I've been sitting on this link for about a month now, not because I was waiting for a particularly slow news day (because now that there's a cheesesteak war, I can't imagine any slow news days for a loooong time) but simply because I wanted to mull it over a little before I offered my own thoughts.
The author focuses specifically on the qualities of "transformational leaders" or people who bring about significant change to a public sector organization. Since this election has been mostly about a call for change, it stands to reason that the next mayor needs to be one of these so-called transformational leaders. That said, let's go through the column and relate some of it back to some of our situations here in Philadelphia.
Governing in a democracy necessarily involves managing varying, often conflicting, interests. Organizations can easily get side-tracked responding to these interests, so leaders need laser focus.
The next mayor will come into office in January after a year in which the city may have seen its highest murder rate since the late 90s. While this is going to be the dominant issue, it's also a symptom of many much larger, structural problems that can only hope to be fixed with a complete transformation of many parts of city government. If the next mayor gets bogged down in a number - the death toll - at the expense of maintaining that "laser focus" on the long term solutions that can make permanent, sustainable changes in a lot of different numbers, including the murder rate, then while he may experience some success, it will be shortlived.
They challenge their organizations with “unreasonable” or “impractical” goals.
A woman I once worked for who had experience in city government said that there's a large class of city workers who consider themselves "be'eres" as in "we be here before you got here and we be here after you leave." While their institutional memory and the continuity that a lot of these long time workers provide can be invaluable, if the next mayor is unable to change some of the things that haven't worked, things that they do just because "it's always been done that way," then he will fail. At the very least the next mayor needs to challenge his department heads and appointees and be ready to let them go if they don't meet expectations. He should then leave it to those department heads to do what they can to transform their own departments.
They are ready to invest in change.
This point is perhaps most relevant to Philadelphia, since we always seem to be in some sort of budget crunch or are facing one down the road. The author makes the point that it's even more important to make these investments when the organization (the city) is facing a budget crunch. It makes sense. Why keep throwing away money on the old habits that helped contribute to the budget crunch in the first place? Also, since it's difficult enough to get people to believe in change, those investments and plans are usually the first to go when things get tight.
They create a high-level blueprint for change — a picture of what the transformed organization will look like.
I absolutely love the puzzle metaphor that the writer uses here. The next mayor has to create the vision - the picture on the puzzle box - for what he wants the city government to look like and then let that picture guide everyone involved in the transformation as they bring their own pieces to the puzzle. We've all put puzzles together. You do the easy parts, the edges first, then it gets tough as you try to fill in the middle. As you get closer to the finished product, it gets easier and easier until you snap that last remaining piece into place. The next mayor and his closest advisers need to paint the picture for his appointees, for the unionized workforce and, most importantly, for all of us. If transforming the way the city works is the goal - and that seems to be the message that the voters and poll respondents have been sending - then we all have a part to play.
They get personally involved with the day-to-day issues involved in change.
This is especially true in Philadelphia. The next mayor can't just task this off to someone else. No one else in city government is going to have the authority or public profile to pull this off. There will be a lot of things on his plate but the next mayor absolutely must set aside some time - call it "change time" - every day to see this through. It also wouldn't hurt to devise some sort of message calendar so that every high ranking member of the city uses whatever opportunity they get in the media to deliver the "change message of the day." We voters and citizens have short attention spans. For example, without looking it up, who represents PA's 8th Congressional District and who preceded that person? We need to be reminded in some small way, every day, about what our city government is trying to do.
They are willing to celebrate what is good about the past. People do what the system rewards.
The headlines are filled with bad news these days. Bridges are crumbling. People are dying in the streets at an insane rate. The Phillies are still out of the playoffs. But that doesn't mean that some good things haven't happened in the last eight years and aren't continuing to happen.
Whole neighborhoods are being transformed - most with the benefit of a "transformation initiative." Some schools have made vast improvements. Many Philadelphians are sitting on an immense accumulation of wealth simply because the value of their home has increased. Philadelphia will soon be blanketed by the largest municipal wireless internet system in the nation, creating a whole host of opportunities. The next mayor doesn't need to stop the good work of the previous administration just because it was the work of the previous administration. We've been through that before. He also doesn't need to do a wholesale, public shredding of the city's bureaucracy. The next mayor will be well served by finding something, anything, that he can celebrate about the way the city works. It'll boost the morale of the folks working for him, make him the captain of the "team" rather than the ax man and help to convince the "be'eres" that everyone will be happier with a new way of doing things.
A tall order? Yes. But no one said change is easy. Now, where were we on that puzzle?