{"id":4065,"date":"2015-01-12T08:50:06","date_gmt":"2015-01-12T16:50:06","guid":{"rendered":"https:\/\/www.careersingovernment.com\/tools\/?p=4065"},"modified":"2015-01-12T08:53:14","modified_gmt":"2015-01-12T16:53:14","slug":"organizational-policy-local-government","status":"publish","type":"post","link":"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/organizational-policy-local-government\/","title":{"rendered":"Organizational Policy in Local Government"},"content":{"rendered":"<p><a href=\"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/organizational-policy-local-government\/attachment\/policy\/\" rel=\"attachment wp-att-4066\"><img loading=\"lazy\" decoding=\"async\" class=\"alignleft  wp-image-4066\" src=\"https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2015\/01\/policy.jpg\" alt=\"policy\" width=\"393\" height=\"295\" srcset=\"https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2015\/01\/policy.jpg 500w, https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2015\/01\/policy-300x225.jpg 300w, https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2015\/01\/policy-480x360.jpg 480w\" sizes=\"(max-width: 393px) 100vw, 393px\" \/><\/a>Administrators and managers typically author and publish organizational policies, rules, and standards.\u00a0\u00a0But when it comes to actually\u00a0<em>defining\u00a0<\/em>those standards, and the meaning and purpose of those rules, the leaders of the organization will develop common understandings and commitments through those they lead.<\/p>\n<p>These definitions, and more importantly the understanding they support, contribute to the tone of the group(s) working together and ultimately can go far in shaping the paradigm the members of the group hold for one another and their team.\u00a0\u00a0It then becomes critical those who hold positions among management and executive levels of the organization consider how their compositions can, will\u2014and therefore,\u00a0<em>should<\/em>\u2014be interpreted and performed with a significant degree of perpetual attention and thought\u2026all reinvested into the currency of the group that is equal parts vision, purpose and commitment.<\/p>\n<p>The process of developing strong and translatable organizational policy should be a deliberate one.\u00a0\u00a0We should be asking ourselves, \u2018Will this policy\/standard be easily communicated and understood?\u00a0\u00a0Will it be easily teachable?\u00a0\u00a0Will it be easily supportable, and if necessary, easily and properly enforced?\u2019.<\/p>\n<p>There\u2019s no need to rush to \u2018make a rule\u2019.\u00a0 Highly effective company standards are those in which the application and the assessment of the elements are active and fully responsive to new perspectives and conditions.\u00a0 And no company can remain highly effective if it performs to the very limits of its own rules, and no employee can swiftly communicate key data if the process to do so is cumbersome or extended.<\/p>\n<p>Where might that special form of multi-directional connectivity be that supports the appropriate and timely delivery of guidance from the administration to the rest of the organization while at the same time accurately assessing the response and applicability and strength of those policies?<\/p>\n<p>If you immediately thought, \u201cour supervisors and trainers\u201d, I believe you\u2019re right.<\/p>\n<p>First, <strong>The Trainers<\/strong>.<\/p>\n<p>I learned long ago that if someone wants a quick snapshot of the values of an organization, simply look at the manner and demeanor of those who are entrusted to inform and prepare the newest members of the team for their new responsibilities.\u00a0\u00a0Indeed, when a new employee arrives to any organization, a trainer (see:\u00a0\u00a0Senior\/Long-tenured employee) will demonstrate whatever is important and key, as well as what\u2014and\u00a0<em>who<\/em>\u2014are less-so.\u00a0\u00a0Maybe even \u2018unimportant<em>.<\/em>\u2019<\/p>\n<p>A trainer will have a substantial period of time with a new employee.\u00a0\u00a0That time will include an overview of appropriate subjects and areas of the organization so that the new team member is more familiar and prepared to do their job accurately.\u00a0\u00a0But if unchecked, a long-standing employee who at some point became even slightly disenfranchised may project their opinions on the strengths and, oh yes, the weaknesses of the organization.\u00a0\u00a0For a new employee, this can be a confusing scenario in which institutional values may be presented as incongruent.<\/p>\n<p>Which brings me to an even more critical group:\u00a0\u00a0<strong>The Supervisors<\/strong>.<\/p>\n<p>Several years ago, while meeting with a group of supervisors I had the privilege of serving with, I made a comment that has stayed with me for many years.\u00a0\u00a0At the time, I explained it was imperative we remain proactive in watching for\u00a0<em>successful efforts<\/em>\u00a0as well as\u00a0<em>successful outcomes<\/em>\u00a0from those we were leading.\u00a0\u00a0I emphasized that the members of our organization were visibly and tangibly dedicated to \u201cdoing things right\u201d, but I also wanted to find ways to further preserve our commitment to \u201cdoing the right thing\u201d. As I discussed this, I was trying to find a way to stress to them the value of being proactive.<\/p>\n<p>And then I said, \u201c\u2026there\u2019s a reason why a windshield is bigger than a rearview mirror.\u201d<\/p>\n<p>The point of course is that it\u2019s far more important to look ahead than frequently look back.\u00a0\u00a0As leaders and supervisors, we should occasionally glance back and make sure we continue toward our goal(s) and that we are aware of things that may be approaching from other directions.\u00a0\u00a0I think it\u2019s important we appreciate our growth by simply understanding where we\u2019ve come from.<\/p>\n<p>When it comes to the policies of our organizations, I believe it is essential that leaders facilitate the variety of roles that superiors, peers and subordinates perform to ensure the standards remain high and sustainable.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Administrators and managers typically author and publish organizational policies, rules, and standards.\u00a0\u00a0But when it comes to actually\u00a0defining\u00a0those standards, and the meaning and purpose of those rules, the leaders of the organization will develop common understandings and commitments through those they lead. These definitions, and more importantly the understanding they support, contribute to the tone of [&hellip;]<\/p>\n","protected":false},"author":183,"featured_media":4066,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","_cbd_carousel_blocks":"[]","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[13],"tags":[35,7],"class_list":["post-4065","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-about-gov","tag-government-trends","tag-government-work"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Organizational Policy in Local Government - Careers in Government<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/organizational-policy-local-government\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Organizational Policy in Local Government - Careers in Government\" \/>\n<meta property=\"og:description\" content=\"Administrators and managers typically author and publish organizational policies, rules, and standards.\u00a0\u00a0But when it comes to actually\u00a0defining\u00a0those standards, and the meaning and purpose of those rules, the leaders of the organization will develop common understandings and commitments through those they lead. 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Stan also serves as a public policy\\\/public safety consultant and legislative advisor for state and national campus law enforcement professional organizations. Stan was selected among Security Magazine's \\\"Most Influential People in Security\\\" in 2017, and was named Campus Safety Magazine's \\\"Director of the Year\\\" in 2016. A Past President of the California Association of Councils of Governments, Stan is a former Mayor of the City of Corona (CA) and was a member of its City Council from 2006-2014; and is Police Chief Emeritus of California State University, Long Beach. Stan enjoys traveling throughout the United States, reading\u2013particularly on the subject of philosophy\u2013and music. Stan and his wife of 29 years, Michell, have eight children, ages 11-25. 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