Handout- L.Lanier 1-23-17:d{cc' Limd�c
LcvnriV
LINDA MAPJE LANIER.
1768 PARK TERRACE WEST
ATLANTIC BEACH, EI.ORIPA 32233
904-246-967£3
904-652-3230 cell
Iinda.rn.lanier oymail.corn
TO: MAYOR MITCH REEVES
COMMISSIONERS BLYTHE WATERS, JOHN STINSON, MITCHELL
HARDING, JIMMY HILL
FROM: LINDA M. LANIER
RE: BEYOND THE JOB DESCRIPTION
DATE: JANUARY 23, 2017
Choosing a new City Manager for our city is the most important action you will take as
our Mayor and Commissioners. The city's Human Resource Department has a job
description for the position which will help you to identify some of skills, job history,
experience and education to look for in the candidates that you consider
I want to share with you some of the other qualities that I think are important for you to
think about. I have served 42 years in the nonprofit and government sectors and have
always reported to a board of directors. Most recently, I served as the Executive
Director of the Jacksonville Children's Commission, part of the Executive Office of the
Mayor. I reported to an eleven member board of commissioners who were appointed
by the Mayor and City Council. While a City Manager's job is different, many of the
skills and relationships are the same, especially the job of reporting to a group of
elected officials rather than a boss. More about this later.
Our next CEO -- Let's begin with the position title. While "city manager" is a term of art
in public employment, you know that you are really looking for a Chief Executive Officer
for this $31 million corporation that we call the City of Atlantic Beach government. The
"city manager' is not a manager at all. He or she is a leader who hires other managers.
Your CEO must have proven experience and success at a high executive corporate or
government level.
Political skills — This is essential. Working with elected officials and the public is at
times highly political, complex, emotional, controversial and is not for the faint of heart.
This person cannot have a thin skin. Your CEO must understand the delicate
relationships required when reporting to our Mayor and Commissioners, leading and
directing the staff, working with volunteers, and responding to the public.
The CEO; your employee — It is a fact that reporting to a board (or in this case a
Commission) is different than reporting to a boss. This relationship is the most
important success factor in the organization. Your CEO must have the skill to navigate
the complex dynamics of Commission members who sometimes disagree with each
other. Your CEO must understand the important but separate role of the Commission
and the City Manager. Given our current challenges, there is no time for learning curve
on this one.
Some of you have been criticized lately for interfering in the work of the staff. True or
not, a good CEO will have the city departments running so well, you won't even want to
interfere. You'll know that citizen's concerns are being handled properly, giving you the
freedom to do the work you were elected to do — long range visioning and strategic
planning, policy development, and tackling big, important issues. Only you can do this
critical work, but you can't do it if you are constantly worried that day to day work isn't
getting done properly.
Courage and emotional stability — Sometimes the City Manager is called upon to
deliver unpopular news about zoning, funding, ethics, spending decisions and more.
Your CEO must be able to tell difficult truths, conduct difficult conversations, and be
self-confident and able to rise above criticism. The CEO must be comfortable about not
being universally loved, but should conduct him or herself in a way that they can be
universally respected.
Comfort and trust with all kinds of people — The CEO should be comfortable
speaking with a high level elected official one minute, and a poor single parent who is
worried about a neighborhood issue the next. The community should have faith in the
CEO's genuine concern about families and our way of life from the Intracoastal
Waterway to the Atlantic Ocean. The CEO should genuinely enjoy relationships with
people and be highly skilled in bringing people together. A person who is easily
fatigued by a high degree of interpersonal work would not do well.
Community presence — Your next CEO should be an expert at writing and delivering
speeches and presentations. His or her words should be quoted in the media and by
members of the community. The candidate should have an insatiable hunger for the
latest thinking in city governance, policies, public safety, beautification, natural
resources, community development, growth management, and a perspective about
national trends. This should always be evident in all public messages speeches and
conversations. Other local leaders should be impressed with your selection. Citizens
and staff should be excited about following his or her leadership. If your candidate is
from another city, you should make an effort to assess this quality from that
community's point of view.
This is the most important work you'll do all year and maybe for many years to come.
Please consider asking for help from highly successful CEOs who live in Atlantic Beach.
I've spoken to several who would like to help you. They have firsthand experience with
the kind of person and talent you'll be recruiting. I'd be glad to connect you with these
experienced leaders at your request.
Thank you for the time and energy you will spend in this critical work.