The culture of the department is the responsibility of the leader. My philosophy is simple; I am here to serve my staff, community, leaders, organization, and the city of San Antonio. I motivate my staff through formal and informal education. For example, I work with an employee in an outreach scenario; I am cognizant as to how adept the employee is when presenting to a client. For instance, does the employee pick up the subtle cues from the client that says I am ready to move-on or I do not understand? My goal with education is an attempt to create a heightened awareness of the employee’s by building confidence and challenging their current skill set in order to grow. My commitment to the employees’ personal development builds trust and report along with a productive independent employee.
Another strategy I use to build an environment of cooperation and professional growth is storytelling and creating rituals. Sharing through storytelling builds confidence in the team by promoting small victories, sharing hard experiences and receiving different perspectives to move to a more positive outcome. Creating rituals, for example Monday briefings, drives the point of task achievement and identifies limitations. More importantly rituals provide structure and add meaning to the daily routines and work processes.
Finally, the use of delegation of task to cultivate team play within a department is articulated in clear long-term standards and goals to provide the employee the ability to maximize performance and personal development. For example, the regional consultants I manage have the responsibility of creating an action plan for the areas they cover. I use their expertise with the area culture, politics, and defined need to concentrate our efforts. This task delegation empowers the employee to develop a clear plan, receive feedback, and clarify the organizations greater mission at the regional level.