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Public Works Competency Priority Brainstorm-12/02 <br /> Attending: Eric, Leslie, Margaret Boutell, Kurt, Michelle, Fred, Dave R., Tracy, James (for Peter <br /> R.), Johnny, Roland Hoskins <br /> Brainstorm of why they prioritized each area: ~ ~L~~~~~ <br /> Vision and Planning-#2 ~`~-sZ~t~ 2,~. <br /> • Succession planning is a dept. gap <br /> • Supervisors get wrapped up in their area and don't see connect to the larger organization <br /> • Increased connection with external customers helps support everyone <br /> • Hard when the City vision is not clear <br /> • Tough to balance close work vision vs. larger work vision, are they two separate things? <br /> ~ Encompasses other areas in competency list... there is overlap <br /> • Very hard to develop! Tough to communicate/train/implement <br /> <br /> ~.I <br /> • Lack of skills makes us reactive vs. proactive <br /> i <br /> Performance Management and staff development-#3 <br /> • Reactive with employees vs. proactive response-reduce crisis/issues growing <br /> • New supervisor focus, then we back off focus with more tenured. How do we stay <br /> j current? <br /> • Very connected to team leadership/but foundation work with individual then leads to <br /> work with multiple individuals, the team dynamics. <br /> Team Leadership-#1 <br /> • Skill overlaps lost of other competencies <br /> • We don't think about training the skill-not always at the top of the list <br /> • More work happening in teams-necessity, but how do we define team? <br /> • Look at personal skill strength vs. team leadership skills, may be a gap but we don't <br /> address. Lots of energy to do this <br /> • Pockets in organization where supervisors don't think in team" concepts, more traditional <br /> • Transition for new supervisors from line staff to "leader" status, especially for first line <br /> supervisors, can be difficult. We don't address <br /> Brainstorm of types of activities to help in development: <br /> • Performance management classes, more ongoing rather than two full days <br /> • Better use of technology to support 24 hour operations, just in time information finding <br /> • More self-paced instruction-on-line? <br /> • Video conferencing <br /> Use of telecommunications <br /> • New supervisor transition from production oriented to leadership position <br /> • Time management <br /> <br />