SAVE Commission's findings - La Follette School of Public Affairs ...

dition of promotion.
Funding sources might
include savings that
employees themselves
achieve in a more flexible
and free management
system. Over
time, a series of certifiable leadership accomplishment
levels will be identified, toward
which employees and officials will work.
The Institute will be developed in the
spirit of a new Wisconsin Idea that involves
input from governments, business, not-forprofit,
academic (private colleges and universities
and public higher educational institutions)
and citizen interests. It will draw upon the wisdom
and experience of former public officials,
legislators, journalists and others. Public employee
unions will have a key role in its
conceptualization and employees at all levels
will participate.
The Institute will be entrepreneurial,
charging for services. It will have a Madison
and Milwaukee presence and make extensive
use of the Wisconsin Public Information Utility
to develop and disseminate materials for
continuing education through computer networking,
CD-ROM, interactive video and other
training tools.
An important benefit of the Institute and
network will be a reinforcement of the sense of
community that distinguished Wisconsin in the
20th Century but threatens to erode in a fastpaced
society. The perspectives and experiences
shared by participants representing different
layers and units of government will result in
priceless partnerships, relationships and trust.
“State government cares less
about local government.”
Southeast Wisconsin official
Such trust among
currently turf-conscious
levels will be
critical if the state is to
remain a democratic
community during a
time of change and increasing
heterogeneity. The program could also
reinforce the government and public-private
sector exchanges recommended elsewhere.
From Managers Who:
Are bosses and controllers
Have a “win” mentality
Make decisions
Do things right
Focus on organizational inner workings
Are short term thinkers
Think in terms of activities, rights
Know the answers
Know how to express themselves
See the world as cause-effect
Take charge
Only emphasize tangibles
Actions
2.1
Develop a Public
Leadership Institute and
network.
2.2
Incorporate a leadership
philosophy in the
management system.
2.3
Prepare managers as
mission-driven leaders.
To Leaders Who:
Are coaches and stewards
Have a “win-win” mentality
Create community
Do the right thing
Are equally concerned with the
big picture
Think and act in long term
Think accomplishments,
responsibilities
Ask the questions
Know how to listen
See the world a connected
system
Know when to lead, follow, take
risks
Value intangibles of vision,
values
R E S U L T S
Developing effective
leaders will:
1 Provide the leadership needed to
reinvent state government on a day
to day basis.
2 Assure citizens that Wisconsin
government continues its reputation
for excellence in government by
having the best state government in
the United States.
3 Provide an ongoing source of cost
saving innovations to keep the
cost of government as low as
possible.
4 Upgrade the quality and accuracy
of information provided to citizens
by government.
5 Reinforce the pride of state
government employees by
investing in their skills and
knowledge.
6 Make the process of state
government reflect the best practices
and knowledge available.
7 Improve the quality of the products
and services of Wisconsin state
government.
Joe Martin, Arthur
Andersen and Co.
”You need a vision and
leadership. Then identify
problems before you
jump in and solve the
wrong problems.”
CITIZEN • COMMUNITY • GOVERNMENT — WISCONSIN: THE 21 ST CENTURY 15