WE ARE IN THE OPTIONS BUSINESS

We apolitically serve the City Council and its electorate; never forget that executive authority lies with it and not us. Whether it be in the provision of public safety, the execution of administration, or the delivery of services, our core function is not to make policy but to provide an unbiased menu of data and options to our governing body. Having said that, as much as we push, the Council may sometimes pull. If their “ask” comes with unrealistic expectations (time, workload, cost, etc.), let me know so that I can constructively engage with them.

OPERATE AS THOUGH YOU HAD A PROFIT MOTIVE

Private sector organizations have a motivational force for innovation and competitive edge that public sector organizations cannot - money. Rather than by accumulating surplus financial resources, the City “profits” when the flow of revenues and expenditures most efficiently meets the needs of our residents and visitors. We must view the optimization of civic outputs as the gold standard of our work.

EMBRACE THE MINUTIAE. BUT LEAVE TIME FOR STRATEGIC THINKING

The devil is in the details, so never apologize for being a subject matter expert in your area of specialization. But avoid the trap of becoming myopic to the point that you lose sight of your broader role in community administration. Leave time in your day to think about your relationships with other divisions/departments as well as boards, commissions, and community members. Think about how your ideas nest with the broader vision of the City as articulated in the Strategic Plan. Prepare to raise the bar in cross-functional teamwork and excellence!

CROSS-TRAIN

Great organizations take pride in redundancy. As a peer mentor of mine once joked, “He took the formula for ice water with him when he left, and now we’re all dying of thirst.” Don’t be that employee! Those who are single points of failure can bring productivity to a screeching halt when they go on vacation, resign, or encounter an unexpected absence from work. Make sure that someone else knows the basics of your roles so that the proverbial lights can be kept on. You’ll enhance the skillsets of your team while gaining trust with customers—our citizens.

CELEBRATE WINS, BUT ALSO EMBRACE THE RED

Avoid “ethical fading,” a concept whereby bending rules, cutting corners, and misrepresenting results becomes so pervasive in an organization that it is normalized. We cannot improve when we are not honest with ourselves. If the answer, result, or outcome is unflattering, own it! I will never be upset with an employee who says, “This isn’t great, but here’s what I’m thinking about it to make it better.” That opens the door to collaboration, peer support, and problem-solving.

KNOW WHEN THE GAUGES ARE LYING TO YOU

It’s a phrase I learned in an engineering plant, but the point is valid for any automated information or data that a user takes in. There’s no substitute for human intuition. As you gain experience and knowledge, be mindful of those moments where your brain says to you, “Hmmm, that doesn’t seem right.” Your brain is probably on to something, urging you to avoid complacency and ask probing questions. Never be afraid to ask those questions—to subordinates, peers, and superiors alike. Embrace a culture of continuous and life-long learning, regardless of hierarchy.

DEVELOP PROFESSIONALLY

Strive to commit at least 40 hours per year to professional development activities that are based on the practices identified by pertinent professional organizations, societies, and unions. Continuing education is encouraged!

THE MARKETPLACE OF IDEAS IS OPEN!

The socialization of creativity and innovation is authorized! This applies inside our own staff, as well as with other municipal staffs, general assembly and gubernatorial staff, consultants, lobbyists, and our supporting professional organizations. Build a network! It’s a big country, so if you’re looking for a solution to a problem, chances are that someone else already solved it or knows someone who did. So don’t re-invent the wheel. But also don’t be afraid to convey your own ideas. While we may not be able to adopt all of them, I expect my Department Heads to be receptive and active listeners. There is talent at all levels of our staff, and we’d be foolish not to harvest it. Make your idea known, get permission and guidance to move forward with it, and then execute!

THIS IS A PROFESSIONAL WORKPLACE

Treat people fairly with dignity and respect. Do not engage in or condone bullying behavior, harassment, sexual harassment or discrimination on the basis of race, religion, national origin, age, disability, gender, gender identity, or sexual orientation. There are few things I have zero tolerance for. This is one of them.

DON’T BE AFRAID TO EXCEL YOUR WAY UP, EVEN IF THAT MEANS EXCELLING YOUR WAY OUT

Of course we’ll try to incentivize, recognize, reward, and promote. But if your hard work and successes ultimately make you more marketable elsewhere, I’ll be the first in line to write a letter of recommendation. Why? Because I never want you to feel boxed in, and I never want to stymie your growth. And if you leave the City staff having felt appreciated and empowered, you’re more likely to recommend employment at the City to others, thus enhancing our reputation in the labor marketplace. There is a certain “circle of life” in our line of work that is more intrinsically valuable than any one employee or position. First and foremost, you are a human being and a family member with an inalienable set of personal goals and interests. We will always respect them, just as we’d want our own such aspirations respected. Which leads me to my last point….

WE ARE FAMILY

Not your biological family, of course, but when we spend 40+ hours per week together, one cannot ignore some family-like characteristics—advantages and pitfalls alike! There is a term in the Hawaiian language called Ohana, referring to a familial bond that all native Hawaiians share as part of a common culture, where none in that culture are left behind or forgotten. It is my sincere goal that we come to a point on the City staff where we all see each other in that same light—as part of an Ohana that we are proud to call our own.