Jeffrey Herman

Summer 2012 - The Public Manager

One of the most persistent questions facing leaders of government organizations is how to keep employees engaged, productive, and committed to serving the public. Leaders who understand and address what motivates their employees are more likely to hold on to their best people and maximize performance. In many cases, employee engagement rests on how well a manager understands employees, their reasons for working in the government sector, and how that information can be used to address employee needs. The Center for Creative Leadership and Booz Allen Hamilton conducted research to identify the reasons why people choose and remain in public service. The results shed new light on what drives employees in public institutions, and how leaders can keep employees engaged. Our research found that there are three profiles that describe different career orientations—mission focused, career focused, and those “stuck” with no other options.

Motivated by the Mission Or by Their Careers

The article discusses on the partnership developed between leaders and their advisors that contributed towards success in the business. The relationship of four CEOs with their advisors belonging to different organizations and industries were discussed in the article. They include Irmgard Hehmann, retired CEO from Gardenia Programs Inc.; Franklin L. Fox, CEO of Interface Solutions Inc.; Jeffrey Fetterman, president and CEO at ParagonRx LLC, and Cynthia McGeever, president at DerrJones Inc. It presents that leader-advisor relationship provides compatibility between the leader's needs and the skills and knowledge of advisors. The stories conveyed by the four CEOs suggest that strong relationships with advisors provides advancement and efficiency in business operations.

MATCH MADE

Decisions, decisions – how good at them are you?Decisions – either by you, your coworker, your boss, your family members, or your customer – drive your success, your lifestyle, and your attitude.As you’re contemplating what to do, or how to decide, there are stream-of-conscious thoughts that affect the final choice and the resulting outcome. Whether you’re buying something, working on a project, parenting, or making a sale, there are decisions you have to make that will determine theoutcome. Your job is to make the best one, the right one.Most people think decisions are made based on economics. The price. Most people are wrong. Decisions are made based on a myriad of elements, and price is only one of them. Perceived value is way more of a factor thanprice.The majority of decisions you make are based on existing emotion and perception, combined with previous experience – UNLESS you’re in politics, or corporate politics.Those (political) decisions are made based on what’s popular, what’s likely to be approved, what’s safe (nobody ever got fired for buying IBM), or what’s politically expedient – and almost NEVER based on what’s best for the whole of the country or the company.If you’re willing to think deeper about the decision making process for yourself, it may help you understand how others make their decisions. Especially if you’re in sales and your income and career are based on the decisions of others. The easiest way to understand the situation andother people is to first understand yourself, and how you make decisions.Regardless of the decision at hand – yes, no, put off, act, buy, don’t buy, date, or reject – the questions below will help your conscious and sub-conscious mind understand your decision making process AND help youunderstand the decision making process of others.Here are some of the thoughts that enter your mind AS you make choices:• What’s the circumstance?• What’s the reason?• What’s the motive?• What’s the risk?• What are the potential consequences?• What are my fears?• What’s the reward?• What’s the real issue?• What’s the real barrier?• What’s the money?• What’s the perceived value?• What’s the measurable value?• What’s the social value?• What’s the objective?• What is my desired result?• What am I hoping for?• What is the outcome likely to be?• What if it isn’t?• Who gets hurt?• Who benefits?• What are the elements?• What has been my past experience?• What is my experience-based knowledge?• Should I counsel anyone?• Do I have to decide now?• Is this temporary or permanent?• Do I trust the other person?• What’s the deadline or the urgency?• What is my gut telling me?Keep in mind all decisions involve some sort of risk. Risk involves and creates fear. The greater the risk, the more measured, deliberate, and collaborative the process. It’s always a judgment call, and fear often interferes with sound judgment.IMPORTANT NOTE: The decision to buy is made emotionally, and then justified logically. You make the decision, and then defend it – sometimes to a fault.The words “no brainer” have always bothered me in the decision-making process. When someone says, “It’s a no brainer” to me, I become alarmed. What they’re saying is, “Don’t think about it, just do it.” Not good. All decisions are “brainers.”To help you on the positive side of “decide,” ask yourself:• Am I doing what’s best for myself, or my company?• Am I taking the high road?• Am I choosing the best value?• Am I at peace with myself?On the negative side of “decide,” ask yourself:• Am I making an excuse to do it, even though I doubt the validity of it?• Am I justifying it before the facts are gathered?• Am I justifying it after the fact, and I knew it was a mistake?• Am I procrastinating?• Am I saying, “It’s the lesser of two evils?”• Am I only getting buy-in before the fact to mitigate blame?NOTE WELL: Fear of loss is greater than desire to gain. Fear of being wrong is more powerful than risk of being right. SIDE NOTE: Leaders emerge as they become fearless.As you’re trying to get others to decide on you and your product or service, keep top of mind how you make your decisions. The better you understand yourself, the more powerful you’ll be at “getting a favorable decision.”

Jeffrey Herman

About