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HomeMy WebLinkAboutCC WS PACKET 02222022CITY OF SAINT ANTHONY VILLAGE WORKSESSION AGENDA Tuesday, February 22, 2022 at 5:45PM Join Meeting via Zoom There is also a dial -in option available. Members of the public who wish to attend the meeting may do so in person. Minutes Approval Of CC Worksession Meeting Minutes WS 2 -8 -22.PDF Worksession Topics Council Onboarding & Core Competencies Wendy Webster, Councilmember, presenting. COVER MEMO.PDF PRESENTATION.PDF HIGH -PERFORMING TEAMS START WITH A CULTURE OF SHARED VALUES.PDF TUCKMAN STAGES OF GROUP DEVELOPMENT.PDF LEADING IN A CRISIS_ BUILDING HIGH -PERFORMANCE TEAMS.PDF Future Worksession Dates, Times And Agenda Items Next Worksessions: March 8, 2022 @ 5:45PM April 12, 2022 @ 5:45PM Future Agenda Items FUTURE AGENDA ITEMS.PDF Adjournment If you would like to request special accommodations or alternative formats, please contact the City Clerk at 612 -782 -3313 or email city@savmn.com . People who are deaf or hard of hearing can contact us by using 711 Relay. Our Mission is to be a progressive and welcoming Village that is walkable, sustainable and safe. 1. A. Documents: 2. A. Documents: 3. A. Documents: 4. CITY OF SAINT ANTHONY VILLAGEWORKSESSION AGENDATuesday, February 22, 2022 at 5:45PMJoin Meeting via ZoomThere is also a dial -in option available. Members of the public who wish to attend the meeting may do so in person. MinutesApproval Of CC Worksession Meeting MinutesWS 2 -8 -22.PDFWorksession TopicsCouncil Onboarding & Core CompetenciesWendy Webster, Councilmember, presenting.COVER MEMO.PDFPRESENTATION.PDFHIGH-PERFORMING TEAMS START WITH A CULTURE OF SHARED VALUES.PDFTUCKMAN STAGES OF GROUP DEVELOPMENT.PDFLEADING IN A CRISIS_ BUILDING HIGH -PERFORMANCE TEAMS.PDFFuture Worksession Dates, Times And Agenda ItemsNext Worksessions: March 8, 2022 @ 5:45PMApril 12, 2022 @ 5:45PMFuture Agenda Items FUTURE AGENDA ITEMS.PDF Adjournment If you would like to request special accommodations or alternative formats, please contact the City Clerk at 612 -782 -3313 or email city@savmn.com . People who are deaf or hard of hearing can contact us by using 711 Relay. Our Mission is to be a progressive and welcoming Village that is walkable, sustainable and safe. 1.A.Documents:2.A.Documents:3.A. Documents: 4. City of St. Anthony CITY COUNCIL WORK SESSION Minutes February 8, 2022 Present: Mayor & Council Randy Stille, Mayor, Thomas Randle, Councilmember, Wendy Webster, Councilmember and Jan Jenson, Councilmember, Bernard Walker, Councilmember Staff: Charlie Yunker, City Manager, Nicole Miller, Assistant to the City Manager Guests: Lisa Dowling, Vice President of Sales, Polco Call to Order: Mayor Stille called the Work Session to order at 5:45 p.m. Community Survey: Nicole Miller reviewed the information in the packet that consisted of answers to Council follow-up questions, a draft Polco contract and updates to the draft Community Survey Policy. Lisa Dowling from Polco was in attendance and reviewed her presentation and was available for questions. The Council asked numerous questions on the methodology for conducting the survey to ensure that the results were statistically sound. Lisa explained the random selection process for invitations, and how the results will be extrapolated in a statistically sound manner bas on 300-400 responses. Council reviewed the updated draft policy and asked to have a “frequency” item added to state that the community-wide survey would not be conducted more often than every two years. Council asked to have the automatic renewal language removed from the draft contract, and Lisa confirmed that would be done before it goes to the next Council meeting. The contract and policy will be presented to Council at the February 22, 2022 regular meeting. Future Work Sessions: Next Work Sessions will be held on February 15th and February 22nd, at 5:45pm in the Council Chambers. Adjournment: The meeting adjourned at 6:30 p.m. Respectfully submitted by Charlie Yunker, City Manager. THIS PAGE LEFT INTENTIONALLY BLANK Onboarding New Council Members and Developing an High Performing Team As outlined on the League of Minnesota Cities website, the core competencies for effective elected leaders represent the core knowledge, skills, abilities, or other characteristics which lead to success for elected city oficials. The core competencies outline speciic behaviors which focus on values, vision and action and serve as the foundation for a servant leadership mindset. Proposed Purpose St. Anthony City Council is committed to governing with a servant leadership mindset. Based on ten core competencies, a servant leadership mindset ensures the Council will lead with values, adhere to its vision, and act on decisions to achieve equitable outcomes. Each Council member strives to ensure our behaviors meet high ethical standards, our interactions with our constituents are respectful, our engagement seeks to listen to diverse perspectives, our processes and decisions are transparent, and our policymaking utilizes an equity lens. Implementation Initial : Our onboarding process will introduce the core competencies to newly elected or appointed City Council members. This will begin a process of establishing expectations and procedures for serving on Council. Ongoing : The core competencies will also be reviewed each year by current Council members. The purpose of this process is focused on team development by reestablishing shared norms and expectations to develop a high performing team with a servant leadership mindset. Proposed Next Steps In 2022, four facilitated work sessions for City Council to enhance our operating procedures: ● Develop shared values and norms Resource: High Performing Teams Start with a Culture of Shared Values ● Clarify expectations for communication and role as a council liaison and inalize the onboarding presentation ● Enhance understanding of open meeting law, conlicts of interest, integrity and ethics ● Increase our knowledge of equity and inclusion and its connection to policy making Rationale for Developing a High Performing Team with a Servant Leadership Mindset ● Sets clear expectations for onboarding new council members and reestablishes norms and expectations for existing council members to continually focus on team development. Resource: Tuckman’s Stages of Group Development: forming, storming, norming, performing ● Tell our story to community members so they can learn about how we operate as a council, our shared values, and our servant leadership mindset. ● Model shared norms and expectations for our community and with staff at goal setting. ● Establishes the foundation needed when communicating in a crisis. Resource: League of Minnesota Cities Guide for Communicating in a Crisis ● A high performing team responds more effectively in a crisis. Resource: Leading in a Crisis: Building High Performance Teams THIS PAGE LEFT INTENTIONALLY BLANK 2/17/2022 1 City of Saint Anthony Village New Councilmember Orientation - DRAFT A Village Within the City Mission Statement Our Mission is to be a progressive and welcoming Village that is walkable, sustainable and safe. 2/17/2022 2 Agenda The City City Departments City Council & Housing and Redevelopment Authority (HRA) Special Laws and Concerns for City Council Members Servant Leadership Core Competencies The City Our Mission is to be a progressive and welcoming Village that is walkable, sustainable and safe. 2/17/2022 3 The City 2.35 Total Square Miles 9,257 Population 20% seniors 20% children $322,000 medium home value 40% without a mortgage 1,508 acres overall 44% Residential 8% Commercial/Industrial 14% Streets/Utilities/Railroad 34% Open Space/Park/Water Current Households: 48% Single Family Detached 52% Attached Household “Tenure”:57% Owner-occupied 40% Renter-occupied 3% Vacant Affordability:65% of all housing affordable to households at 80% of Average Median Income The City 854 cities in MN Statutory Plan B Mayor & Council - policy and legislative City Manager - administration and operations 120 employees 2/17/2022 4 City Departments Our Mission is to be a progressive and welcoming Village that is walkable, sustainable and safe. Organizational Chart 2/17/2022 5 Administration City Manager The Administration Department administers city government within the guidelines of State law and policies established by the City Council. The City Manager supervises the Administration, City Clerk, Finance, Police, Fire, Public Works and Liquor Departments in addition to the consulting planning, legal, and engineering services. Assistant to the City Manager (City Clerk) The Assistant to the City Manager supports the City Manager with day to day operations and special projects. As City Clerk, the position is responsible for the preparation, maintenance and publication of official records, documents, resolutions and ordinances as well as the maintenance of the City’s website and communications coordination. In addition, the position is the point of contact for elections administered by Ramsey County. Human Resources Coordinator & Deputy City Clerk The Human Resources Coordinator & Deputy City Clerk is primarily responsible for the human resources function in the City. Administering all the benefit programs, arranging informational meetings with benefit providers, and generally serving as a resource for staff needs. The position supports the City Manager, and performs many City Clerk functions. Communications Coordinator The Communications Coordinator is shared with the St. Anthony-New Brighton School district and works in conjunction with the Assistant to the City Manager to handle messaging, produce the quarterly newsletter, and support all departments in their communications and outreach efforts. City Planner In 2019, the city selected Northwest Associated Consultant, Inc (NAC) to provide all planning related work for the city to be more efficient with the services provided to residents and be conscious of planning expenditures. The planner reviews land use and development applications, work with residents on a variety of home improvement projects, and advises on long range planning for the City. Finance Department Mission Statement Ensure that City resources and assets are managed effectively to provide residents with the City services desired and to sustain the City’s infrastructure for current and future residents. Responsibilities: •Budget Preparation and Administration •Manages Annual Audit •Accounts Payable and Receivable •Debt Management/Bond Issuance •Utility Billing •Fixed Asset Oversight •Investments •Payroll •Licenses & Permits 2/17/2022 6 St. Anthony Police Safety Through Service The St. Anthony Police Department takes pride in our high quality service. "Safety Through Service" is our motto. Our emphasis is on arresting offenders, preventing crime, solving problems, and increasing the overall quality of life for those we serve. In addition to providing police services for the City of St. Anthony, we provide services to the city of Lauderdale. •20 full-time Police Officers •16 volunteer Reserve Officers •1 full-time Community Service Officer St. Anthony Fire Demand the Best The St. Anthony Fire Department is committed to excellent service to our community. We demand the best from ourselves and others while minimizing the loss of life, loss of property, and environmental damage from the adverse effects of fires, medical emergencies, and hazardous conditions. The Fire Department is responsible for the House Code, Code Enforcement and Emergency Management. •7 full-time Firefighters – 24 hours a day •27 Paid-On-Call Firefighters •Responds to all medical and fire calls 2/17/2022 7 St. Anthony Public Works Livable and Sustainable The Public Works Department’s mission is to deliver superior design, construction, operation and maintenance of the City’s infrastructure. From quality roads to clean water, and by continually improving our efficiency and effectiveness, we strive for a more livable and sustainable village. 14 full-time employees 5 Divisions Building Maintenance Parks Division Streets Division Vehicle Maintenance Water/Sewer Division Parks The City Parks Division maintains a total of six primary parks (Emerald, Central, Tower, Salo, Silver Point, and Trillium). In addition, the Parks Division maintains the City's ice skating rinks, which are open from about December through February, weather dependent. Emerald Park Central Park 2/17/2022 8 St. Anthony Engineering The City of St. Anthony City Engineer is WSB & Associates. They have served in this capacity with the City since 1996. The roll of the City Engineer is to: •Prepare Feasibility Studies, •Make Recommendations on Infrastructure Needs, •Prepare Construction Plans, Speciation's and Solicit Bids •Prepare Assessments •Manage Construction and Contracts Current Priorities Include: •Street and Utility Reconstruction Program •Flood Reduction •Sustainability Efforts St. Anthony Liquor Operation Mission Statement: Our goal is to control the sale of alcohol beverages to minors and intoxicated persons while simultaneously generating revenue to the community, in accordance with City, State and County liquor laws and ordinances. The Liquor Operation contributes 100% of their profits back to the City’s General Fund. 2/17/2022 9 City of Excellence Award Winner “In an era of finite resources and increased demand, the City of St. Anthony Village has found collaboration to be fundamental to our mission of providing existing and expanding services to our community members. Forging a network of collaboration with numerous government entities, the City has been able to build relationships that enable us to maintain and expand a variety of city services throughout our departments that may have otherwise not existed”. City Council & Housing and Redevelopment Authority (HRA) Our Mission is to be a progressive and welcoming Village that is walkable, sustainable and safe. 2/17/2022 10 Governance Nested Bowls Nested bowls: a metaphor about empowerment, trust and reasonable interpretation. Example in discussing with mayor/council and setting policy. The outer bowl controls the set of bowls. Mayor/council’s fingerprints should be on outer bowl. Annual Goal Setting Retreat Be in the Moment The City of Saint Anthony is widely respected as a cohesive group that works well together as a team, shares mutual respect, and understands roles and responsibilities. The City Council and staff share a great sense of pride in working together for the best interests of the citizens of the community. The work sessions are recognized for positive, healthy and productive discussions. Each individual opinion is respected and all ideas are welcome. This is an important priority and post session feedback reinforced this outcome for the discussions that took place. 2/17/2022 11 The “PYRAMID” Short & long term goals Creates creativity & innovation The Mayor, Council, City Manager, Department Heads and City Engineer review the ideas generated from the Thursday’s Long Term Vision/Priorities discussion. Each year the Pyramid’s Action Steps are updated. Governmental Authority City’s Authority Authority to act must be found expressly in Minnesota law or be inferred from such law City’s authority may be pre-empted by state or federal law Councilmember’s Authority Council must approve contracts and other significant actions of the City by a vote of the Council as a whole Role of the Mayor •Official head of city •Signs official documents •Presides over and preserves order at council meetings •Votes as member of council •Represents all residents •Chair of the Housing Redevelopment Authority (HRA) Role of a Councilmember •Community leadership At-large: represent all residents •Legislating for city •Stewards of city assets •Member of the Housing Redevelopment Authority (HRA) 2/17/2022 12 Meetings Regular City Council Meetings •As established on the regular meeting schedule. •2nd and 4th Tuesday of each month, City Hall, 7:00 p.m. •Schedule of regular meetings must be kept on file at City Hall. •If the Council changes its regular meeting date, 3 days posted notice must be given. City Council Work Sessions •3 days posted notice. •Notice must include specific topics. •No formal action may be taken.. Special Meetings •Any meeting of the Council other than a regular meeting. •May be called by the Mayor, or by any two members of the Council. •Called by filing a written statement with the City Clerk or City Manager. •Council may transact business within its powers at a special meeting. •Only business for which notice has been given may be discussed. •Open meeting law rules apply to special meetings. Emergency Meetings •Special meetings called by the Council due to circumstances that, in its judgment, require immediate council consideration. •A minimum of one day’s notice to the Council must be given. Notice must include a specific description of the subject. •Good faith effort to notify any who have filed a request for notice. •Posted and published notice is not necessary. Notice Requirements •Notice must be provided 3 days in advance and posted to the public. •The city must also mail or deliver notice to each person who has filed a written request for notice of special meetings with the city, also three days in advance of the meeting. Housing and Redevelopment Authority (HRA) The City Council serves as the Housing and Redevelopment Authority (HRA) for St. Anthony Village. The HRA meets the second and fourth Tuesday of each month as needed following a regularly scheduled Council Meeting. The HRA meets to consider and take action on economic development, housing and redevelopment issues presented to them. 2/17/2022 13 Stay Connected Notify Me Sign up to receive updates on specific subjects.Alert Center Sign up to receive updates on snow plowing and public safety alerts. Calendar Sign up to receive notifications of added/modified meetings and community events. News Flash Sign up to receive notifications of added/modified news flash. We typically use the news flash for highlighting certain events, initiatives, and important messages. Government Jobs Sign up to receive notifications when a new job has been added or modified. Ask the City Use this form to ask City Staff questions. Special Laws and Concerns for City Council Members •Open Meeting Law •Ordinance vs Resolution vs Motion •City’s Policies •Gift Law •Conflicts of Interest •Contract Authority •Data Practices •Complaints 2/17/2022 14 Open Meeting Law What is it? A requirement that pubic meetings must be open to the public. A “meeting” means a quorum of elected officials (here, three) where City business is discussed. Some meetings may be closed, and certain meetings must be closed. Rule A meeting of a public body must be open to the public and can only be held after advance notice of the meeting has been givenunless an exception applies Purpose Protects public’s right to be informed Who Cares? Residents and especially the press “But I didn’t think that was a meeting!” •Before or after an open meeting •Social gatherings where 3 or more Council Members attend and City business is discussed •Serial meetings •Phone •Email Penalties •Bad press •Council member subject to $300 fine and forfeiture of office after three intentional violations •Attorney fees (up to $13,000) may be assessed against the City Policies Use of E-Mail •City-issued email address only for City business •Do not “Reply All” •Public nature of e-mail •Retention of e-mail •Public right to inspection 2/17/2022 15 Motions, Resolutions, and Ordinances – What’s What? Ordinance •Is the highest and most authoritative form of action a City may implement. An ordinance is intended to be a permanent law, although it can be repealed. Resolution •Less formal than an ordinance and do not have same enforcement provisions as an Ordinance. Resolutions are used for administrative or executive matters or for statements of policy. Motion •Are used to provide acknowledgements or for giving direction. Gift Law Elected and local officials, including employees, may not receive a gift from any “interested” person. An interested person is one who has a direct financial interest in a decision that a local official is authorized to make. Exceptions •Campaign contributions •Food or beverage at a meeting where a person is presenting •Other exceptions (that mostly relate to items with insignificant value) 2/17/2022 16 Conflicts of Interest A conflict of interest occurs when an individual has a personal interest (direct or indirect) in a Council decision (or another decision made in his or her official capacity). Three categories of potential conflicts •Contractual •Incompatible offices •Self-interest in non-contractual matters Contractual Conflicts What is it? A personal financial interest in a contract with the City. Rule Prohibited unless a statutory exception exists Purpose Protects public money Exceptions •Designating a bank or newspaper •Contracting for goods or services that are not competitively bid •Several other minor exceptions Procedure if a contractual contract exception exists •Disclose interest and abstain from discussions •Abstain from vote •Council must approve contract by unanimous vote •Additional requirements for most exceptions Penalties •Bad press •Contract void •Gross misdemeanor ($3,000/one year prison) 2/17/2022 17 Non-contractual Self Interest Conflicts What is it? A personal financial interest in a non-contractual decision Rule Self interest conflicts are prohibited, but the application of the rule is very fact specific Procedure •City Manager will contact City attorney for analysis •Disclose interest and abstain from discussions •Abstain from vote Penalties •Bad press •Council decision can be reversed •Personal liability Data Practices Act What is it? “Government data” means all data collected, created, received, maintained or disseminated by state or local government, regardless of its physical form, storage media, or conditions of use. Paper documents, email, CD-ROMs, videotape, and computer files are all forms of “government data.” Rules •Council Members receive Information that is Public, non-Public, Confidential, and Private. •Staff will try to inform you of the type of information you are receiving. •Correspondence and email may contain private or confidential data. •Limited personnel data is public. •Public has limited access to government data based on data’s classification. •An individual who is the subject of data has limited access to data regarding him/herself. •Council members are not delegated by the City with the authority to determine how data is characterized or respond to data practices act requests. •All requests for data should be directed to the City Manager. 2/17/2022 18 What do you do when you receive a complaint? Council Member should try to obtain: •Name, Address, Contact Info •Details about Concern •Notify City Manager of complaint. •City Manager responds or forwards to appropriate department for necessary follow up. •Department Head or City Manager follow up with resident and/or City Council as appropriate. Servant Leadership Core Competencies St. Anthony City Council is committed to governing with a servant leadership mindset. Based on ten core competencies, a servant leadership mindset ensures the Council will lead with values, adhere to its vision, and act on decisions to achieve equitable outcomes. Each Council member strives to ensure our behaviors meet high ethical standards, our interactions with our constituents are respectful, our engagement seeks to listen to diverse perspectives, our processes and decisions are transparent, and our policymaking utilizes an equity lens. 2/17/2022 19 Servant Leadership Mindset Integrity and Ethics Examples of integrity and ethics as an elected official include: ● Complying with laws, policies, and rules (e.g. the gift law). ● Fostering ethical behavior among your elected peers and city staff. ● Avoiding conflicts of interest. ● Demonstrating a commitment to democracy and fair process. Resources Leading with Values: Integrity and Ethics Official Conflict of Interest (page 28) League of Minnesota Cities Minnesota Mayor Handbook (page 31-35, Sample on page 77) Servant Leadership Mindset Communication Examples of communication as an elected official include: ● Being an effective listener. ● Maintaining composure in crisis or other highly-charged situations. ● Using different communication tools to engage stakeholders in the community. ● Modeling good social media use. ● Communicating reliable information; not misleading the public. ● Seeking out and listening to broad perspectives. Resources Leading with Values: Communication League of Minnesota Cities Minnesota Mayor Handbook (page 35) 2/17/2022 20 Servant Leadership Mindset Community Engagement Examples of community engagement as an elected official include: ● Building relationships with different community leaders, including those representing underserved or underrepresented groups. ● Modeling civility. ● Welcoming diversity in viewpoints and opinion. ● Modeling good social media use. Resources Leading with Values: Community Engagement League of Minnesota Cities Minnesota Mayor Handbook (page 28-29) Servant Leadership Mindset Equity and Inclusion Examples of equity and inclusion as an elected official include: ● Taking action to demonstrate a commitment to inclusion and equity in your city. ● Reviewing policies for fair and equitable outcomes. ● Building an inclusive workforce that represents the community. ● Ensuring city services are accessible and welcoming to all community members. ● Intentionally seeking authentic input into city policies from a wide range of voices and backgrounds. Resources Leading with Values: Equity and Inclusion Driving Diversity and Inclusion through Governance Race Equity Toolkit: An Opportunity to Operationalize Equity Government Alliance on Race & Equity (GARE) | St Anthony Village, MN (savmn.com) 2/17/2022 21 Servant Leadership Mindset Strategic Planning and Decision Making Examples of Strategic Planning and Decision Making as an elected official include: ● Listening to and considering a variety of perspectives in order to make decisions. ● Ability to develop long-term plans. ● Encouraging creativity of ideas. ● Building trust and consensus; investing in relationships and understanding of core values. Resources League of Minnesota Cities Minnesota Mayor Handbook (page 30-31) St. Anthony Strategic Plan | St Anthony Village, MN (savmn.com) Servant Leadership Mindset Policymaking Examples of policymaking as an elected official include: ● Listening to diverse perspectives and building consensus. ● Energizing a group for taking action. ● Identifying priorities. ● Harnessing relationships to bring about positive results. ● Seeing the big picture. Resources League of Minnesota Cities Minnesota Mayor Handbook (page 36-38) Ways Cities can Use Data 2/17/2022 22 Servant Leadership Mindset Managing Risk Examples of managing risk as an elected official include: ● Following open and transparent public process with decision-making. ● Fairness in application of ordinances and policies. ● Upholding the values of the city and acting as a role model for integrity. Resources League of Minnesota Cities Minnesota Mayor Handbook Servant Leadership Mindset Meeting Facilitation Examples of meeting facilitation as an elected official include: ● Following Robert’s Rules of Order. ● Modeling collaboration and cooperation. ● Engaging stakeholders in productive discussions. Resources League of Minnesota Cities Meetings of City Councils 2/17/2022 23 Servant Leadership Mindset Financial Literacy Examples of financial literacy as an elected official include: ● Creating an environment in which financial transparency is valued. ● Analyzing trends that will affect the budget. ● Being a good steward of the public’s resources. ● Preparing your city to meet future needs. Resources League of Minnesota Cities Handbook for Minnesota Cities (Chapters 19-25) Servant Leadership Mindset Personnel Management Examples of personnel management as an elected official include: ● Investing in employee’s professional development/encouraging a growth mindset. ● Helping employees see how their roles, responsibilities connect to the city’s overall mission. ● Modeling the values of the city. ● Implementing succession planning. Resources League of Minnesota Cities Minnesota Mayor Handbook (page 40-41) 2/17/2022 24 Servant Leadership Mindset League of Minnesota Cities and National League of Cities resources: Core Competencies in Local Government League of Minnesota Cities Handbook for Minnesota Cities League of Minnesota Cities Minnesota Mayor Handbook Elected Officials and Council Structure and Role League of Minnesota Cities Meetings of City Councils League of Minnesota Cities Meetings, Motions, Resolutions, Ordinances Good Start to Good Governance Official Conflict of Interest Race Equity Toolkit: An Opportunity to Operationalize Equity 5 Ways Cities Can Use Data to Become More Efficient and Effective Articles/Reference Documents Driving Diversity and Inclusion through Governance Director Onboarding and the Foundations of Respect Organizational Culture and Leadership Defining Culture and Organizational Culture For more information contact: Charlie Yunker City Manager City of St. Anthony Village 612-782-3315 charlie.yunker@savmn.com www.savmn.com Welcome Managing People High-Per forming Teams Start with a Culture of Shared Values by Greg Satell and Cathy Windschitl May 11, 2021 Summary.    Tim Robberts/Getty Images In today ’s disruptive marketplace, every organization needs to attract, develop, and retain talent with diverse skills and perspectives. The difference between success and failure will not be in the formulation of job descriptions and compensation packages, but in the... Managers will face unprecedented challenges over the next decade. Not surprisingly, many leaders will choose to focus on the strategic aspects of change. Just as important, however, is driving more a skills-based transformation that can create teams diverse enough to be vibrant and innovative, while remaining inclusive and cohesive enough to be effective. That’s easier said than done. Decades of research show that diverse teams, while often high performing , also encounter obstacles and face resistance. Managers who attempt to reshape their workforce without first acknowledging the challenges of difference risk getting mired in conflict and acrimony, which can undermine effectiveness. What we have found in our work advising some of the world’s most high-performing firms on how to accelerate transformation and drive growth is that successful leaders strive to identify shared values and build change upon common ground. This means that managers need to not only evaluate technical skills, but also to clearly communicate their organization’s shared mission and hire people who will be inspired to dedicate their talents to it. What Makes A Great Team? In 1997, McKinsey declared a “War for Talent” and advised their clients to focus on recruiting and retaining the “best and the brightest.” They suggested that firms should create compelling “employee value propositions,” invest in A players, develop B players, and move quickly to get rid of C players. Yet it soon became clear that this approach failed to yield results because of unintended consequences that resulted from perverse incentives. In fact, there is significant evidence that it contributed to the destructive culture and ultimate downfall of Enron, because the focus on individual rather than team performance encouraged employees to undermine their colleagues. The lesson is that it is not individuals, but teams, that get results — especially in high-value work such as creative work, complex analysis, and scientific research. Fortunately, there has been abundant research into how teams function best and what makes them perform most efficiently and productively. In one wide-ranging study, scientists at MIT and Carnegie Mellon found that high-performing teams are made up of people who have high social sensitivity, who take turns when speaking , and that include women in the group. But perhaps the most important trait of any team is that its members contribute a diversity of talents, experiences, and perspectives, which maximizes the the number of possibilities the team can explore and leads to smarter, more innovative solutions. However, building a diverse team that works well together is a challenge that takes real effort to overcome. L eaders shouldn’t underestimate it. The Diversity Paradox  Diversity, all too often, is viewed as being in conflict with performance; something that leaders will get around to once they ’ve made their quarterly numbers. However, the evidence that diversity improves performance is nothing less than overwhelming. One study found that diverse groups solve problems better than more homogenous teams of objectively high-ability problem solvers. Another that simulated markets showed that ethnic diversity deflated price bubbles. A McKinsey report that covered 366 public companies in a variety of countries and industries found that groups that were more ethnically and gender diverse performed significantly better than others. The list goes on. Yet while the benefits of diversity are clear, so are the challenges. We are hard-wired to be hostile to those we see as “other.” In a study of adults randomly assigned to “leopards” and “tigers,” fMRI studies noted enmity to outgroup members. Similar results were found in a study involving five-year-old children and even in infants. To some extent, tribalism is unavoidable. These tensions, if not addressed, can inhibit performance. Consider that when researchers at Northwestern’s Kellogg School of Management and Stanford Graduate School of Business put together groups of college students to solve a murder mystery, cohesive groups were much more able to come to consensus and feel confident in their solution than diverse groups, but they were also much more likely to be wrong. Leaders need to be able to square the circle and build teams that are diverse enough to be innovative, but cohesive enough to work together smoothly. Our work with high-performing organizations has shown that the best way to do that is by building a culture of strong , shared values. Building a Shared Mission and Shared Values The link between values and performance isn’t always immediately obvious. But consider that culture and values are how an enterprise honors its mission and it becomes clear that values are a crucial component of strategic intent. For example, throughout his tenure, Steve Jobs’ commitment to fusing design with technology was a value that attracted both customers and talent. More recently, Tim Cook has been leveraging the value of privacy in much the same way. Similarly, signaling a shift in values can help attract new domains of expertise. This was very much the case in the AI community, which for decades prided itself on its meritocratic values. However, when it became clear that the industry was encountering serious ethical challenges, its commitment to taking those concerns seriously helped attract organizations such as the ACLU and Chatham House to its Partnership on AI effort. Yet what is crucial for leaders to understand is that commitment to values always comes with costs and constraints. Over a century, one company we worked with has provided high-quality products and earned a reputation for ethics and excellence. Due to technological disruption, the firm needed to hire people with more diverse skills and mindsets. Their challenge was twofold. First, leadership needed to have a frank discussion about how they needed to operate differently. Second, they needed to signal to outsiders that the change was genuine. Managing the shift required a sustained commitment from the top to achieve the desired results. A High-Per formance Culture Is a Journey, Not a Destination Strictly speaking, values are how an enterprise honors its mission. To achieve any significant objective, capabilities must be brought to bear, and some of the most crucial capabilities are the skills embedded in an organization’s talent. However, while skills enable an enterprise to achieve its mission, they are separate and distinct from it. Values are central. There is a fundamental difference between hiring people to do what you want and hiring people who already want what you want. The value of any particular skill is likely to degrade over time. On the other hand, people who share your mission and values can acquire the skills needed to achieve your shared objectives. What we’ve found in our work helping to develop high- performing organizations is that every strategy requires specific capabilities and those capabilities come with people attached. Those people, in turn, come with their own needs and peccadilloes, rough edges, and dreams. The art of leadership is no longer merely to plan and direct action, but to inspire and empower belief. In today ’s disruptive marketplace, every organization needs to attract, develop, and retain talent with diverse skills and perspectives. The difference between success and failure will not   be in the formulation of job descriptions and compensation packages, but in the ability to articulate a higher purpose. That begins with a clear sense of shared mission and values. Greg Satell is an international keynote speaker, adviser and bestselling author of Cascades: How to Create a Movement that Drives Transformational Change. His previous effort, Mapping Innovation, was selected as one of the best business books of 2017. You can learn more about Greg on his website, GregSatell.com and follow him on Twitter @DigitalTonto. Cathy Windschitl is Practice Director at Proteus, a management consulting and executive coaching firm, where she works with global organizations and senior teams to develop talent, accelerate transformation, and drive growth. 2/17/22, 1:19 PM Tuckman's Stages of Group Development - West Chester University https://www.wcupa.edu/coral/tuckmanStagesGroupDelvelopment.aspx 1/7 Observable Behaviors Politeness Tentative joining Orienting with others personally Avoids controversy Cliques may form Need for safety and approval Attempts to define tasks, processes, and how it will be decided here T U C K M A N 'S S TA G E S O F G R O U P D E V E L O P M E N T S t a g e s o f G r o u p D e v e l o p m e n t These stages are commonly known as: Forming, Storming, Norming, Performing, and Adjourning. Tuckman's model explains that as the team develops maturity and ability, relationships establish, and leadership style changes to more collaborative or shared leadership. Tuckman's original work simply described the way he had observed groups evolve, whether they were conscious of it or not. In CORAL, the real value is in recognizing where a team is in the developmental stage process, and assisting the team to enter a stage consistent with the collaborative work put forth. In the real world, teams are often forming and changing, and each time that happens, they can move to a different Tuckman Stage. A group might be happily Norming or Performing, but a new member might force them back into Storming, or a team member may miss meetings causing the team to fall back into Storming. Project guides will be ready for this, and will help the team get back to Performing as quickly as possible. F o r m i n g The initial forming stage is the process of putting the structure of the team together. Team members feel ambiguous and conflict is avoided at all costs due to the need to be accepted into the group. Team members look to a group leader for direction and guidance, usually CORAL project guides. 2/17/22, 1:19 PM Tuckman's Stages of Group Development - West Chester University https://www.wcupa.edu/coral/tuckmanStagesGroupDelvelopment.aspx 2/7 Discussion of problems not relevant to the task Feelings and Thoughts Many feel excited, optimistic, and full of anticipation Others may feel suspicious, fearful, and anxious working with others What is expected of me Why are they here Uncertainty and Apprehension Team Needs Team mission and vision Establish specific objectives and tasks Identify roles and responsibilities of team members Establish team ground rules Team member expectations Operational guidelines for team Effective in class meetings Effective Chat meetings 1st set of feedback from project guides Leadership Required Project Guides & Instructors provide structure and task direction Allow for get-acquainted time Create an atmosphere of confidence and optimism Active involvement Team members believe an appointed leader necessary to make decisions One-way communication from leader to team-members To advance from this stage to the next stage, each member must relinquish the comfort zone of non-threatening topics and risk the possibility of conflict. S t o r m i n g This stage begins to occur as the process of organizing tasks and processes surface interpersonal conflicts. Leadership, power, and structural issues dominate this stage. 2/17/22, 1:19 PM Tuckman's Stages of Group Development - West Chester University https://www.wcupa.edu/coral/tuckmanStagesGroupDelvelopment.aspx 3/7 Observable Behaviors Arguing among members Vying for leadership Differences in points of view and personal style are evident Lack of role clarity Team organizing itself Power struggles and clashes Lack of consensus-seeking behaviors Lack of progress Establishes unrealistic goals Concern over excessive work Feelings & Thoughts Feel Defensive Confusion, loss of interest can result Resistance to tasks Fluctuations in attitude about the team Unsure if I agree with teams mission and purpose Question the wisdom of team members Increase in tension and jealousy Unsure about my personal influence and freedom in the team We're not getting anywhere Team Needs Inter & intra personal relationships Identify stylistic and personal differences Effective listening Giving and receiving feedback Conflict resolution Clarify and understand the team’s purpose Reestablish roles and ground rules How to deal with ‘some’ team members violating team codes of conduct Receiving Feedback from project guide Leadership Required Project guide & Instructors acknowledge conflict Project Guides suggest that consensus among team members 2/17/22, 1:19 PM Tuckman's Stages of Group Development - West Chester University https://www.wcupa.edu/coral/tuckmanStagesGroupDelvelopment.aspx 4/7 Get members to assume more task responsibility Concept of Shared Leadership emerges Teach conflict resolution methods Offer support and praise Actively involved Team members begin consulting one another – shared leadership emerging but have difficulty with decision making Observable Behaviors Processes and procedures are agreed upon Comfortable with relationships Focus and energy on tasks Effective conflict resolution skills Sincere attempt to make consensual decisions Balanced influence, shared problem solving Develop team routines Sets and achieves task milestones Feelings & Thoughts Sense of belonging to a team Confidence is high Team members feel a new ability to express criticism constructively Acceptance of all members in the team General sense of trust Assured that everything is going to work out okay Freedom to express and contribute Team Needs In order to progress to the next stage, group members must move from a "testing and proving" mentality to a problem-solving mentality. The most important trait in helping teams move to the next stage is the ability of team members to listen to their team mates - what are they trying to say? N o r m i n g In this stage, team members are creating new ways of doing and being together. As the group develops cohesion, leadership changes from ‘one’ teammate in charge to shared leadership. Team members learn they have to trust one another for shared leadership to be effective. 2/17/22, 1:19 PM Tuckman's Stages of Group Development - West Chester University https://www.wcupa.edu/coral/tuckmanStagesGroupDelvelopment.aspx 5/7 Develop a decision making process Be prepared to offer ideas and suggestions Problem solving is shared Utilizing all resources to support the team effort Team members take responsibility in shared leadership skills Receiving Feedback from project guides Leadership Required Shared leadership Give feedback and support from Project Guides Allow for less structure Promotes team interaction Asks for contributions from all team members Collaboration becomes clearer Encouraging others in making decisions Continues to build strong relationships Observable Behaviors Fully functional teams Roles are clearer Team develops independence Team able to organize itself Flexible members function well individually, in subgroups or as a team Better understand each other’s strengths and weaknesses and insights into group processes The major task function of stage three is the data flow between group members: They share feelings and ideas, solicit and give feedback to one another, and explore actions related to the task. Creativity is high. Collaboration emerges during this stage when team work ethic and shared leadership is understood. The major drawback of the norming stage is that members may begin to fear the inevitable future breakup of the team; they may resist change of any sort. P e r f o r m i n g True interdependence is the norm of this stage of group development. The team is flexible as individuals adapt to meet the needs of other team members. This is a highly productive stage both personally and professionally. 2/17/22, 1:19 PM Tuckman's Stages of Group Development - West Chester University https://www.wcupa.edu/coral/tuckmanStagesGroupDelvelopment.aspx 6/7 Feelings & Thoughts Empathy for one another High commitment Begin understanding collaborative work ethic Tight bonds emerge Fun and excitement Lots of personal development and creativity General sense of satisfaction Continual discovery of how to sustain feelings of momentum and enthusiasm Team Needs Project guides assure team is moving in collaborative direction Maintain team flexibility Measure knowledge performance – post test Provide information Giving and Receiving Feedback and Dialogue with project guides Leadership Required Shared Leadership being practiced Observing, Inquiring, Fulfilling, team needs Collaborative efforts among team members Project guides provides little direction Team members offer positive reinforcement and support Share new information The Performing stage is not reached by all groups. If group members are able to evolve to stage four, their capacity, range, and depth of personal relations expand to true interdependence. In this stage, people can work independently, in subgroups, or as a total unit with equal competencies. A d j o u r n i n g In this stage typically team members are ready to leave (course termination) causing significant change to the team structure, membership, or purpose and the team during the last week of class. They experience change and transition. While 2/17/22, 1:19 PM Tuckman's Stages of Group Development - West Chester University https://www.wcupa.edu/coral/tuckmanStagesGroupDelvelopment.aspx 7/7 Observable Behaviors Visible signs of grief Momentum slows down Restless Behavior Bursts of extreme energy usually followed by lack of energy Feelings & Thoughts Sadness Humor (that to outsiders could appear cruel) Glad it is over – relief Team Needs Evaluate the efforts of the team Tie up loose ends and tasks Recognize and reward team efforts Leadership Required Project guides help team develop options for termination Good listening Reflection and carry forth collaborative learning to next opportunity the group continues to perform productively they also need time to manage their feelings of termination and transition. The final stage, adjourning, involves the termination of task behaviors and disengagement from relationships. A planned conclusion usually includes recognition for participation and achievement and an opportunity for members to say personal goodbyes. Concluding a group can create some apprehension – in effect, a minor crisis. The termination of the group is a regressive movement from giving up control to giving up inclusion in the group. THIS PAGE LEFT INTENTIONALLY BLANK 2/17/22, 1:20 PM Leading in a Crisis: Building High-Performance Teams https://www.govtech.com/analysis/leading-in-a-crisis-building-high-performance-teams.html 1/8 Special: Cybersecurity Cloud Local Digital AI Public Safety American Rescue Plan Customer Experience Convening a group of expert decision-makers in times of crisis can bring about some friction. Here’s how to deal with challenges like overbearing leadership, bias, micropolitics and mental fatigue. April 14, 2020 • Eric Stern,  Paul 't Hart,  Allan McConnell Shutterstock Responses to crises are to a large extent shaped by the shared sense-making, deliberation and decision-making that occurs in teams for policymaking, coordination and tactical response. Emergency plans position all manner of teams as crucial nodes in crisis response networks. For example, the U.S. National Incident ANALYSIS Leading in a Crisis: Building High-Performance Teams Newsletters Webinars Events Magazine Papers 2/17/22, 1:20 PM Leading in a Crisis: Building High-Performance Teams https://www.govtech.com/analysis/leading-in-a-crisis-building-high-performance-teams.html 2/8 Management System (NIMS) identifies emergency support functions and provides a template for a “project organization” that can be adapted to the context and demands of a particular emergency, disaster or crisis. Similar systems exist in Australia and New Zealand, from ministers down to the tactical response level. The key question is how to compose, manage and work in such groups so that they perform productively and remain fit for purpose in a crisis. While emergency plans often provide generic guidance for their composition, they do not provide guidance on how to manage and navigate the crucial interpersonal and inter-professional processes that support — or inhibit — problem-solving during a crisis. Challenge 1: Overbearing leadership In crises, there is always a temptation for leaders to adopt a heroic and command- and-control posture. This may look and feel good externally and "get things done" speedily. But research is clear: It is a liability rather than an asset to team performance. These kind of command-and-control leaders end up dominating deliberations, constricting the information flow, promoting conformity and undermining the authority, expertise and critical thinking of team members. 2/17/22, 1:20 PM Leading in a Crisis: Building High-Performance Teams https://www.govtech.com/analysis/leading-in-a-crisis-building-high-performance-teams.html 3/8 Recommendation: The best crisis leaders provide direction but remain aware that crisis success is generally co-produced. First, they should adapt deliberative and decision-making processes to the timeframes available, and encourage purposeful, focused dialog and inclusive engagement by all team members. They should ensure that the appropriate mix of professions, expertise and backgrounds is at the table and periodically recalibrate team composition in view of the evolving character and challenges of the crisis at hand. Second, rather than getting locked into a role conception as "the decider," they should provide broad direction regarding the mission and mandate of the group, without telegraphing personal policy preferences or likely decisions early in the process. Third, they should ensure that each team member feels empowered to contribute authentically, including voicing doubt, dissenting, and being given a fair hearing. Challenge 2: Blind spots and biases ADVERTISEMENT 2/17/22, 1:20 PM Leading in a Crisis: Building High-Performance Teams https://www.govtech.com/analysis/leading-in-a-crisis-building-high-performance-teams.html 4/8 Many crises have been mismanaged in good faith by top teams making fatal judgment calls based on false premises and misperceptions, rather than by willful pursuit of questionable policies. Crises are tough information environments. High uncertainty (including "unknown unknowns"), high fluidity, high stakes and high emotions may all cloud policymakers’ ability to make sense of rapidly unfolding situations. In the heat of the moment and under pressure to act quickly, our instinctive, emotional "System One" brains may thrive while our systematic, deliberative "System Two" mode of information processing is momentarily suppressed. This cognitive shift can compromise our ability to assess situations and purposefully consider potentially vital issues that do not fit our emotionally driven frames of reference. Group dynamics — for example the premature and excessive concurrence-seeking behavior associated with "groupthink" — can exacerbate such blinkered thinking. The challenge when deliberating and taking crucial decisions is to avoid such pitfalls. Recommendation:  ADVERTISEMENT 2/17/22, 1:20 PM Leading in a Crisis: Building High-Performance Teams https://www.govtech.com/analysis/leading-in-a-crisis-building-high-performance-teams.html 5/8 Each team member should be authorized up front to pull the "emergency brake” through vigorous opposition at any time the group or key members slide into a questionable (incomplete, self-serving, catastrophized or outdated) definition of the situation or are leaning toward unworkable or unethical policies. Members with certain professional roles in the team (the lawyer, the virologist, the engineer, the emergency manager, the military or law enforcement officer, the communicator) have a particular responsibility to make sure that the group acts in ways that are legitimate and consistent with good professional practice relevant to the circumstances at hand.   Challenge 3: Micropolitics When crisis teams kick into action, "microclimates" develop within them and determine the quality of their performance. Importantly, these climates are partly shaped by the quality of the pre-existing relations between the political, bureaucratic and professional constituencies that team members represent. It may also be shaped by gender divides. Although the prevailing norm is to suspend politicking and unify in order to fight the crisis together, the reality is that under the pressure of a crisis, pre-existing fault lines and protective, competitive instincts may be amplified rather than attenuated. Just because circumstances dictate that individuals join a leadership or coordination "team" does not mean that members cast aside their set identities, situated interests ("where you stand depends on where you sit") and relational baggage. Recommendation: Do not ignore, or try to wish away, this type of micropolitics and let it fester in the shadows. Name it at the outset. Don’t suppress it but find ways to normalize and even harness it in ways that allow the team to make balanced, well-scrutinized decisions that will be understood and accepted by other groups and agencies — from stakeholders who are dependent on group decisions to others who will implement decisions. Adopt a practice of "multiple advocacies" where representatives of different viewpoints on issues of strategic importance are given license to argue their cases during team meetings in a structured process — buffeted by their collective commitment to "fall into line" with decisions once taken. Team leaders act as "magistrates" ensuring the integrity of the process and setting 2/17/22, 1:20 PM Leading in a Crisis: Building High-Performance Teams https://www.govtech.com/analysis/leading-in-a-crisis-building-high-performance-teams.html 6/8 (temporal or other) boundaries for arriving at a decision. Challenge 4: Tunnel vision and mental fatigue  High performance can operate on the edge of failure. Adrenaline and stress can enhance the ability of individuals to perform and even thrive, but they can also create a false sense of being able to cope if only we keep pushing ourselves. Separation from friends, loved ones and indeed many colleagues can be necessary in order to function, but prolonged insulation demonstrably leads to alienation and clouded judgment. Well-meaning commitments to the group’s work and its key decisions may escalate and succumb to blinkered thinking that any decisions it has taken must have been the right ones. Particularly, in long-running crises (such as COVID-19), sheer fatigue and "bunker syndrome" can be the enemy of good team performance. Recommendation:  First, teams should build in regular and short (20 minutes at a time will do) but purposeful "stop, reflect and reconsider" moments into their proceedings. During such "balcony time," members are encouraged to give voice to what they notice about their own and the team’s mindsets and behaviors, and what might be questioned and improved. Second, all team members should have fallbacks/deputies who regularly attend team meetings. This enables the pacing of each individual’s workload and pre-empts any illusion of irreplaceability and misguided sense of duty to gain hold of team members. Third, efforts should be made to ensure team members do not remain locked in bunkers or on executive floors. Force them to see "real people" (frontline staff, citizens, loved ones) regularly to hear and feel different voices and maintain a sense of perspective. Fourth, periodically bring in a respected outsider (senior peers, independent experts, experienced facilitators) to purposefully challenge the shared beliefs, norms and practices that have developed within the team. Such "critical friend" scrutiny may feel like a luxury when in fact it is a necessity. Eric Stern is Professor and 2019-2020 Faculty Chair at the College of Emergency Preparedness, Homeland Security and Cybersecurity, University at Albany (SUNY). Paul 't Hart is a professor of public administration at the Utrecht University School of Governance and the Netherlands School of Public Administration (NSOB) in The 2/17/22, 1:20 PM Leading in a Crisis: Building High-Performance Teams https://www.govtech.com/analysis/leading-in-a-crisis-building-high-performance-teams.html 7/8 Events Webinars Papers Sponsored: Industry Q&As Industry Certification Navigator About Privacy Contact Advertise Stay Up To Date Get smart with GovTech. Your guide to technology in state & local government. SIGN UP FOR NEWSLETTERS GET THE MAGAZINE ©2022 All rights reserved. e.Republic California Residents - Do Not Sell My Personal Information Hague. Allan McConnell is Professor of Public Policy, Department of Government and International Relations, University of Sydney. This story has been republished with permission from the Australia and New Zealand School of Government (ANZSOG). Read the complete series here. 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