Master Clerks Academy Donna Warner November 2019 1 Objectives - - PDF document

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Master Clerks Academy Donna Warner November 2019 1 Objectives - - PDF document

Sep 08, 2022 131 likes •556 views

11/18/2019 Master Clerks Academy Donna Warner November 2019 1 Objectives Learn what elected officials and city/county managers expect from you How to brief a decision maker Tips for getting your message across 2 1 11/18/2019

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Master Clerks Academy

Donna Warner November 2019

  • Learn what elected officials and

city/county managers expect from you

  • How to brief a decision maker
  • Tips for getting your message across

Objectives

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LEADING AND GOVERNING

Context matters

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You are in the business of governing Roles and responsibilities

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Administrative processes Democratic theory

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Council manager form of government

SHARED GOVERNANCE

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View from the other side

Elected leaders City and county managers

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PUTTING IT ALL TOGETHER

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  • 1. What was the most important thing you

learned from the speakers?

  • 2. What are the implications for your role

as clerk?

  • 3. What will you do differently?

Turn to the person beside you

KNOW SELF, LEAD SELF KNOW OTHERS, LEAD OTHERS

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Governing Gaps

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Gap 1

Governing Board Professional Staff

Characteristics

Activity Players Conversation Components Currency Dynamics Persuasion Representatives “What do you hear?”

  • Passion
  • Dreams
  • Stories

Intangible interests and symbols Power (stories) Conflict, compromise, change Problem solving Experts “What do you know?”

  • Data
  • Plans
  • Reports

Tangible information, money, people, equipment Knowledge (deeds) Predictability, cooperation, continuity

Elected Officials Administration

Adapted from J. Nalbandian, University of Kansas

Comparison

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Gap 2

Manager Department Heads

Gap 3

Local Government Community Interests

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Gap 4

Professional Staff Citizens

How do you know?

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Conflict is about thwarted expectations

Assumptions and Ways of Thinking Behaviors Patterns of Behavior Leadership/Management Style Results

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“Hi, I am your clerk.” What do they want to know?

Who are you? What do you do? How do things work in this city/county? What am I supposed to do?

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Try this

How are my actions affecting your work performance?

NONVERBAL COMMUNICATION

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First impressions Your mother was right

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BODY LANGUAGE

It’s what you don’t say that matters

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Stand up tall and take up space Reduce nervous gestures

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Check your tone of voice Eye contact: Goldilocks rule

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Smiling and nodding

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Handshake = credibility Checking your cell phone

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Accept a compliment

BRIEFING A DECISION MAKER

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Key components of a good briefing

  • Purpose
  • Audience
  • Delivery
  • Preparation
  • Message

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BRIEFING IN PERSON

Steps to follow

  • 1. Start with the purpose.
  • 2. Explain the situation.
  • 3. Describe the options.
  • 4. Make comparisons between the options.
  • 5. Make a recommendation.
  • 6. Ask for the decision.

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One page issue paper

  • Background
  • Issue
  • Options
  • Recommendation

POWERPOINT PRESENTATION TIPS

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Avoid jargon

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Know your technology

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“Be sincere, be brief, be seated.”

Franklin D. Roosevelt

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  • 1. Understand your audience
  • 2. Frame the message
  • 3. Select media type
  • 4. Use stories, data, examples
  • 5. Keep message brief, concise, free of

ambiguity

Summary

EMAILS

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Writing emails To email or not to email

Is the email necessary? Pick up the phone. Sometimes a call is more productive than a chain of emails. Determine your goal: update, inform, ask questions

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Drafting the message

Make the subject line specific and meaningful. Get to the point. Stick to one topic. Create separate emails for different topics. Write like a human Be brief and polite.

Don't snap, growl, or bark. Realize your tone might be misunderstood. AVOID USE OF CAPITAL LETTERS Proof read and edit before you send. Add a signature block with your name and contact information

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Pandora’s box

  • Set aside email time.

Schedule blocks of time to respond. Don’t let it eat up your day.

  • Sort and triage
  • Stay organized. Create

files and folders.

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Managing your email

Delete it. When in doubt throw it out. Delegate it Do it: Don’t spend more than two minutes on any

  • ne new email. If

necessary, file and come back Defer it

Donna Warner warner@sog.unc.edu 919.962.1575

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