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