In today’s economic downturn, government leaders and managers have a not-so-unique challenge of “doing more with less.” In a recent conversation with colleagues, an interesting idea came up about treating government operations as a business. What would we do differently if it was our money, our private business? The government looks at factors such as cost effectiveness, so it is a good fit.
We are a business that collects money. And, we are affected like any business by the economy. If we are treating our operations as a business, how do we survive the negative impact? Where is the magic bullet–if there is one? Perhaps, the answer lies with management. The question: what critical trait does a government manager need to survive in this economic climate? The question would be no different than when asked of a business manager and my opinion the same.
As a communicator, I am always talking about how important communication is in our line of work, but here I believe it is only one part. Most of us would agree that an effective manager needs to employ good communication skills, motivation and employee care in order for the workforce to maintain productivity. We know that leaders are people who can “express themselves fully,” according to Warren Bennis, an authority often touted in leadership training. “They also know what they want, why they want it, and how to communicate what they want to others in order to gain their cooperation and support,” he says. Great leaders must be able to communicate a compelling vision and make it happen.
These leaders may be the most effective communicators, but they can fail in achieving their goals if they lack one essential ingredient. To survive in our operational “business” in this economy, leaders and managers, in addition to having good communication skills, need creativity, new ideas, and a “refuse to lose” mentality: optimism. They need more than just a positive outlook; they need “intelligent optimism,” which is simply optimism paired with reality-based strategies.
This “intelligent optimism,” is the most critical trait a manager needs to survive in the “business world” of today.
Managers who exhibit “intelligent optimism” admit:
• negative forces exist but choose to focus on the positive,
• focus on what the office can control and ignore what it cannot,
• avoid adopting a “victim” mentality,
• focus on the tools that are available, not what is lacking,
• spread optimism,
• not letting the negative conversations get in the way of the vision, and
• continuing to grow that vision despite the economic outlook—looking at ways to do more, thinking differently, seeking opportunities, and overcoming barriers the office itself may have erected.
By acknowledging that economic problems exist, a manager shows his or her understanding of the realities of the marketplace, work environment, and, in our case, our client base and public perception. They choose to move forward with creativity, commitment, and positive thoughts. Negative thought never achieves anything but negative results. Even maintaining the status quo can be just as dangerous, only the end may be slower and more painful.
Optimism, applied intelligently, gives the manager the key, and an opportunity to succeed.
Shaw's Reality 