High-Performance Partnerships - National Academy of Public ...

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MANAGEMENT APPROACHES AND ATTRIBUTES chapter twelve I n traditional hierarchal organizations, an effective manager is technically competent and well equipped to deal with vertical decision-making. The manager achieves results by working with employees and volunteers, reporting to a single boss, and having a defined set of responsibilities, powers, and authorities. The design lab participants identified different skills for high-performance partnership managers, who must focus on achieving results, not overseeing work processes. The ends—not the means—are top priority. Also, the manager must be adept at embracing, organizing, and facilitating a collaboration of members with different perspectives, needs, and ways of doing business. Time and energy are needed to glue the partnership together and keep its members engaged, on track, and productive. Managers must be able to embrace a vision that stretches beyond a single organization and convince others to do the same. A high-performance partnership ultimately is accountable for its outcomes. A manager overly focused on “Just speaking the language of partnering does not mean you know how to do it.” Tony Macklin, Family Strengthening Coalition (Indianapolis) process can lose sight of the desired outcome. Table 12-1 highlights some of the most important differences between a high-performance partnership and a traditional organization. A partnership integrates organizations that have potentially overlapping or competing agendas. The management approach must be to build consensus using negotiation and facilitation. A manager cannot dictate a decision but must share power. Given the participants’ broad range of perspectives and cultures, managers must recognize the value of differences and weave them into a coherent organizational fabric. If results miss their target, the manager must assess the situation quickly, change tactics, and move the partnership forward. Hierarchical rigidity is not nimble or sufficiently responsive in the high-performance arena. Flexibility is essential. Communicating up, down, and across is critical. Identifying the right message also is key. The communications challenges discussed earlier TABLE 12-1 MANAGEMENT APPROACHES HIGH PERFORMANCE VS.TRADITIONAL Management High-Performance Traditional Characteristic Partnership Organization View Visionary Task Driver Results Process Decision-making Shared Directive Structure Team Hierarchical Communications 360˚ Top down Style Coach Directive Focus Customer Organization Boss Multiple Single 130 Powering the Future: High-Performance Partnerships
Public managers tend to be risk averse, and tackling complicated issues and sharing authority can be risky. Swift public and media scrutiny creates a tendency to emphasize control. As such, it is difficult for the public sector to accept some failure as a consequence of proactively and creatively solving complex problems. can only be addressed by those that focus significant energy on ensuring that every participant understands every aspect of the partnership. The manager must primarily be a coach, not a commander. A high-performance cross-sector culture is not conducive to pyramidal organizations where issuing orders is the norm. Effective managers must be able to marshal peer, leadership, and even external stakeholder support. These approaches and skills sets are not reserved for the leadership team. They are needed throughout every level of a partnership, from the first line team leader to the chief operating officer. The following sections compare management approaches in a high-performance partnership with those in typical public, nonprofit, business, and civic organizations. These broad-based comparisons help to illustrate prevailing management styles. In the emerging performance-oriented multi-sector environment, broader management attributes will become increasingly relevant. PUBLIC SECTOR MANAGEMENT Governments are in the public’s eye and have strong fiduciary responsibilities, making them very process oriented. Rules and regulations abound, making the transition to a performance-based partnership difficult. Governments should not become laissez-faire about their accountability, but high-performing ones have learned that onerous rules and regulations can inhibit results. Public organizations must have more entrepreneurial and flexible management styles to be true partners. The public sector represents an entire community’s interests, so it naturally has more structure than other sectors. Organizing work and responding to diverse constituencies are strengths for many public administrators. Successful ones must be adept and tenacious in breaking through bureaucratic red tape. Those who have learned to achieve results through cooperative approaches— not only direct line authorities—do well with cross-sector partnerships. NONPROFIT SECTOR MANAGEMENT Stereotyping nonprofit organizations is difficult because they differ in size, service area, funding source, and maturity. However, the design lab participants identified several areas where their management differs from a high-performance cross-sector partnership environment. Nonprofit organizations are focused on their mission because they serve a particular purpose—education, social, health, or cultural. Values and social norms are prevalent in nonprofit decision-making so it can be difficult for managers to recognize and deal with public and business partners’ motivations, constraints, and interests. Reputation and results are more personality dependent in the nonprofit sector than in the public sector. Managers sometimes are selected based on their commitment to the mission rather than for their professional skills. Staff bench strength and good financial and administrative systems can be limited. The public sector contributes stability and longevity to a cross-sector partnership. Political winds may change, but governments rarely go out of business. The same cannot be said for a nonprofit organization dependent on securing scarce resources for its survival. As a result, nonprofit managers often are more adept at responding to change and adversity. 131 Powering the Future: High-Performance Partnerships
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Powering the FUTURE: High-Performan
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A Report by a Panel of the NATIONAL
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TABLE OF CONTENTS FOREWORD.........
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CHAPTER 12: MANAGEMENT APPROACHES A
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Public Business High Performance Pa
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Medicare and Medicaid health progra
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FIGURE 1-1 CONTINUUM OF ORGANIZATIO
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Coexistence: Cooperative: Contractu
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Business FIGURE 1-3 HIGH-PERFORMANC
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“Creating a partnership takes tim
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FIGURE 2-2 NONPROFIT SECTOR REVENUE
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TABLE 2-1 SECTOR DIFFERENCES Public
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eform to establish some form of res
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FIGURE 3-1 DESIGN LAB PARTNERSHIPS:
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TABLE 3-2 DESIGN LAB — PARTNERSHI
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dren. Nine MCCP case managers made
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FIGURE 3-5 MEDICAL CARE FOR CHILDRE
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“The Healthy Families Partnership
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HFP is an excellent model of growin
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identifying specific goals and outc
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5 A DAY FOR BETTER HEALTH PROGRAM N
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FIGURE 3-8 PUBLIC AWARENESS Percent
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esponsible for developing specific
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FAMILY STRENGTHENING COALITION INDI
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Challenges Despite its solid track
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Challenges NBSD encountered some ba
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early intervention; and an early ch
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CAREGIVER/EMPLOYER PROJECT CENTERS
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Medicare insurer, CMS was the ultim
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A 1996 survey of La Alma/Lincoln Pa
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and establishing performance manage
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PROGRAM AREA TABLE 4-2 SAMPLE PERFO
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The Lapham Park Venture originally
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THE DATA TRAP No partnership can cl
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FIGURE 5-1 THE 5 C’S OF EFFECTIVE
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Page 87 and 88: FIGURE 6-4 CAREGIVER/EMPLOYER PROGR
Page 89 and 90: FIGURE 6-6 STRATEGIC PLANNING CYCLE
Page 91 and 92: BALANCING FOCUS AND FLEXIBILITY The
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Page 109 and 110: TABLE 8-3 FAMILY STRENGTHENING COAL
Page 113 and 114: Organizations may feel that a partn
Page 115 and 116: The PODER Project was a six-year in
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Page 121 and 122: Results Characteristics • Derive
Page 123 and 124: FIGURE 10-2 PHASES OF LEADERSHIP Ma
Page 127 and 128: The CMS Employer/Caregiver Workgrou
Page 129 and 130: Informal communications strategies
Page 131: Management Approaches and Attribute
Page 135 and 136: Putting It All Together Chapter13 H
Page 137 and 138: FIGURE 13-2 ROWING TOGETHER FOR A H
Page 139 and 140: Appendix A Panel Member Biographies
Page 141 and 142: Appendix B Selected Bibliography
Page 143 and 144: National League of Cities. “City
Page 145 and 146: Appendix C Performance Management G
Page 147 and 148: Outcomes: The quantified result, or
Page 149 and 150: Appendix D Design Lab Participants
Page 151 and 152: Heidi Veltman Reston Kaiser Permane
Page 153 and 154: America’s Promise Gregg Petersmey
Page 155 and 156: Appendix E Excerpt from Lapham Park
Page 157 and 158: LAPHAM PARK VENTURE STRATEGIC PLAN,
Page 159 and 160: 2. Venture Operations Committee PUR
Page 161 and 162: Appendix F Memorandum of Understand
Page 163 and 164: ARTICLE I - HIGHLAND PARK SOUTHERN
Page 166: NATIONAL ACADEMY OF PUBLIC ADMINIST
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