Core Dialogue with Directors Interest Group

Meeting Minutes: January 2015

About 20 in attendance in a cold, snow covered Chicago

Topics:

• Low Staff Morale




• Cause: changes in performance systems


• Cause: sudden changes


• Cause: poor communication; not knowing "why"


• Solution: group shares & conversations


• Solution: If give higher rating in reviews, next set of goals has to be more challenging


• Book: Drive by Daniel Pink (http://www.amazon.com/Drive-Surprising-Truth-About-Motivates/dp/1594484805/ref=sr_1_1?s=books&ie=UTF8&qid=1422933143&sr=1-1)




• Prioritization/Focus




• Challenge: public/political ramifications


• Preparing/encouraging staff to make changes to align with money


• Can you answer "who are you"?


• Physical building concerns: spaces for all


• Tie things to strategic objectives & metrics


• Define an annual theme


• silo versus group think


• People in branches identify with location first


• Bring all parties together to hear and negotiate (i.e. budget)


• New directors: use group decision making to learn about culture


• Analyze existing data to make decisions




• "Fit"




• Is there an internal candidate?


• intangible/feeling


• learn from each interview; keep trying


• fit goes both ways


• internal candidates have the challenge of existing friendships that take new dynamics with promotion


• look for matching passion/interests/focus


• cultural & behavioral


• Success can be threatening to others


• There may be unmentioned/hidden needs of an organization




• unions




• Know the rules, documentation


• Know the key people; meet with them ASAP if you get a new role


• Effects what you can ask people to do


• relationships are still the most important


• read all about shared governance in preparation for an interview in an union shop


• You need "thicker skin" as people may file grievances more often




• Technical Services




• not always at table in digital conversations - should be


• skill changes


• transition/consolidation will hurt morale, at least in short term if not longer


• print to electronic transitions


• "right size" of department


• people may leave during transitions - no matter what you do


• open communication


• look for alternatives roles and professional matches




• Difficult conversations upward




• Know when to fix, recommend, or report


• Sometimes the answer is a person must "suck it up"


• A positive experiences such as a tour with a higher ranked person can be used to establish a relationship that may lead to more honest open conversations about negative concerns


• employee satisfaction surveys