Based on his Assistant Manager’s discussion with a representative of Latshaw & Associates at a municipal managers’ conference, a City Manager sought to learn more about the Facilitated Performance Evaluation process. This long tenured Manager had become increasingly aware of a significant shift in the community’s political environment and that there seemed to be a growing dissatisfaction with him by some members of the Council, albeit only a few who were recently elected.
The Manager was interested in finding a way to have a more constructive dialogue with his Council not only about his performance, but what specifically was the source of the tension he was feeling. Convinced that a Facilitated Performance Evaluation process might afford him a much clearer sense of where he stood with his Council, the Manager recommended that the Council utilize Latshaw & Associates for his next performance evaluation. The Council was very skeptical about not only the process itself but the cost as well. In deference to the Manager, however, the Council agreed to meet with Latshaw & Associates to learn more about this process of facilitating an evaluation and the steps involved. Subsequent to this meeting, the Council cautiously agreed to proceed.
After more than 14 hours of individual interviews with the Mayor and Council, a performance evaluation was produced that, to the surprise of Council, they were able to unanimously endorse. The Council discovered through this process that they actually enjoyed and appreciated the opportunity to share their thoughts with someone who had experience in local government yet was able to remain objective and impartial to the points of view they offered. They also discovered that there were many shared perspectives that had long gone unspoken, not only of their expectations of the Manager but also what was important to them as a group. They found that once these items were put on the table in a “non-ownership” fashion, it was much easier for them to discuss them with each other.
The process also confirmed many truths the Manager had suspected would challenge him in the coming year. He also learned that he enjoyed the respect of the Council for his many contributions to the community and his hard work over the years. As he stated, “This is the first time that I feel I have been given a performance evaluation that lets me know where I stand with the Council and what is expected of me.”
The Council had changed dramatically within the span of a few years and as a result a slowly changing philosophy of governance had emerged. The bottom line was that the Manager would have to adapt significantly if he wanted to maintain the Council’s confidence. Since he knew this would be a significant challenge to him, he asked the Council to endorse his undertaking some Executive Coaching with Latshaw & Associates. Based on the trust and experience the Council had gained in Latshaw & Associates, they readily encouraged his participation.
The Manager initially took a battery of assessments geared to having him learn more about himself, particularly his preferred behavioral and communication styles. He soon came to better understand that he was putting up some significant obstacles that were interfering with his ability to connect with people in meaningful ways. These obstacles were frustrating his efforts to establish a trusting relationship, particularly with the new members of his Council.
Utilizing this information and his willingness to explore some hard truths about himself, he immediately began to see the benefits that came with being able to openly share his various perspectives and beliefs with someone who understood his managerial role and its many challenges. More importantly, as he began to trust his relationship with his coach, the Manager looked forward to being challenged to look beyond his long-held views. He also came to the realization that he had become very rigid and possessive in terms of what he saw as his role as Manager and the impact it was having on his relationship with Council. He came to accept the fact that if he were to retain his position, he had to adapt and find ways to work more effectively with his Council, especially in the area of communication.
The Manager and Council have been able to move beyond what previously had seemed to be intractable positions to one of greater appreciation of each other and their respective roles in the organization. In the end, what had been a skeptical Council was one that embraced not only the value of Latshaw & Associates’ services in terms of cost, but also the lasting effects of the mutual learning and communication that evolved through the process.
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