of how they fit into that process.

No simple task.

A CONTINUUM THEORY

Before discussing our implementation strategy I should probably make a quick disclaimer at this point, a disclaimer that I call my "continuum theory." What I mean is, (my belief and my opinion - not the collective) in all organizations (public and private) employee motivation and willingness to make cultural change can be measured on a simple continuum. Picture in your mind a horizontal plane. On the far right side of this plane you have your overachieving, mission dedicated types - you know the ones, willing to try new ways and embrace new policy and procedure. On the far left side are the opposites. Those employees who clock out early, forget their work by the time they hit the elevator and see any attempt to align work and culture as a waste of time and far outside the sphere of what they are paid to perform. Like most large organizations, ours has its fair share of individuals on both ends of this continuum - very fortunately, more on my theoretical right side than on the left.

However, it is not these extreme sways that our effort will focus toward.

After all, those on the far right will come along willingly just as those on the far left will balk and deny regardless of the perk or the purpose. No, the primary attention that our strategy will speak to are those (majority) employees who fall somewhere in the middle (or just left or right of the middle).

A STRATEGIC OUTREACH

Our outreach process is multi-pronged and includes a concerted effort to:

a) simplify the messages,

b) develop an organizational dialogue - to better communication, and

c) to provide tools for self analysis.

The primary outreach includes developing:

1. A Board Priority Handbook - a simple primer on the subject matter

2. Quick Start Primer - developed to align with department internal workshops

3. Monthly E-Newsletter - sharing best practices and tools

4. Intranet Web Presence - home base information and resource center

5. Improved Customer Satisfaction Survey development and deployment - including improved data collection and internal/external analysis

All of these tools will be shared to the organization in a phased approach.

This roll out will begin later this month and continue through quarter one 2009. Our goal is to reach 30% of all employees during calendar year 2009.

These are just the broad highlights of our employee outreach effort.

Rather than take this simple blog post to a white paper level - I have left out the specifics and time tables associated with the initiative.

Needless to say, this will be an organizational journey, one that will succeed or fail based upon buy in and ownership from policy makers, senior leaders and our wonderful, inspired employees.

Stay tuned....