news-record.com

Organizational leadership is much more complex, gut-wrenching, and emotionally draining during times of economic decline than in boom times. I've written several books and numerous articles on leading organizations in ways that will help them survive the trauma of downsizing, rekindle morale and rebuild productivity.

If I were to shift gears and write about how not to do it, I needn't go any further than our own Guilford County commissioners. Here are three behaviors that contribute to their dysfunctional leadership:

Not walking the talk.

Cut services, consolidate and eliminate functions, squeeze funding for the old and mentally ill, force libraries to consider closing, but think nothing of spending public money to go to a convention in Reno, Nev.

In times of economic turmoil, reduced revenue and cost-cutting, leaders are under an intense spotlight. Their employees are particularly sensitive to gaps between what the leaders say and what they do. When employees are asked to do more with less, and cut or eliminate public services they value and have spent their careers advocating, it does not give them a warm, fuzzy feeling to learn that their leaders are heading for a hot spot with the advertising tag, "Reno for Fun!" When our county employees exist in an anxiety-prone environment over fear of job loss, it is not helpful for them to know that their leaders will be staying at one of two plush resorts: The Grand Sierra Resort or the Atlantis Resort & Casino.

Not all commissioners are going. Curiously, the supposed networking and learning opportunities seem to be more needed by the Democrats than the Republicans. Four Democrats plus County Manager Brenda Jones Fox currently plan on attending. The estimated cost to taxpayers for this event, $10,000, seems low and is somewhat based on the assumption that the cost of air fare will come down as the departure date nears. Yet, anyone who travels frequently knows that the way to save money on air fare is to book early because costs increase as the departure date nears. About 3,000 people are expected to attend this event, which, like most conventions, includes a keynote address, concurrent afternoon sessions, a banquet, vendor exhibits and corporate-sponsored activities.

As of this writing, no specific topics are to be found on the National Association of Counties website. Contrary to the spirit of targeted development plans, those who plan on attending must be making the assumption that whatever topics are chosen will fit their needs.

Although the dollar cost of attending this convention is nothing to sneeze at in today's economy, a much deeper and more relevant measurement is the cost in terms of credibility, trust and judgment. Commissioner Paul Gibson, who plans to attend, has said that people only complain about the expense or mock the conferences when they are held someplace sexy.

Of course! That's the point.

For both county employees struggling to survive and stressed taxpayers, now is not the time for their leaders to go to an exotic location and reap dubious educational benefits. In times of crisis, leaders need to exhibit an image of restraint and self-sacrifice.

A good example is Greensboro City Manager Rashad Young's decision to decline his 3 percent contractually stipulated raise because other city employees have not received raises; a symbolic gesture, but one that is guaranteed to earn him credibility with city employees.

Overmanaging and underleading.

Our county commissioners, particularly Chairman Melvin "Skip" Alston and Vice Chairman Steve Arnold, are managing without a license. They are way too involved in the nuts and bolts and are, thus, disempowering employees who are paid to manage and putting their own priorities in the wrong place.

The role of boards of directors and of elected commissioners is to set direction and hold paid managerial employees accountable. It is not to do line-item budgeting and become personally involved in operational decisions. In periods of economic decline a key top leadership role is to assure that there is a strategy for re-recruiting a demoralized work force. Our commissioners are not doing this.

Colluding to perpetuate a dysfunctional team.

A bickering, fragmented, nonaligned top management team is toxic to organizational recovery and individual initiative. When times are tough and people are asked to stretch to do more with less, seeing a leadership team embroiled in its own power struggles and turf issues pours cold water over any spark of risk-taking and extinguishes creativity.

The secrecy, backroom deal-making and mistrust that permeates our county commissioners is not solely the fault of Alston or Arnold. For political, ideological and face-saving reasons, the remaining commissioners do not seem to have the fortitude or the will to change things.

The unfortunate result is a self-serving group of nonaligned individuals, not a leadership team that is of any value to the recovery and productivity of their employees.

Because of gerrymandering, voters who are seemingly tolerant of low standards and the lack of term limits, we appear to be stuck with the same characters year after year. Perhaps the economic downturn will help us and some of our commissioners take a stand.

We deserve better and our county employees deserve better.

David Noer writes a monthly column for the News & Record on leadership, organizational behavior and community issues.