Description
The tension between policy and administrative roles can be a challenge in establishing andmaintaining a productive relationship between a policy board and its general manager.Furthermore, once those roles are firmly defined, new principals come into the relationshipdue to elections, appointments, or replacements. This article contains the perspectives oftwo seasoned utility managers who have learned over their careers about successful, andnot-so-successful, experiences with forming, adjusting, and adapting relationships in theaftermath of upheaval. These experiences can provide lessons for anyone who may interactwith a policy board, even if they’re not the general manager.The “rules of engagement” between policy boards and their general manager vary fromorganization to organization, and they can change dramatically as new people come into theroles. The basic assumption for the ideas presented here is that one or more new membersare becoming members of the policy board, and the general manager is functioning throughthe transition. The fact is that sooner or later in a manager’s career, there will be a change inthe policy board to which that person reports. Failing to navigate effectively through thetransition process can lead to devastating results.The ideas and suggestions described here improve the odds for developing successfulrelationships that will help the organization function better. These perspectives arecategorized into three major themes including role clarification, communication, and planning. Thethoughts expressed here are grouped in those three themes.
Product Details
- Edition:
- Vol. – No.
- Published:
- 11/01/2009
- Number of Pages:
- 3
- File Size:
- 1 file , 710 KB
- Note:
- This product is unavailable in Ukraine, Russia, Belarus
