© sdi february 7-8, 2008 reiter – page 0 of 42 glenn reiter president glenn m. reiter &...

© SDI February 7-8, 2008 Reiter – of 42

GlennReiter

•President Glenn M. Reiter & Associates

•BS CE - Northwestern University

•Registered Civil Engineer

•45 years industry experience - both public & private

•Co-founder of the California Special District Association

•First Lecturer and Co-Founder of the SDI in 1969

© SDI February 7-8, 2008

Experience

Worked with Best, Best & Krieger Developing Special District Representation on LAFCO

First Chairman Special Districts Advisory Committee

General Manager Chief Engineer OTAY MWD

Past Director SDCWA


Effective District Leadership

Presented by:

Glenn M. Reiter

Glenn M Reiter & Associates

March 14, 2008Calaveras LAFCO

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• Planning• Organizing• Directing• Controlling• Communicating• Time Management

Leadership Basics

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• Planning is Not an Option

• IT IS A MUST

• Types of Planning

Operational

Administrative

Organizational

Emergency

Project

No Plan No Future

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• How Will You Be Operating 5 Years From Today?New Services?Level of Service?Drop Some Service?Staff and Skill Requirements?Funds Required?Impact of Regulations?

Operating Plan


• Compliance With Reporting Requirements

• Board Support

• Public Information

• Overhead Costs

• Technology Changes

Administrative


• Will the Current Organization Meet Future Needs?

• Is There a Better Way to Organize?

• Self ExaminationNumber of Personnel RequiredLevel of Training

Organization


Emergencies

• Natural Disasters• Man-Made Problems• What is Your Plan?

Call 911?Call FEMA?

• How Do You Relate to Other Public Services?


Future Projects• Have You Developed a Master

Service Plan?• Master Facilities Plan?• Long Range CIP?• Long Range Finance Plan?• Examination of Revenue

Sources?


Current Situation• War in Iraq• Budget Crises• Scandals • Threat of Legislation• Terrorism • Competition For Public Funds


How Did We Get Here?

• New Century?

• Bad Karma?

• The Devil Made us do it?

• The Economy?

• World Events?

• Lack of Leadership?


Lack of Leadership

• Failure to Act in a Timely Fashion

• Desire to Please• Lack of Courage• Self Interest• Power• Greed


What is Our Greatest Fear?

• Failure?

• The Unknown?

• Uncertainty?

• Embarrassment?

• Public Speaking?


Board-Management Relationship Changes

• New Expectations Surfacing

• Leadership Misunderstanding Their Roles

• Political Expedience in Decision-Making vs. Making the Hard Choices

• Less Policy-Level Decision-Making vs. Micro-Managing Staff Teams


Leadership Demands

• If Not You,

Then

WHO?


Why Are Some Agencies Better Than

Others?• Not One Element Makes

the Entire Difference But...

Primary Element is:

Leadership


Keep Most Important Aspect in Mind

Balance Both Sides of a Decision--Keep in Proportion

Remain Open to Change

Winston Churchill’s Do’s


“If you once forfeit the

confidence of your fellow

citizens, you can never

regain their respect and

esteem.”

Lincoln on Leadership


“Don’t be terrified by an excited populace and hindered from speaking your honest sentiments.”



“Make consistency one of the main cogs in the machinery of your organization.”

“Make no explanation to your enemies.”



“Beware of subordinates who keep piling up information without ever really accomplishing anything.”



“Try not to make

mistakes when

you speak

publicly.”



General George S. Patton Patton on Leadership

• Qualities of a Great General

Tactically Aggressive (loves a fight)

Strength of CharacterSteadiness of PurposeAcceptance of ResponsibilityEnergyGood Health

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General George S. Patton Patton on Leadership

• Chief Qualities of Leadership Perfection of detail Personal supervision Thorough and detailed knowledge of the business

at hand A strong physical leadership presence The ability to set a personal example The ability to communicate - explain orders The commitment to ensure that orders are correctly

executed


Leadership Skills/Traits

• Honesty

• Integrity

• Consistency

• Knowledge of Business

• Communicator

• Takes Responsibility


• Is a Servant

• Has a Vision

• Never Satisfied With Own Performance

• Accepts Criticism and Learns

• Fair

• Does Not Dwell On Mistakes



• Fixes the Problem Not the Blame

• Listens-Listens-Listens

• Mentors

• Not Easily Swayed by the “Crowd”



• Does Not Jump to Conclusions

• Friendly but Not Familiar

• Brings Out the Best In People

• Knows When to Act

• Does Not Get Shook Up



• Maintains Self Control

• Leads by Example

• Instills Confidence

• Makes Decisions in a Timely Manner

• Trusts His Employees



Who Does What?

• Fundamental First Question Avoid Confusion

• Agreement on Accountabilities Responsibilities Authority


Director’s Self Evaluation

• Do I Understand My Agency?

• Do I Read and Understand the Agenda Package?

• Do I Do the Necessary Work to Come to the Meeting Prepared?

• Do I Remain Open-Minded to All Positions Presented on Agency Matters?



• Am I Willing to Take Responsibility For My Decisions?

• Am I Willing to Abide by the Decisions of the Board, Even If They Are Not What I Want?

• Am I Willing to Accept and Live up to My Role As a Leader of My Agency?



• Do I Approach the Agency’s Problems as a Resourceful and Innovative Problem Solver?

• Do I Respect and Invite Public Comment, Opinions, Ideas, and Criticisms?

• Do I Respect My Fellow Board Members’ Opinions, Positions, Ideas, and Concerns?

• Do I Respect the Competency and Importance of Management and Staff?


Managers’ Self Examination

• See Attachment


Characteristics of Proven Leaders

• Attention to Details

• Visionary

• Self Confident• Ability to Express

Themselves


Personal Conduct

• Never ABOVE the Law... Always Within It

• Always Do the Right Thing

Go the Extra Mile

No Hint of Impropriety

An Example for Others


What is the Role of the Board?

• Develop a Mission Statement

• Develop a Strategic Plan

• Staff Oversight

• Policy Making


Staff Oversight

• Rely on Their Expertise

• Staff Must Execute the Plan

Must Be Developed with the GM

GM’s Input Vital to the Process

• Plan Must Be Well Thought Out: Staff Cannot Execute a Bad Plan Well


Policy Making

• Board Must Define Responsibilities

• Board Must Give Appropriate Authority to Key Staff to Implement Policies

• Board Must Monitor Progress


Giving Authority Commensurate With Responsibility

• How Much to Give?

• To Whom Do You Give It?

• How Much Support?


Policy vs. Management - An Exercise

Time

Decre

asin

g S

taff

-In

cre

asin

g B

oard

In

volv

em

en

t

Policy

Management

1960 2000


Summary of Duties of the Board

• Monitor Progress• Redirect, If Necessary• Provide Resources• Reflect Needs of the

Community in All Decisions

• Spend Money

© sdi february 7-8, 2008 reiter – page 0 of 42 glenn reiter president glenn m. reiter &...

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