Leadership & Management
Effective Change Management
Change is integral to everything we experience in life. In local government, you can practically set your calendar for change. Even if there are no other changes planned, such as in technology, staffing, processes or policies (which would be odd), local governments can predict that there will likely be strategy and policy changes every four years. Change is therefore anticipated and experienced regularly, but most organizations still say they struggle with implementing change effectively.
I find it odd that when we are young, change is exciting – something we look forward to and embrace enthusiastically. As we get older, many of us start to resist change or even become fearful. When change is something we dread, we also tend to look for ways to avoid it at all costs. This shift from embracing change to avoiding it is apparently linked to our natural instincts when we feel threatened. I guess we feel more easily threatened as we get older.
It was interesting to learn more about the neuroscience behind how our brains react to change. As a communications professional, I know the importance of targeting messages to audience needs. By understanding the information needs of different individuals based on their reaction to the change, managers can improve how they motivate people and shift their attitude to be more accepting of the changes underway. In the feature story for this edition of Exchange, Leading Through Change, we learn about how people react differently to changes, options for how to communicate with them effectively, and the tactics and processes that leaders can follow to help employees adjust to change.
In the second article, Managing Employees: Back to Basics, experts share ideas on how to address the challenges that stem from dealing with difficult employees. As the article evolved, lyrics from Eric Clapton’s song kept running through my head: “Before you accuse me, take a look at yourself.” Essentially, managers may find that they could have prevented difficult employee scenarios before they become serious issues. I learned this lesson myself back in the day when I was responsible for staff in my division. I was always so caught up with all my daily tasks, I neglected to do my job as a manager in terms of setting aside enough time every week to support my staff, listen to their concerns and acknowledge their contributions. I received some great coaching on how to be a better manager, and I believe my entire team’s performance improved when I was more responsive and tuned in to what they needed to be successful.
At the same time, there are situations when a manager needs to address behaviours that are disruptive or undermining the success of the organization. That’s not a job anyone wants to tackle, but in this edition, experts share advice on the steps managers should follow that help guide them through dealing with difficult employees. As well, in Tips and Tactics, there is expert advice on what to consider in terms of employee and employer rights and responsibilities.
Overall, as this edition evolved, it became clear that leading a group of people, whether through change or as part of ongoing management responsibilities, involves dedicating time and attention to individuals based on their needs and communicating regularly and effectively. The organization’s success lies with the employees who work each day to deliver services, operate programs and provide administrative support. Creating a culture where managers understand the importance of “managing” in the context of supporting staff who work for them is essential to improving performance and facilitating change
Meaningful Engagement with First Nations
Too often, the news reports focus on conflict and controversy between First Nations and other governments or organizations. The recent report from the Truth and Reconciliation Commission of Canada has sparked debate and discussion about the chosen wording or process involved, rather than the positive outcomes that can stem from acknowledging a fact in our history, showing respect and consideration to those who were affected, and looking to rebuild in a positive way from here – hopefully learning from our past to prevent future atrocities of this nature. Too often, the negative news takes the spotlight, when in fact, there are a lot of very positive actions being taken, with multiple success stories.
One of the things I enjoy about being the editor of the LGMA’s Exchange magazine is we can dig past the shallow news stories that thrive on controversy and report to members about the significant progress and powerful changes taking place at a local level, where local and regional governments are connecting with their neighbouring First Nations to create successful new initiatives based on trust and respect. There’s a growing recognition that living side-by-side means that there are opportunities to work together for shared benefits in all communities. And by taking a moment to shift the lens to be more open-minded, learn from each other and spend time building relationships, a number of areas across the province are demonstrating that there is power and reward from these partnerships.
In Meaningful Engagement Based on Trust and Respect, local and regional governments and their First Nations partners share their stories, including what prompted them to take steps to open doors for meaningful discussions, build trust and leverage their working relationships to benefit their communities. They also share the challenges they’ve experienced and what they have learned that can help others.
As well, in Tsilhqot’in Decision: Impetus for New Relationships, the key components of the Supreme Court of Canada decision to grant Aboriginal title to the Tsilhqot’in First Nation are highlighted from the perspective of impacts on local government and how this landmark decision may affect planning, bylaws, operations and taxation in the future.
In many ways, this province is showcasing multiple case studies that prove working together can be a win-win for everyone and that neighbours are neighbours, regardless of whether they are a Town, District, City, Regional District or First Nation, or anyone else with an interest in supporting communities in a shared area. And it’s notable that most of the progress lies outside a court room and instead is about reaching out, taking time to gain understanding and exploring the opportunities rather than dwelling on the challenges.
It is interesting to learn about the variety of successes in our province and refreshing to focus on positive outcomes and progressive steps towards solid working relationships with First Nations at a local and regional level.
Tackling disrespect in the workplace
Tackling issues like a disrespectful workplace is tough enough in a magazine story. It’s so much worse to hear about coworkers and colleagues across the province who are experiencing harassment, bullying and general disrespect in real life. Even worse are the situations leading to health concerns and people being fired without cause. I believe we all learn better behaviour in kindergarten, yet for some reason those solid lessons are being ignored in the workplace.
It used to be elections were jokingly referred to as the “silly season” due to the specific pressures and issues that arise as candidates lobby for positions. Now it seems that instead of just dealing with the the silly season, local government managers are dreading the months following elections as newly elected officials flex their muscles and make knee-jerk decisions that affect careers and impact people personally and professionally. There also appears to be a growing sentiment in the community that citizens are entitled to rant at and insult government employees. It’s wrong and it should not be ignored or accepted.
Maybe all BC municipalities will need to adopt a bylaw like the one recently approved in Taber, AB, which includes a $75 fine for spitting in public and a $150 penalty for yelling, screaming or swearing in a public place. Maybe there could be an extra fine when the spitting and yelling is directed at local government employees. Maybe just a few people taking a stand, and flexing their muscles using their legal rights will help shift this tide.
A shift of some kind is certainly needed. Everyone in local government knows that politics can make job security for managers a bit dicey at times, but the truly disrespectful work place scenarios seem to be on the rise. When we did the first Exchange story on bullying (December 2010: When the Bully is Your Boss), we used experiences shared by retired local government managers. We wanted to provide tools just in case the stories and related advice would be helpful. In many ways, it was alarming when the LGMA office staff received numerous calls from people across the province who thought we had somehow heard about what they were going through and wrote the story about them.
In the Spring 2015 edition, we pulled from news coverage about municipalities in the US and general experiences from the past. But I again suspect that we will hear from local government managers who think the story is about them. It’s not. But sadly, it if it feels familiar, it’s likely because this is happening too often in our communities.
If you’re experiencing a tough time due to a disrespectful workplace – whether it’s due to the way your citizens treat you, or elected officials or colleagues – I hope that the advice from experts in this edition helps, as well as the resources and tips provided. I also believe that there is a lot of support available through the LGMA and your network of friends and colleagues. I hope you reach out for help when you need it, and reach out to offer help when you see others in need.
It’s somewhat reassuring to know that there is some progress towards building respectful, healthy workplace standards in larger organizations in the private sector, because even if local governments have a way to go, the lessons learned and positive examples available will provide a guide to success.