To help fashion the vital new future for a downsized and restructured local government, executives
must understand that the psychological impacts of downsizing seriously exacerbate the actual reductions in resources. Employees typically feel victimized, pessimistic, overwhelmed, and resistant to any change or opportunities. An executive cannot manage an organization’s way to a new, more vital future.

Rather, an executive must spend a lot of “face time” with employees, exerting visible, confident, and optimistic leadership and then engaging employees in envisioning a new story and fulfilling

In debunking the mystery it is important to think about why great performance is critical in today’s society. One explanation is the trend of rapidly rising standards. Whether it is reducing your police response rate, ecoming more transparent, or doing more with less, constituents and organizations are faced with the ever ending demand to improve performance.

The search for innovation starts with engaging employees.

Chapters four through seven begin exploring what it is that does separate high level performers from others. These next chapters further break down the concept of deliberate practice and provide real-world examples of its application.

Energy harvesting.

On October 29, 2009 Katy Simon, County Manager, Washoe County, Nevada shared with Alliance members her thoughts and ideas on encouraging innovation in local government. During this 60-minute webinar she defined innovation, discussed the manager’s role in innovation, identified successful leadership characteristics, debunked myths surrounding innovation, and summarized results from a recent Alliance for Innovation survey on innovation.