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The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.
By Larry Keeton
September 15, 2017
In 2006, I was one of two finalists for an assistant city manager’s job. Being a retired Army Colonel, the City Manager asked me if my “military leadership style” could be adapted to city government. Puzzled, I asked for a definition. After several moments, he responded, “You know. You give orders. People obey.” Sadly, I’ve found his Draconian view prevalent during my 14 years in local government.
“Leadership is the heart of the public administration mission,” O’Leary, Orr and Bennett report in the July/August 2017 Public Administration Review. Yet they and others find the literature “meager,” “muted and underdeveloped.” Academia ignores it writes Professor Charles Szypszak in Military Leadership Lessons for Public Service.
At a time when a good leadership model is sorely needed, practitioners should consider Army Leadership Doctrine (ALD).
Army leadership is “the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization.” Let’s examine the methods.
The definition goes beyond methods. It establishes the objectives of mission accomplishment and organizational improvement. Mission accomplishment is understandable, but improvement means making a positive difference in the unit. It emphasizes the need for continual growth in both leaders and organizations.
Though they share many values and motivations, civilians aren’t soldiers. Does ALD work in local government?
Hired as the Director of Community Development (DCD) in 2006, I was tasked to fix the business practices of a department in turmoil. Citizens and County Commissioners were frustrated and angry. Permits languished, complaints abounded, a shell-shocked staff hunkered down. Not the place to work.
When I left, the Department had earned state and national recognitions for its process improvements. Grant monies rolled in due the department well-deserved reputation for environmental protection efforts. Citizens and stakeholder believed staff cared and were allies in finding solutions. DCD had become the county’s premier place of employment.
How was this achieved?
High performing organizations require leaders focused on creating environments where people are viewed as players, not pawns. A place where trust reigns high. Army Leadership Doctrine offers such a path.
Americans recognize this. Since 1997, the military has earned the highest level of trust and confidence over all other institutions.
If practitioners seek knowledge as how to apply ALD to their environment, start with Be Know Do: Leadership the Army Way by Frances Hesselbein and General Eric K. Shinsecki (USA Retired). Then attend the ASPA National Convention which includes a military track.
President Dwight Eisenhower once remarked any damn fool can hit people over the head to achieve something. That’s assault, not leadership. “The essence of leadership is to get others to do something because they think you want it done and because it is worth while doing…”
Author: Larry Keeton is a retired public administrator with over 44 years of successfully leading military and local government organizations ranging in size from 10 to 1300 people. Successful change management efforts and results in the organizations he led have received state and national recognition. He can be reached at [email protected].
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