The title, as you well know, dear reader, comes from the writing on the wall in Daniel 5, translated as, “You have been weighed in the balance and found wanting.” Those words came to me as I read David Siegel’s recent book on Canadian municipal CAOs, Leaders in the Shadows. It’s subtitled, “The Leadership Qualities of Municipal Chief Administrative Officers.” Interesting stuff for any municipal politician engaged in the recruitment of a CAO.*
Siegel suggests CAOs lead from the shadows because, in part, “…a CAO whose name is in the media frequently is probably in some kind of trouble.” I also suggest that such a CAO may also be so I-centric that he or she feels the need to subordinate the politicians and community to be in the forefront of attention; to be in the media simply for the egotistical delight of seeing his or her name in print. Such a CAO is not a good leader.
Siegel looks at general ideas of leadership within the complex and often byzantine context of Canadian municipal governance, and provides five case studies of successful CAOs from around the country. He examines their careers in depth, their personal attributes, and looks at their leadership skills in leading down (to staff), up (council) and out (community and peers).
That three-way balancing act is crucial to Siegel’s analysis. Good CAOs manage to engage all levels and all directions simultaneously. Staff and council, of course, have more direct interaction with the CAO, thus more opportunities to engage (therefore more opportunities to lead down and up).
I would put leading out under the microscope more because I believe it requires much more effort, more passion, more dedication and more professionalism to be involved in the community outside the office. To actively go out of the town hall doors and engage businesses, groups, to be involved in events, to walk the streets and speak to residents. That’s where a truly great leader would shine, in my estimation. Conversely, any CAO who doesn’t do at least minimal and regular external engagement is not, in my eyes, a leader, merely a manager.
A CAO who isolates himself or herself in the office and does not engage the community would, I believe, be more of a liability to the administration than an asset.
Siegel identifies a municipal CAO with good leadership skills as having “…the ability to move the municipality forward by interacting in a mutually influential way with and motivating council, external stakeholders and organizational subordinates.” This extends a more general definition from Joseph Rost’s book, Leadership for the Twenty-First Century. The key words here are interacting and motivating; not bossing, not ordering, not demanding.
He notes that good leaders “…minimize their personal ambition and emphasize ambition for their organization” (p256). His exemplars, he further notes, were not I-centric, but during interviews deflected discussions away from their own accomplishments to those of their subordinates and their organizations. I expect they were comfortable working in mutually-beneficial partnership situations (like we had with our own Collus/Powerstream partner until this term) and with staff as valued members of the organization, rather than attempting to destroy any relationship for ideological or personal reasons.
The five CAOs were chosen as role models in different categories and styles of management: the generalist, the task-oriented leader, the relationship-oriented leader, the partnership-building leader and what he calls the “I think I’m a better employee…” leader. In truth, all of the CAOs chosen show some degree of strength in every category. Conversely, I would expect there are those around who have none of these skills but have risen through the ranks by sheer ability to outlast everyone else. One can never lose sight of the Peter Principle in which “managers rise to the level of their incompetence.”
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