1. Email your questions to the Doctor at paul@zuckersystems.com
2. Indicate if you wish to remain anonymous when we post your questions.
3. Check back at this page for the Doctor's response.

And for all the other Management Doctors out there...

If you have additional recommendations or differ with the Doctor's suggestions, please email them to us and we'll include them on our site. Thank you.  

Response to HR Allegations

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The difference between being a good manager and a less than good manager may be the leadership ability of the manager. Not all managers are leaders. It is incumbent upon the manager, the manager's manager and HR to ensure that anyone placed into a management role learn leadership skills. Learning and implementing leadership skills can make a big difference in one's management style and capability. Maybe you've said this before!

My two cents worth.

Thanks.

Gregory L. Scoville, AICP
DeFuniak Springs, Florida

Response to December 2009 Hot Info

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You wrote that maybe the planning program is simply not producing enough "value" and it may be time to re-examine priorities. I think you hit the nail on the head. If we didn’t have a monopoly, I wouldn’t buy what we “sell.” Outsourcing or privatizing what we do often doesn’t achieve truly desirable results.

Public administrators often focus on increasing efficiency. That is what they are taught in school. Adam Hartung wrote in a recent Forbes.com article that efficiency is a myth. Although the article is written from the business perspective, I believe the basic premise is applicable to the public sector planning department. Fundamental change is the only way and incremental efficiency improvements are simply band aids; important from a political perspective, but if someone truly thinks that increased efficiency is all that is needed, they are delusional. Delivering on fundamental change is much easier said than done in most public agencies.

Here’s a link to that Forbes article.

http://www.forbes.com/2009/10/16/efficiency-innovation-change-leadership-managing-taylor.html

Lastly, I bet there are a majority of us that just sit around and talk about change and efficiency and there is more talk than action. If you ever hear the words, “we talked about it”; you know you are in trouble. One final thing, Scott Adams must have once worked in the planning department and here’s unequivocal proof.

http://www.dilbert.com/2010-01-24/

January Cartoon Caption Contest

It's time for January's Cartoon Caption Contest Voting!
Here are our top 6. Vote for your choice by sending us an email by February 5th with A, B, C, D, E, or F.

A. "Take it from me, when the DA asks for a zoning
variance - grant it."
Alan Hoffman

B. "I think this is taking gated communities a bit too far!"
Gail Easley

C. "They're sure taking this Certification Maintenance stuff seriously. Whatever happened tot he honor system?"
Erik Lundy

D. "Prison gives one a whole new perspective on combining 'live, work and play'."
Celeste Deardorff

E. "Government runs so much better when you don't
let the people in."
David Neal

F. "I thought those zoning application fees were tips."
Sandy Youkilis

Vote for your favorite now!

Reader Responses to January Hot Info

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Reader Responses to Managing Non-Planners

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Interesting question. In my experience, the best way to manage any group of people, especially those of different specialties, is to admit that you aren't an expert in every field. Acknowledge that they will often know more about the technical aspects of issues and that you need them to advise you in order that the department be successful. Each staff member has something to contribute. A planner that becomes a manager isn't in that position due to their planning expertise as much as their ability to manage projects and people.

Sarah S. More, FAICP

I empathize with your situation as for several years I managed a one-stop shop and found the same problems you are encountering.

We engaged Paul Zucker and implemented a vast majority of his recommendations. My most difficult aspect was empowerment. Please make sure staff are properly prepared for empowerment otherwise it could/will backfire.

Good luck and Happy New Year.

Kenneth Ebanks

Just in case you haven't heard this joke/description before, the following describes the difference between engineers and planners.

We planners, in our careers, begin by learning a little bit about a lot of things. As we go along in our careers, we learn less and less about more and more. Pretty soon we know nothing about everything. Engineers, on the other hand, begin by learning a lot about a few things. As they go along in their careers, they learn more and more about less and less, and pretty soon they know everything about nothing.

Polly Carolin, FAICP

Just a comment from one of your former clients, the accidental city management professional. Your City of Troy study is very helpful as we embark on a very serious fiscal crisis. Literally, the City of Troy may collapse and I've been asked to help restructure the City. In the short time I've been a multi-discipline manager, I've found the following to be true. I felt compelled to write this because of the challenging times. Not really sure if these comments are pertinent. Use them if you want. If you are interested we have a lot of information regarding the restrictions on the City's website. Really look at the special election link and presentation on 6-year organizational restructuring plan.

www.troymi.gov

Mark. F. Miller
City of Troy