Kelvin Spiller Lessons and insights Ive learnt in

Kelvin Spiller Lessons and insights I’ve learnt in local government and elsewhere 28 May 2015

Lessons and Insights

With the impact of technology roles of Councils, councillors, CEO’s and their staff have changed

Work smarter not harder quicker and longer

The community has a louder voice through social media

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To effectively engage staff, Council, governments and the wider community, a CEO needs to have a set of leadership tools

The 3 Synergistic Skills – in your Leadership tool box 1. Technical and managerial skills 2. Personal development and self-mastery skills 3. Social and emotional intelligence skills

You learn and grow by the people you meet and the books you read

“By the year 2010……. . 10 years from now, 90% of all you know will be learned between now and then”

Ability to motivate and develop work relationship skills are essential

When your ego “kicks in” The reality is your knowledge consists of only what you know, and you don’t know what you don’t know

There are good and bad examples and you learn from both

Silo thinking is good for storing grain or chemicals – but not for sharing corporate information

eliminate silo thinking by creating synergy and the benefits are exponential Bringing teams together in the one room at the same time and sharing knowledge and information is essential to create synergy in an organisation

Voluntary > Part Time > Full Time Role confusion just keeps getting repeated over and over again

Roles and Responsibilities need to be clarified

1. Higher disclosure and public scrutiny on local government performance 2. Community is far more vocal 3. Lower level of personal

My focus as a CEO has been on • Providing CLARITY over CERTAINTY and • Clarifying the personal EXPECTATIONS

How much does a sound past track record mean for a CEO? It seems in todays work environment a CEO is only as good as their last recommendation

A local government CEO is neither staff nor political leader They have to work strategically and operationally on both sides of the fence

The Head in the Sand Strategy Turnover of CEO’s

Whilst it does not guarantee success a CEO needs to have access to a set of survival tools

The First Day The First Week The First Month The First 100 Days

Lifting performance and productivity and bringing about incremental change is one thing …………. however coaching encourages conversations with enough edge to create insights and change perspectives

WALK THE TALK

“Walk the Walk” by Alan Deutschman. Walk the Walk is the number one Rule for Leaders

Mayor / CEO relationship is crucial for success of the Council

consciously and systematically manage up