Page 148 - CPAAC_Fall2015

The Ideal Department Head

1. Passionate about public service – and serving the public, too. Deeply
appreciates democracy at the community level (not “just a job”); respects and
skillfully works with citizens; a buster of bureaucratic arrogance and silos.

2. Can see and embrace the bigger picture. In tune with the organization and the
community as a whole; stays connected with major issues outside of own
department – and willing to help other departments when needed, too; understands
the elected and CAO's/CM's goals and direction.

3. Executes the basic job competently - and with value-added performance.
Possesses the core competencies for the job - which includes both excellent
management and leadership skills; an impact player who brings something unique to
the table/team; constantly works at being even better.

4. Performs ethically – and assures that others do too. Internal systems,
procedures and policies are aligned with high values - and followed; hires the best
people and promotes the best values; can say “no” – but coupled with acceptable
options whenever possible (especially when dealing with the public).

5. A true team player and leader. Works well across departmental lines – and
assures that their employees do too; embraces “equality of sacrifice;” advocates for
own department, but respects and supports the work of other departments, too.

6. Avoids surprises. Swell at birthdays, but to be avoided in an organizational,
political environment (trust killer!); practices proactive communication; errs on the
side of “TMI”; doesn’t hide mistakes or bad news (doesn’t repeat mistakes, either).

7. Won't play political favorites. Is politically savvy, but avoids even the
appearance of political favoritism or special treatment; provides all elected members
with the same information and support, keeps the CAO/CM in the loop.

8. Prepares reliable and readable reports. "Gets" that staff reports are used by
multiple audiences, central to quality decision-making and vital to trust; writes well,
avoids jargon, translates complex issues, sensitive to “tone”; supports
recommendations with data and thorough staff work (good analytics).

9. Knows that good analytics are not enough. Creates the best conditions for the
“right” decisions to be made though excellent planning, public policy and citizen
engagement skills; understands and incorporates political values approaches; action
oriented - but knows that haste usually backfires in a governmental environment.

10. Knows when to quit and lose gracefully (high EQ). Knows that a win at all
costs attitude shows a lack of respect for the process and the roles and opinions of
others; takes the issues seriously, but not so much themselves; has a sense of
humor & very high EQ (more important than IQ!)

Ken Hampian (June 2015)