INDIGENOUS PEOPLES
NLC’s newest Municipal Action Guide: Roadmap to Repair: A Guide to How Cities Can Acknowledge and Address the History of Harm to Indigenous Peoples, Rebuild Trust, and Repair Relationships.
Resources from the 2022 ICMA Equity Summit | Ready or Not! Moving from Discourse to Action
Equity: From Interest to Action for Colorado Local Government Professionals
Capstone project: Matthew Hirschinger, Assistant to the City Manager, City of Arvada, Colorado; sponsored by the Colorado Department of Local Affairs.
St Paul, MN: Racial Equity Toolkit and 2022 Equity Language
ICMA Equity and Inclusion Toolkit
Strategies and leading practices in use in communities around the world.
Equity Framework and Rapid Response Tool
City of San Antonio Office of Equity
RESOURCES FROM OUR PARTNERS
Tools and resources from the Government Alliance on Race and Equity
Tools and resources from PolicyLink.
Resources from Living Cities.
POLICE
The Model Police Officer: Recruitment, Training, and Community Engagement
ICMA's survey on police recruitment, training, and community engagement from the perspectives of management, police administration, officers, human resources, and the community.
Black Lives Matter: Racial Disparity and a Review of Police-Community Relations (PDF)
In 2014, race disparity and police use of force collided to become the top issue in urban America.
OTHER RESOURCES
Historically Marginalized Populations Toolkit
Building an Inclusive Workforce
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Catch up on all the advice from ICMA's Career Compass, in case you missed one or want to share these links with a colleague.
To get this column by email, sign-up for the Coaching Program email list. Simply click “Create Account” in the upper right hand corner of this page and follow the steps. Once you are signed-in, manage your Communication Preferences in your profile. Scroll down to “Subscriptions” and click the box next to ICMA Coaching. You will now receive ICMA Coaching Emails.
Also, check out the Career Compass Anthology: Volume I and Career Compass Anthology: Volume II - compilations of the first 50 columns in two formatted PDFs. Volume III-IV are being formatted.
Career Compass No. 114: What I Wish I Knew as a Younger Leader
Career Compass No. 113: Promote Stability Amid All the Change
Career Compass No. 112: Can You Show Your True Self at Work?
Career Compass No. 111: Are You a Generous Leader?
Career Compass No. 110: Accelerate Through Subtraction
Career Compass No. 109: Succession Planning—Nine Classic Mistakes to Avoid
Career Compass No. 108: Leadership Starts with Self-awareness
Career Compass No. 107: The Business Case for Promoting Workplace Belonging
Career Compass No. 106: Supporting a Colleague in Distress
Career Compass No. 105: How Do You Show Up as a Leader?
Career Compass No. 104: Workforce Trends You Can’t Ignore
Career Compass No. 103: Avoid Seeking Happiness at Work
Career Compass No. 102: Responding to Public Criticism
Career Compass No. 101: Now Is the Time to Reinvest in the Front Line
Career Compass No. 100: Leadership Lessons from 99 Career Compass Columns
Career Compass No. 99: Harness the Hidden Power of Rituals
Career Compass No. 98: Combating Change Exhaustion
Career Compass No. 97: Seven Ways to Boost Your Leadership Capabilities
Career Compass No. 96: Why We Need Great Mid-managers More than Ever
Career Compass No. 95: Use Return-to-Office as Your Opportunity to Reset Culture
Career Compass No. 94: 10 Principles for Leading in Turbulence
Career Compass No. 93: Does Your Executive Group Have a First-Team Mindset?
Career Compass No. 92: Leveraging Six Sources of Influence
Career Compass No. 91: Post-Covid, What is your Leadership Narrative?
Career Compass No. 90: Leadership Lessons from Pope Francis
Career Compass No. 89: Overcoming the Arrogance of Expertise
Career Compass No. 88: Leaders Are Dealers in Hope
Career Compass No. 87: Do Something!
Career Compass No. 86: Empathy is a Superpower
Career Compass No. 85: To Thrive in Post-Pandemic, Enhance Employee Experience
Career Compass No. 84: Got Grit?
Career Compass No. 83: How Do I Have Energizing Performance Conversations with Direct Reports?
Career Compass No. 82: Avoid Layoffs by Using a Menu of Strategies
Career Compass No. 81: We Need Adaptive Leaders Now
Career Compass No. 80: To Retain Your Talent, Use Stay Interviews
Career Compass No. 79: Leading by Connecting
Career Compass No. 78: Info Interviews - A Tool to Help You Advance
Career Compass No. 77: Ten Practices to Build a Mini-Culture of Learning
Career Compass No. 76: Humble Leaders Get Results
Career Compass No. 75: Patience Is a Leadership Virtue
Career Compass No. 74: How Do I Get Everyone's Commitment?
Career Compass No. 73: How Do I Get and Benefit from a Stretch Assignment?
Career Compass No. 72: How Do We Generate Creative Ideas?
Career Compass No. 71: Why Won’t They Collaborate with Us?
Career Compass No. 70: How to Handle a Difficult Conversation with a Direct Report
Career Compass No. 69: Psychological Safety: The One Key Determinant of Team Effectiveness
Career Compass No. 68: My My 1:1 Meetings Are a Waste of Time
Career Compass No. 67: Effective Leaders Start with Compassion
Career Compass No. 66: Lighten Up!
Career Compass No. 65: FIO—The Key Competency for 21st Century Leaders
Career Compass No. 64: Ten Ideas to Become a Talent Magnet
Career Compass No. 63: Legacy: Don't Live It, Leave It
Career Compass No. 62: "How Do I Get A Better Title?"
Career Compass No. 61: Leadership Is the Art of Conversation
Career Compass No. 60: I Don't Like My Mid-Manager Job!
Career Compass No. 59: Perform the Job Before You Get It
Career Compass No. 58: Overcoming Deep-Seated Fears
Career Compass No. 57: Leading By Living Your Values
Career Compass No. 56: The Paradoxes of Leadership
Career Compass No. 55: I'm Not Ready!
Career Compass No. 54: How Do I Position Myself for Advancement?
Career Compass No. 53: How Do I Hold People Accountable?
Career Compass No. 52: Recasting My Rep
Career Compass No. 51: Building a World Class Culture
Career Compass No. 50: Storytelling--A Powerful Way to Lead and Communicate
Career Compass No. 49: Building High-Performance Teams—What’s the Magic?
Career Compass No. 48: How Do I Benefit from a Coach?
Career Compass No. 47: Leadership Myths Debunked
Career Compass No. 46: Leading By Letting Go
Career Compass No. 45: City Managers Need Coaches Too
Career Compass No. 44: Rookie Mistakes of a First-Time Department Head
Career Compass No. 43: My Team is Overwhelmed (and so am I)!
Career Compass No. 42: Trust Me!
Career Compass No. 41: The Post-Heroic Leader
Career Compass No. 40: “Why Can't We Just Get Along?"
Career Compass No. 39: The Courage to Do the Right Thing
Career Compass No. 38: Your Staff Meetings Don't Have To Be Dreary
Career Compass No. 37: Engaging Employees for Success
Career Compass No. 36: Creating a Leadership Presence
Career Compass No. 35: Leadership Lessons from My Teenage Daughter
Career Compass No. 34: Making Presentations Like a Pro
Career Compass No. 33: Making the Move Up and Out—What’s the Fit?
Career Compass No. 32: The Power of Vulnerability
Career Compass No. 31: Political Savviness
Career Compass No. 30: Building a Powerful Network
Career Compass No. 29: Forget Work-Life Balance...Re-Energize at Work and at Home!
Career Compass No. 28: My Team Member Is a Slacker!
Career Compass No. 27: Creating a Safe Environment for a Courageous Conversation
Career Compass No. 26: The Art of the Interview
Career Compass No. 25: Winning Office Politics, the Right Way
Career Compass No. 24: Asking Powerful Questions
Career Compass No. 23: Building Your Personal Brand
Career Compass No. 22: Overcoming Your Blind Spots
Career Compass No. 21: My Micromanaging Boss Is Driving Me Crazy!
Career Compass No. 20: They've Oversized My Job!
Career Compass No. 19: Why Should Anyone Follow Me?
Career Compass No. 18: Taking Smart Risks
Career Compass No. 17: The Subtle Art of Promoting Your Value
Career Compass No. 16: Should I Consider a Lateral Move?
Career Compass No. 15: Dealing with Angry Crowds
Career Compass No. 14: Selling Your Ideas
Career Compass No. 13: Developing a Finance IQ
Career Compass No. 12: Communicating with Your Boss
Career Compass No. 11: Frank’s Rules for Resume Writing
Career Compass No. 10: Personal Learning—The Key to Adapting and Advancing
Career Compass No. 9: Bouncing Back From Defeat
Career Compass No. 8: Leading From the Middle
Career Compass No. 7: How Do I Create a "Dream Team" of Advisors?
Career Compass No. 6: The Multi-generational Workplace
Career Compass No. 5: Developing Leadership Skills When You Have No Formal Authority
Career Compass No. 4: Spot That Opening, and Take It!
Career Compass No. 3: Getting Ready for the Next Opportunity
Career Compass No. 2: Defining Your Value In Uncertain Times
Career Compass No. 1: What Skills Are Most Important for a Manager (And How Do I Develop Them)?
Sponsored by the ICMA Coaching Program, ICMA Career Compass is a column from ICMA focused on career issues for local government professional staff. Dr. Frank Benest is ICMA's Liaison for Next Generation Initiatives and resides in Palo Alto, California. If you have a career question you would like addressed in a future Career Compass, e-mail careers@icma.org or contact Frank directly at frank@frankbenest.com. Read past columns at icma.org/careercompass.
CoachConnect
- Go to icma.org/coachconnect to sign up as a coach or learner!
1-1 Coaching
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Video: "Being a Great Coach: Catalyze the Greatness in Others"
- Video: "Talent Catalyst Conversation: Watch Coaching in Action"
- Video National Mentoring Month
Speedcoaching
State Associations
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Leveraging Your Participation in the Coaching Program: Ten Tips for State Associations
-
Leveraging Your Participation in the Coaching Program: Ten Tips for Outreach Partners
FAQs
1. Who is Coaching for? What does it offer?
Everyone! Coaching offers value for people at any stage in their careers. As in sports, coaching helps even the best players do better. Why? Because everyone can benefit from sharing best practices and gaining perspectives from others who can help them see their situation and opportunities from a fresh perspective. That's why we organize the Coaching program webinars to serve as whole team learning experiences. It's also why the Speed Coaching and 1-1 Coaching models provide a structure for advice at multiple stages in a career.
2. What resources are in the coaching program?
The ICMA Coaching Program delivers a suite of services to help you grow and enjoy your career:
- 6 live Webinars per year spotlighting best practices on key topics from local government professionals throughout the U.S. -- invite your whole team to participate.
- Digital Agendas and Archives with video recordings and extensive presentation materials and examples from dozens of sessions available in a convenient online library--delivering you "professional development in a box"--when you want it and where you want it.
- One-on-One coaching provided through our online platform, ICMA CoachConnect
- Talent Development Resources to make greater use of your talent and have fun doing it.
- Speed Coaching session at the ICMA Annual Conference and templates for use at local level -- expand your networks.
- Career Compass columns that address critical career issues.
3. Do I need to be a member of ICMA to participate in 1-1 Coaching?
No. Due to the generosity of the sponsors and partners for the ICMA Coaching Program and volunteer coaches, you do not need to be a member. Since ICMA membership has many benefits, we encourage you to consider joining.
4. What's the difference between a coach, a catalyst, and a mentor?
Some people use "coach" and "mentor" interchangeably. In the ICMA Coaching Program, we use the term "coach" to refer to someone who is helping others find the answers for themselves. This fits well with the interests of aspiring professionals to gain insights from others but blaze their own trails. A catalyst is a type of coach who accelerates action and precipitates results for others without becoming consumed in the process. A catalyst keeps the player in charge of his or her choices. In contrast, mentors often refer to people who teach others and guide them in how to do things. This works well when there is a specific body of knowledge that someone wishes to learn. So, a coach and a mentor are tools for different purposes. You'll probably want one or more of both and who they are will likely evolve over your career.
5. How often and over what period of time should a coach and coachees meet?
This is up to the coach and player. Some meet initially in-person or over the phone and then have occasional check-ins. Some make other arrangements. It's up to your mutual decision. You can decide to start and stop a coaching relationship as you see fit.
6. How many coaches should I have?
Just as top sports players have multiple coaches (one overall, another for a particular skill, etc.), you may wish to have more than one coach. You might have one coach who helps you as you navigate your overall career. This might be an ongoing relationship of several months or more with occasional check-ins. You might have another coach (perhaps even one suggested by your career coach) for a targeted time to help you address a special need or insights about a particular subject or situation.
7. What is the "two-plus-one" system of coaching?
Two-plus-one is an easy way to remember the ideal set-up of a quick-to-access network of coaches. For project, program, or organizational advice, you want one coach within your department or team that can advise you on internal processes, goals, or give you other feedback related to your programs and goals. This can be, but does not need to be your direct supervisor. Then you want a coach in the same organization, but outside your team, to be an advisor that can also put things in context to the organization, the community, or how priorities connect to your question, project, or need for coaching. This can be a more senior staff person, but does not have to be. Someone with longer tenure in the organization can help as they should understand the levers and pulleys in the organization. Lastly, you want a coach outside your organization who can give you a fresh perspective, and can also be a confidant for you on issues you might not want to bring up internally before getting an outsider's perspective. And as in question 6, you can have as many coaches as you need!
Contact coaching@icma.org with feedback or additional questions!
