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HomeMy WebLinkAbout2019-02-20; City Council; ; City Council Leadership Workshop@ S~~fi R~port Meeting Date: To: From: Staff Contact: Subject: February 20, 2019 Mayor and City Council Scott Chadwick, City Manager Jason Haber, Assistant to the City Manager jason.haber@carlsbadca.gov or 760-434-2958 City Council Leadership Workshop Recommended Action Participate in a facilitated City Council leadership workshop. Executive Summary CA Review ~ On December 18, 2018, the City Council directed staff to conduct a City Council leadership workshop prior to initiating the 2019 City Council goal setting process. That direction was reaffirmed by the City Council at its meeting of January 29, 2019. This item is to deliver on the direction provided by the City Council. Discussion The City Council Leadership Workshop will be facilitated by Danell Scarborough, EdD, and is expected to include a discussion of the following topics: • Councilmember and City Council Values • Understanding and Respecting Our Leadership Styles • Complex and Constructive Conversations in Public, and with the Public • Working in Partnership with City Manager and Staff • Planning for Goal Setting Process The Carlsbad City Council Leadership Workshop Workbook (Exhibit 1) provides a framework to guide the workshop facilitation and presents concepts and questions for the City Council to consider in preparing to participate in the conversations to occur during the workshop. Fiscal Analysis No city funding is being requested. Next Steps Staff will incorporate City Council feedback into a community involvement strategy to obtain public input on community needs, values and priorities prior to initiating the 2019 City Council goal setting process in September. Environmental Evaluation (CEQA) Participating in a City Council leadership workshop does not qualify as a "project" under the California Environmental Quality Act {CEQA) per State CEQA Guidelines Section 15378, as it does not result in a direct or reasonably foreseeable indirect physical change in the environment. February 20, 2019 Item #1 Page 1 of 9 Public Notification This item was noticed in accordance with the Ralph M. Brown Act and was available for public viewing and review at least 72 hours prior to scheduled meeting date. Exhibits 1. Carlsbad City Council Leadership Workshop Workbook February 20, 2019 Item #1 Page 2 of 9 CARLSBAD CITY COUNCIL LEADERSHIP WORKSHOP Workbook February 20, 2019 Faraday Administration Center Carlsbad, California Exhibit 1 February 20, 2019 Item #1 Page 3 of 9 11:30 11:45 12:30 1:00 2:00 2:45 3:00 3:45 4:30 4:45 5:00 CARLSBAD CITY COUNCIL LEADERSHIP WORKSHOP February 20, 2019 11:30 a.m. -5:00 p.m. Faraday Administration Center, Room 173A SCHEDULE Welcome Opening Comments -Matt Hall, Mayor Opening Comments -Scott Chadwick, City Manager Agenda Overview Non-Agenda Public Comment Introductions and Opening Exercise Councilmember and City Council Values Lunch Understanding and Respecting Our Leadership Styles Complex and Constructive Conversations in Public, and with the Public Break Working in Partnership with City Manager and Staff Planning for Goal Setting Process Review Agreements Closing Comments Adjourn 2 1Pag e February 20, 2019 Item #1 Page 4 of 9 COUNCILMEMBER AND CITY COUNCIL VALUES From the literature Start with Why: How Great Leaders Inspire Everyone to Take Action. By Simon Sinek. Great leaders inspire others by putting the Why(the purpose) before the How(the process), or the What(the product). For our conversation What is the reason you ran for City Council/Mayor? Why do you engage in public service and civic leadership? • • • • What are your core values as a Councilmember/Mayor? • • • • Notes, Reflections, Observations --······ ·-············-·---···-··----·····-·--··-········------··············-············ 3I Page February 20, 2019 Item #1 Page 5 of 9 UNDERSTANDING AND RESPECTING LEADERSHIP STYLES From the literature The New Leaders -Transforming the art of leadership into the science of results. By Daniel Goleman, Richard Boyatzis and Annie McKee Effective leaders use a combination of six styles: ❖ Visionary -Mobilizes people toward a vision. Strengths: self-confidence, change catalyst. Inspires others by providing long-term direction. ❖ Affiliative -Creates harmony among individuals and between leaders and individuals. Strengths: building relationships, communication. ❖ Democratic -Builds consensus through participation. Strengths: collaboration, communication. ❖ Coaching -Develops people for the future. Strengths: empathy, self-awareness. ❖ Pacesetting -Expects excellence. Sets high standards for performance. Strengths: conscientiousness, drive to achieve. ❖ Commanding -Demands compliance. Strengths: initiative, self-control. For our conversation How would you describe your leadership style? • • • • How can others most effectively work with your style? • • • • Notes, Reflections, Observations ---··-·········-·····"·--··-··-··---···-·····-·•···-··· 41 Page February 20, 2019 Item #1 Page 6 of 9 COMPLEX AND CONSTRUCTIVE CONVERSATIONS IN PUBLIC, AND WITH THE PUBLIC From the literature Tips for Effective Governance. By the Institute for Local Government and California chapter of the International City/County Management Association. Western City. ❖ A Sense of Team ❖ Clear Roles and Responsibilities ❖ Strong Working Relationships ❖ Effective Meetings ❖ Accountability ❖ Continuous Personal Learning and Development Leading innovation and complex decision-making. By David Evans, Primeast. Innovative decision-making is hard work, mentally challenging, and emotionally wearing. Innovation usually involves the collaboration of diverse people, the friction of clashing ideas and tension of competing egos. Willingness to engage is predicated on having three key elements in place: ❖ Purpose -why we exist ❖ Shared Values -what we agree is important ❖ Rules of Engagement -how we interact with one another and think about problems And, using three key abilities: ❖ Creative abrasion -the ability to generate ideas through discourse and debate ❖ Creative resolution -the ability to make integrative decisions that combine disparate or even opposing ideas ❖ Creative agility-the ability to test and experiment through quick pursuit, reflection, and adjustment. For our conversation What do you believe is most important for effective governance in Carlsbad? • • • • ..., ·•• ........... -..... -......... __________ _ SI P age February 20, 2019 Item #1 Page 7 of 9 How would you see utilizing creative abrasion and creative resolution inside the context of a City Council meeting? • • • • Notes, Reflections, Observations WORKING IN PARTNERSHP WITH CITY MANAGER AND STAFF From the literature Exceptional Councils for Exceptional Times: Creating a Governance Culture of Civility and Purpose. Institute for Local Government. Best practices for council-staff relations include creating a shared understanding of the city manager's role and the council's expectations to optimize the working relationship. Well-articulated roles of the city council and city management are critical to mutual success. For our conversation What guiding principles do Councilmembers/Mayor expect to see from the City Manager and Staff? • • • • ___ ,, ........................ --................. , .. , ____ ,, ............ ,, ___ _ 6I P age February 20, 2019 Item #1 Page 8 of 9 What guiding principles do City Manager/Staff expect from Councilmembers and Mayor? • • • • How can this partnership be nurtured, respected, and sustained over time? • • • • Notes, Reflections, Observations PLANNING FOR THE GOAL SETTING PROCESS A goal setting process this fall that meets my highest expectations would include: • • • • What information/input from the public would be most helpful as you begin the goal setting process? • • • • In the next six months, what are priorities we need to address? • • • • Thank you! -············"··-··-···---····--·--•·-·-· -···-····· ........ __________________ _ 71 Page February 20, 2019 Item #1 Page 9 of 9