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Russ Linden & Associates is a management education and consulting firm, providing services that support organizational performance and change.

We offer open enrollment workshops as well as customized programs in such areas as collaboration, creating a customer-focused organization, the human side of change, and organizational learning.

Russ Linden's Management Columns:

Russ is one of a group of authors who write columns for the "Management Insights" series. These weekly columns are published online by Governing Magazine, and by Harvard's Kennedy School of Government. To see all of Russ's past columns, click on the Governing cover to the right.

Here's his latest column:

You Won the Election. What Do You Do Now?

It takes a lot of energy to get elected. But that's the time to think about how to accomplish things once in office.

It's been said that there are two kinds of political candidates: those who run for office because they want to do something and those who run because they want to be something -- that is, the motivation is more about their egos than the community's needs. I've often seen a third type of candidate: those who run because they want to do something but don't figure out what they want to do or how to go about accomplishing it until it's too late.

Some examples of the third type:

  • Two candidates for a county governing board emphasized during their campaigns that they were independent-minded. "I'm not running to be part of a team," one of them boasted. "I'll make up my own mind how to meet my constituents' needs." They both won. Neither accomplished anything that their constituents cared about.
  • A woman running for a city council seat promised to bring civility to a fractious council. She had great interpersonal skills and lots of energy, and defeated an incumbent. She was a model of professionalism while on the council, but had no impact on her colleagues. Few voters could identify anything she'd done when she ran for re-election.
  • A state agency head ran for a seat in the legislature, promising to use his experience to "make the trains run on time." He won his election handily; the voters were looking for competence in state government. Alas, he wasn't able to make any difference in state agency performance and retired two years later in frustration.

For the full column, click here, and for a complete list of columns, click the GOVERNING cover on the right.

Russ' Management Columns are now posted on his blog where you can also sign up to receive his columns as a quarterly email. See directions for signing up on the blog-site, to the right under Russ' photo.

For A Good Read Try:

"The Trusted Leader"

Most government agencies are filled with "technocrats"- employees with strong technical skills who are most comfortable working on the operational aspects of thier jobs. It sometimes takes years before they learn what Bob Stripling, a long-time city manager, discovered. As Bob puts it, "The longer I work in this business, the more I realize that it's fundamentally about managing relationships."

That's one of the key themes running through "The Trusted Leader". It shows how managers and leaders in government are finding ways to build trust, work across boundaries, and connect with a variety of stakeholders. Russ is pleased as both a contributer to this book, and a teacher in this field, to recommend this title as an insightful aid to those looking to broaden thier understanding in this area. For more on this new title, as well as ordering information, click on the cover below.

The Trusted Leader

 

Russ' latest book, is available
at the following location:

....copies are also available at Amazon.com, and Barnes and Noble.

What People Are Saying About

Leading Across Boundaries


Russ's Most Recent Columns on Management in Governing Magazine.


Russ's Most Recent columns on management innovations posted on the Public Manager website.


New PowerPoint:

The Art of Implementation


Previous Book:
Working Across Boundaries

What People Are
Saying About

Working Across Boundaries

 


Are you a "Collaborative Leader"?

Collaborative leaders understand how to lead as a peer (not only as a superior). They know that many of their most important projects require cooperation from people over whom they have no formal authority. Thus, they use the art of influence to gain cooperation. Read Russ's article on collaborative leadership, which appeared in the summer, 2003 issue of the Leader to Leader journal. Click here to see the article in its entirety.


"The Quest to Become 'One' "- A Report by Russ Linden*

Have you ever wondered,"How do I get all of the employees to start pulling in the same direction?" "Why do some managers still make it thier career strategy to hoard information instead of sharing it?" "Why is it difficult for the workforce to see the big picture?"

In recent years, several large federal organizations have tried to answer these questions through initiatives aimed at getting all of thier untis to work as "one". This report describes three such efforts in detail, at the Department of Veterans Affairs, Department of Transportation, and NASA. Each used different approaches, but they undertook their initiatives for the same reasons: their customers demanded it, ans they couldn't succeed as fragmented entities.

This paper examines what it means for large public agencies to work in an integrated way, across the hurdles faced in doing so, the strategies that seem to work well, and some lessons learned.

read more >

* This report was published by the IBM Center for Business of Government. You can learn more about ths Center at: www.businessofgovernment.org.


Location:
336 Parkway Street
Charlottesville, Virginia 22902
Contact:
Phone: (434) 978-7775
email:russlinden1946@gmail.com

Website updated: February 8, 2016

PowerPoints updated: March 18, 2009