Jay Robb is a writer. His blog 'Jay Robb reviews business books' has posts that are regularly used by The Spec, such as this one, which is the reason I'm mentioning him after chancing upon him while perusing online.
As I was reading his latest offering, I couldn't help but realize the correlations between what I've been writing about recently and what he says about 'good work environments'.
In that a lot of the principles of good management...are principles of good governance as they relate to the relationship of engagement between residents and their elected officials...and of leadership.
Funny, that.
Here are some very-liberally-paraphrased-and-rejigged sections, wherein I've made the transposition from the business world to 'politics'. (N.B. Permission was very much not given for this little exercise in self-indulgence; apologies to Mr. Robb as required.)
“Where you invest your time and attention as a leader serves as a powerful model for what residents see as important and meaningful,” say authors Michael Burchell and Jennifer Robin.
“When a leader focuses time and attention on their constituents' needs, residents respond with even greater energy and commitment.”
Recognition demonstrates respect. And respect, together with credibility, fairness, pride and camaraderie, are the key dimensions that make up the institute’s tried, true and tested Great Places to Live model.
People who reside in Great Places to Live believe five things to be true. They believe in their leaders. They believe they are valued members of the community. They believe that everyone plays by the same rules. They believe that they contribute something meaningful. And they believe their fellow citizens are great.
Trust underpins the Great Places to Live model. Open and honest two-way communications is the place to start for leaders looking to build buy-in.
“If you were to work on one single aspect of a great community, you’d likely make far-reaching improvements by strengthening two-way communications,” recommend Burchell and Robin. “Two-way communication is arguably the most important dimension of the Great Place to Live model. It is foundational to citizen perceptions of credibility, respect, fairness, pride and camaraderie. How can you believe your leaders are competent in the first place if you have no idea what they’re up to?”
Communication is about more than setting expectations and giving residents the information they need. It’s also about giving straight answers to tough questions, being accessible and approachable and actually listening to what residents have to say.
A great city is built by great leaders. “In the best cities, leaders at all levels have a strong commitment to creating strong ties between the resident and City Hall. Indeed, enhancing trust, pride and camaraderie in the community is the central task of effective leadership in today’s Great Places to Live.”
Great leaders also understand the need to balance the tensions between responsibility and humility, passion and patience, relationships and results.
“As a leader, you must accept responsibility for your role in the culture,” say Burchell and Robin. “You are the chief role model and trust builder, and people look to your behaviour and decisions for guidance on their own behaviour and decision making. But you also need some degree of humility that allows you to reach out and enlist people. Your responsibility needs to become everyone’s responsibility if you want to create a great city.”
If your city is less than great, there’s still time and hope for a turnaround. Burchell and Robin offer a proven game plan for shoring up your constituents' relationships with you, their community and their neighbours.
