Fostering Openness and Transparency

 
  • Authentic Communication: Dealing with Moose-on-the-Table
    The moose represents an issue that everyone knows is a problem but isn't being addressed. People are trying to carry on as if things are normal. By failing to declare the issue, they further empower it. More
     
  • Bridging the Council-Staff Gap
    Building a strong partnership between staff and council is essential to effective municipal management. In many instances this lack of harmonization is caused by lack of agreement on the defined roles for both staff and council members. More
     
  • Bridging the Rhetoric-Reality Values Gap
    Show, do not just tell what the organization stands for. Senior management must work as a team to lower the teamwork snicker factor when declaring teamwork to be a core value. More
     
  • Bridging We-They Gaps
    Leaders recognize that few frontline people are going to be assertive enough to break through the invisible management barriers to come into their office and raise an issue. More
     
  • Culture Change Starts with the Management Team
    When change fails, it can almost always be traced to dysfunctional leadership. More
     
  • Feedback is an Essential Element of Learning and Improvement
    As managers, our frequency, sensitivity, and action (or lack of it) on personal performance feedback sets the pace and tone for the rest of our team and organization. More
     
  • Honesty and Integrity Build a Foundation of Trust
    Honesty and integrity are key ingredients in developing trust. Trust is a key element in establishing credibility. Our credibility is at the center of our ability to influence others and provide strong leadership. Examples of characteristics that are the hallmark of strong leaders — sincere, truthful, trustworthy, reliable, principled, and genuine. More
     
  • Leaders Inspire by Example
    Team members act like their leader – despite all attempts to train them otherwise. Changing them won't succeed unless it is preceded by the leader changing his or her behaviour. More
     
  • Leaders Take Responsibility for Their Choices
    It's natural to strike out at someone or something that seems to be causing us problems. Instead of tackling the problem, poorly led teams devote their energies to allocating blame and avoiding responsibility. More
     
  • Strong Leaders are the Real Deal
    Strong leaders maintain a close connection between what they say and what they do. They don't try to make others into something that they are not themselves. More
     
  • The Moose-on-the-Table
    The moose represents an issue that everyone knows is a problem but isn't being addressed. People are trying to carry on as if things are normal. More
 

General

Organization Improvement

Self-Leadership