Laserfiche WebLink
- 7 - <br /> <br />• Why managers can't always do what you want them to do: <br /> <br />The manager can often be confronted with a situation of an individual council- <br />member wanting something done that is not consistent with the wishes of the city <br />council. The manager needs to respond to the direction of the city council as a <br />whole. While managers try to be as responsive as possible to the needs/desires of <br />individual members, on matters of any consequence, the direction of the city <br />council will often be required. <br /> <br />• Take your role to evaluate your city manager's performance seriously: <br /> <br />Like any other employee, the city manager benefits from regular and thoughtful <br />performance evaluations. Performance evaluations are an important <br />communication tool between the manager and council. Working for multiple <br />individuals is challenging enough without clear and consistent feedback on <br />performance. At least annual evaluations should be conducted. This provides the <br />opportunity to communicate how the council views the manager's performance, <br />including areas of strength and areas for potential additional emphasis. This is <br />also the only opportunity for the council as a whole to provide this input in <br />private. Also, due to the inherent challenge of multiple individuals attempting to <br />evaluate an individual who works for them as a group, the use of a consultant to <br />facilitate the evaluation can be very helpful. If done right, evaluations can be a <br />very valuable communication mechanism for the council and manager. <br /> <br />• Tolerance for organizational imperfection (mistakes!): <br /> <br />While no one likes mistakes, they are unavoidable in the context of organizational <br />life. Cities are complex organizations dealing with a wide variety of services with <br />unique and sometimes challenging clientele. It is not a matter of whether mistakes <br />will be made, but when. It is critical as a leader of your city that you react to <br />mistakes appropriately. While mistakes should be avoided to the greatest extent <br />possible, overreacting can cause further damage. You should expect that mistakes <br />will be addressed promptly, fully disclosed and that steps will be taken to avoid <br />repeating the same mistakes again. You will need to trust the manager to follow <br />up and effectively address the situation when organizational miscues occur. Have <br />high expectations but recognize that mistakes will occur, even in the best <br />organizations, and try not to overreact when they do. <br /> <br />• Support of reasonable risk-taking: <br /> <br />High-performing organizations will occasionally need to take "reasonable risks" in <br />order to achieve community objectives. Sometimes these endeavors will not be <br />successful. However, organizations that avoid ANY unnecessary risk are not <br />likely to accomplish a great deal. While city councils need to be informed and <br />concur that the risk being taken is reasonable for the potential benefit being <br />4.A. - Page 15 of 21 <br />17