You cannot reform an organization without the support of those who work in it. But to gain that support, you must give up the habit of blaming others when things go wrong and persuade others to give up the habit as well. Only then can you pinpoint problems and begin fixing them . . . as a team.
How do you deal with a wall of civic doubt and negativism? Through quiet confidence and a simple plan: Take on something big and visible. Succeed. Then repeat, succeed, and repeat again.
When things you’ve counted on don’t work anymore, advice will fly in from all sides. How do you make good choices for a city or an organization when the alternatives are so different? Take a deep breath, and set about answering three simple but important questions.
The best leaders are those who see dimensions to issues that others don’t. The key to that kind of thoughtfulness is knowing how to question assumptions. Here’s how to build a checklist that will help with seeing problems as like or unlike those that have come before.
Cities are often bogged down in unproductive debates for a simple reason: They’re talking about issues in the wrong way. Smart leaders know the right sequence, which involves talking thoroughly about the problem and the benefits of solving it before talking about the solution. In other words, “what” before “how.”