Master Clerks Academy Donna Warner November 2019 1 Objectives - PDF document

11/18/2019 Master Clerks Academy Donna Warner November 2019 1 Objectives • Learn what elected officials and city/county managers expect from you • How to brief a decision maker • Tips for getting your message across 2 1

11/18/2019 LEADING AND GOVERNING 3 Context matters 4 2

11/18/2019 You are in the business of governing 5 Roles and responsibilities 6 3

11/18/2019 Administrative processes 7 Democratic theory 8 4

11/18/2019 Council manager form of government 9 SHARED GOVERNANCE 10 5

11/18/2019 11 View from the other side Elected leaders City and county managers 12 6

11/18/2019 13 PUTTING IT ALL TOGETHER 14 7

11/18/2019 Turn to the person beside you 1. What was the most important thing you learned from the speakers? 2. What are the implications for your role as clerk? 3. What will you do differently? 15 KNOW SELF, LEAD SELF KNOW OTHERS, LEAD OTHERS 16 8

11/18/2019 17 Governing Gaps 18 9

11/18/2019 Gap 1 Governing Professional Board Staff 19 Comparison Elected Officials Administration Characteristics Activity Persuasion Problem solving Players Representatives Experts Conversation “What do you know?” “What do you hear?” • Passion • Data • Dreams • Plans • Stories • Reports Intangible interests Tangible information, Components and symbols money, people, equipment Power (stories) Knowledge (deeds) Currency Dynamics Conflict, compromise, Predictability, cooperation, change continuity Adapted from J. Nalbandian, University of Kansas 20 10

11/18/2019 Gap 2 Department Manager Heads 21 Gap 3 Local Community Government Interests 22 11

11/18/2019 Gap 4 Professional Citizens Staff 23 How do you know? 24 12

11/18/2019 Conflict is about thwarted expectations 25 Assumptions and Ways of Thinking Behaviors Patterns of Behavior Leadership/Management Style Results 26 13

11/18/2019 “Hi, I am your clerk.” 27 What do they want to know? Who are you ? What do you do? How do things work in this city/county? What am I supposed to do? 28 14

11/18/2019 Try this How are my actions affecting your work performance? 29 NONVERBAL COMMUNICATION 30 15

11/18/2019 First impressions 31 Your mother was right 32 16

11/18/2019 33 BODY LANGUAGE It’s what you don’t say that matters 34 17

11/18/2019 Stand up tall and take up space 35 Reduce nervous gestures 36 18

11/18/2019 Check your tone of voice 37 Eye contact: Goldilocks rule 38 19

11/18/2019 39 Smiling and nodding 40 20

11/18/2019 Handshake = credibility 41 Checking your cell phone 42 21

11/18/2019 Accept a compliment 43 BRIEFING A DECISION MAKER 44 22

11/18/2019 Key components of a good briefing • Purpose • Audience • Delivery • Preparation • Message 45 45 46 23

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11/18/2019 BRIEFING IN PERSON 51 Steps to follow 1. Start with the purpose. 2. Explain the situation. 3. Describe the options. 4. Make comparisons between the options. 5. Make a recommendation. 6. Ask for the decision. 52 26

11/18/2019 One page issue paper • Background • Issue • Options • Recommendation 53 POWERPOINT PRESENTATION TIPS 54 27

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11/18/2019 63 Avoid jargon 64 32

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11/18/2019 69 Know your technology 70 35

11/18/2019 71 “ Be sincere, be brief, be seated.” Franklin D. Roosevelt 72 36

11/18/2019 Summary 1. Understand your audience 2. Frame the message 3. Select media type 4. Use stories, data, examples 5. Keep message brief, concise, free of ambiguity 73 EMAILS 74 37

11/18/2019 Writing emails 75 To email or not to email Is the email necessary? Pick up the phone. Sometimes a call is more productive than a chain of emails. Determine your goal: update, inform, ask questions 76 38

11/18/2019 Drafting the message Make the subject Get to the point. line specific and Stick to one topic. meaningful. Create separate Write like a emails for human different topics. Be brief and polite. 77 Add a signature Don't snap, AVOID USE OF Proof read and block with your growl, or bark. CAPITAL LETTERS edit before you name and Realize your tone send. contact might be information misunderstood. 78 39

11/18/2019 Pandora’s box 79 • Set aside email time. Schedule blocks of time to respond. Don’t let it eat up your day. • Sort and triage • Stay organized. Create files and folders. 80 40

11/18/2019 Managing your email Delete it. When in doubt throw it out. Delegate it Do it: Don’t spend more than two minutes on any one new email. If Defer it necessary, file and come back 81 Donna Warner warner@sog.unc.edu 919.962.1575 82 41