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I GOTTA GO GET IT.[1. CALL SESSION TO ORDER]
CALL THE CITY COUNCIL WORK SESSION.ORDER FOR THURSDAY, NOVEMBER 20TH, 2025.
FIRST ITEMS REVIEW AND DISCUSSION
[3.1 . Review and Discussion of City Council Clifton Strengths Collaborative Insights (David Amsler)]
OF CITY COUNCIL CLIFTON STRANGES, COLLABORATIVE INSIGHTS.MR. DAVID EVENING MAYOR AND COUNCIL.
DAVID AMS, OUR DIRECTOR OF STRATEGIC OPERATIONS.
FOR THE RECORD TODAY, WE WILL BE GOING OVER A HIGH LEVEL OVERVIEW, UH, ESSENTIALLY WORK ENVIRONMENT PERSONALITY TESTS THAT EACH OF YOU TOOK.
UH, LIKE MAYOR MENTIONED, THIS IS ALL
UH, WE DO APPRECIATE THE COUNCIL, UH, ALLOWING STAFF TO PARTAKE IN THIS AS WELL.
WE HELD THE SESSION WITH STAFF, UM, PROBABLY ABOUT 30 DAYS AGO NOW, AND NOW, WE'LL, THE COUNCIL AND THEN THE PLAN WAS TO HOLD ONE WITH COUNCIL ON STAFF.
UH, BUT WE WANTED YOU GUYS TO GET A CHANCE TO SEE HOW IT WORK WELL WITH ONE AS WELL.
UH, A COUPLE DISCLAIMERS THAT I ALWAYS LIKE TO MENTION AT THE BEGINNING OF THIS IS EVEN IF YOU ARE SOMEONE WHO HAS A LOT OF TRAITS IN ONE DOMAIN, THAT DOESN'T NECESSARILY MEAN THAT YOU CAN'T BOX INTO OR HAVE OTHER ABILITIES IN ANOTHER DOMAIN.
SO, FOR EXAMPLE, IF YOU'RE A HIGH EXECUTOR, THAT DOES NOT MEAN THAT YOU CANNOT INFLUENCE PEOPLE.
THAT'S, THAT'S NOT HOW THIS WORKS.
IT IS JUST STATING WHAT IS TYPICALLY AN INDIVIDUAL'S PRIMARY MOTIVATION AND WHERE A LOT OF THEIR STRENGTHS LIE.
SO AN EXECUTOR CAN INFLUENCE AN INFLUENCER, CAN I SKILL YOU? A RELATIONSHIP BUILDING CAN BE STRATEGIC THINKING.
IT, IT IS NOT, UH, A ONE SIZE BOX.
SO ONE MORE, UH, CLEANUP NOTES.
THE REPORT THAT IS IN FRONT OF ALL OF YOU IS RESULTS REFLECTING.
THE ONLY PARTICIPATING COUNCIL MEMBERS OF THE INSIGHTS AND DYNAMICS ARE BASED SOLELY ON COMPLET, THE ASSESSMENT.
UM, BY SHOW OF HANDS, HOW MANY INDIVIDUALS OR COUNCIL MEMBERS HAVE TAKEN THE SURVEY AT WORK FIRST? OH, AT WORK? NO.
YOU'LL NOTICE ON THAT FIRST PAGE, PAGE TWO, WE CAN SHARE.
YOU NEED TO GO TO SEE THOMPSON TOO, IF YOU'RE NOT ABLE TO.
CAN YOU SEE HIM WHERE YOU'RE SITTING? I CAN SEE.
WELL, WHENEVER HE RAISES HIS HAND TO ANSWER A QUESTION THAT YOU'RE ASKING, YOU CAN'T SEE THAT HE IS RAISING HIS HAND.
OH, I RAISED MY HAND 45 DEGREES.
SO, UH, YOU'LL NOTICE ON THERE IT HAS COUNCIL DOMAIN DISTRIBUTION.
UH, EACH COUNCIL MEMBER TOOK A TOP 10 CLIFTON STRENGTHS OUT OF 34.
WHAT ARE YOUR TOP 10 STRENGTHS? AN EASIER WAY TO DIGEST THIS, INSTEAD OF LOOKING AT, UH, HUNDREDS UPON HUNDREDS OF DATA POINTS IS TO, UH, GET THEM CLOSER INTO THE MAJOR FOUR DOMAINS.
'CAUSE EVERY STRENGTH FALLS INTO ONE.
UH, FOR EXAMPLE, UH, AN ACHIEVER WOULD FALL IN EXECUTING.
SO FOR THIS CITY COUNCIL, CURRENTLY EVERYTHING IS ABOUT EVEN, UH, WITH INFLUENCING DOMAIN LACKING BEHIND.
SO TO DESCRIBE THE DOMAINS, EXECUTING AS AN INDIVIDUAL WHO FOLLOW THROUGH, WHO FOLLOWS THROUGH, HOLDS HIGH ACCOUNTABILITY AND DISCIPLINE COMMITMENTS.
UH, THESE ARE TYPICALLY THE FOLKS WHO SAY, WHEN'S THE DEADLINE? LET'S MAKE SURE WE MEET THE DEADLINE.
AND ONE, TO GET STUFF DONE QUICKLY.
UH, INDIVIDUALS TEND TO, UH, FOCUS ON THE LONG TERM PLANNING EFFECTS OF THE DECISION.
UH, THEY ENJOY ANALYSIS, DATA CONTEXT, AND RELATIONSHIP BUILDERS ARE INDIVIDUALS THAT LIKE TO, UH, IN A DECISION, MAKE SURE THAT THE RELATIONSHIP BETWEEN STAKEHOLDERS IS A VARIABLE THAT WE CONSIDER, RIGHT? UH, NOT EVERYONE TENDS TO DO THAT.
UH, BUT RELATIONSHIP BUILDERS, THAT'S WHERE A LOT OF THEIR STRENGTH LIES.
AND THEN INFLUENCERS ARE INDIVIDUALS THAT, UH, WHEN YOU'RE MAKING A DECISION OR, HEY, WE'RE WORKING ON THIS BRAND NEW ROAD, UH, THIS IS USUALLY THE INDIVIDUAL THAT WOULD BE THE FIRST PERSON IS THE TASK.
HOW ARE WE GETTING OUR MESSAGE OUT THERE? AND HOW ARE WE COMMUNICATING THIS? UM, WHICH OF THE DOMAINS BEFORE WE GO ANY FURTHER, UH, FEELS MOST LIKE, UH, YOU DURING A TOP AGENDA ITEM? OKAY.
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SORRY, WHAT'S THE QUESTION? WHICH OF THE DOMAINS WRITING THESE COLORS DON'T AGREE WITH THOSE COLORS? I LIKE, THERE'S A GREEN AND GREEN, BUT ANYWAY, THOSE LITTLE THINGS TRIP ME UP THINKING, RIGHT? SO THE QUESTION WAS, DURING THE TOP AGENDA ITEM, WHICH ONE OF THOSE DOMAINS WOULD YOU SAY THAT YOU TEND TO LEAN INTO? FEELS LIKE THAT, YOU KNOW, TO STRATEGIC, STRATEGIC THINKING.UH, HU DO CITY COUNCIL HAS A DISTINCT LEADERSHIP PROFILE, UH, THAT COMBINES, UH, EVERY, UH, DOMAIN.
THEY ARE, UH, AN ANALYTICAL BODY, STEADY, VALUES DRIVEN, COMMUNITY CONSCIOUS AND EMOTIONALLY AWARE, AS WELL AS ACTION CAPABLE WHEN WORKING TOGETHER.
IT IS IMPORTANT TO NOTE THAT AN EXECUTOR'S, UH, PRIMARY MOTIVATION MAY CONFLICT OR NOT, UM, PRIORITIZE AS MUCH AS LIKE A RELATIONSHIP BUILDER ON A RELATIONSHIP.
BUT IT'S BEST TO WORK TOGETHER, NOT NECESSARILY TO CHANGE WHO YOU ARE PER SE, UH, BUT TO UNDERSTAND THAT THAT INDIVIDUAL IS COMING FROM A DIFFERENT PLACE THAT MAY NOT BE THE STRENGTH.
WHEN WE GO TO PAGE FOUR, THIS COUNCIL STRENGTH PROFILE SUPPORTS, UH, RESPONSIBLE LONG-TERM FINANCIAL DECISIONS.
UH, WE HAVE HIGH EXECUTING AND HIGH STRATEGIC THINKING ON THIS BOARD OR THIS BODY, STABLE AND PREDICTABLE GOVERNMENT, UH, WITH RESPONSIBILITY, CONSISTENCY, AND CONTEXT BEING, UH, SHOWN LOT STRONG RESIDENT ENGAGEMENT AND COMMUNICATION.
UH, COUNCIL MEMBER KING AND MAYOR SNYDER HAVE INFLUENCE IN THEMES AND THEN CONSTRUCTED DEBATE AND EMOTIONAL BALANCE.
UH, COUNCIL MEMBER GORDON HAS, UM, HIGH, UH, RELATIONSHIP BUILDING IN HIS STRENGTH PROFILE.
UM, AND IT, IT'S KIND OF FUNNY, UH, IN SEVERAL DIFFERENT INSTANCES, UH, WE LIKE TO SAY, OR, OR INDIVIDUALS LIKE TO SAY, GORDON'S KIND OF LIKE THE GAME TO MAYOR'S GANG.
AND, AND, AND THAT ACTUALLY MATCHES UP SCIENTIFICALLY HERE.
UM, THAT THEY BALANCE EACH OTHER OUT.
UM, BUT THEY DO PULL IN DIFFERENT DIRECTIONS.
SO THEY CREATE PROPER TENSION, EXECUTING, WANTS TO MOVE QUICKLY, STRATEGIC THINKING, WANTS TO PAUSE, ANALYZE, AND PLAN.
RELATIONSHIP BUILDING WANTS TO FOCUS ON, UH, PEOPLE AND INCLUSION.
AND THEN, LIKE I SAID, INFLUENCING WANTS TO AMPLIFY THE MESSAGE OF POWER.
UM, WITH THIS, UH, BODY OF COUNCIL, I THINK THIS COUNCIL HAS BEEN SITTING SINCE MAY OR JUNE OF THIS YEAR.
WHAT, WHAT IS ONE WORD, UH, THAT YOU WOULD THINK OR WOULD WANT RESIDENTS TO DESCRIBE YOUR COUNCIL WANT TO DESCRIBE? OR WHAT DO YOU I THINK THEY DESCRIBE THEY COULD BE THE SAME OR DIFFERENT.
WELL, I THINK WHAT THEY WANT IS BE HAVING IS A COHESION.
EVEN THOUGH YOU CAN DISAGREE, THERE'S A COHESIVE, AND I BELIEVE THIS, OUR MOTIVE, OUR MOTIVATIONS ARE ALL THE SAME.
WE D THE PAST DIFFERENT DIRECTIONS FOR AT LEAST, YOU KNOW, AT THE END OF IT ALL.
I WOULD HOPE THAT THE MAJORITY OF THE TIME, NINE OUT 10 TIMES, THERE'S THIS COHESION.
AND I, AND I THINK OUR VOTES KIND OF SHOW, UH, FUNNY THAT, UH, COUNCIL MEMBER MORRIS, UH, MENTIONED COHESION, UH, AS WE'LL SEE LATER ON, ONE OF YOUR, UH, SECONDARY DOMAINS IS RELATIONSHIP BUILDING.
SO GOING STRAIGHT INTO A, THE RELATIONSHIP BETWEEN COUNCIL BEING SMOOTH AND, AND OPERATING AT A HIGH LEVEL.
UH, SO IT MAKES SENSE THAT YOU, SO IF YOU'LL TURN TO PAGE FIVE, UH, THIS BREAKS DOWN EACH COUNCIL MEMBER AND MAYOR'S, UH, TOP 10, UH, STARTING FROM THEME ONE.
THAT MEANS THAT YOUR HIGHEST STRENGTH INCLUDE 10 BEING YOUR, UH, NECESSARILY LOW STRENGTH, BUT NOT, UH, AS OCCURRING.
THESE ARE A LOT OF DATA POINTS AND, AND GOOD DATA POINTS TO HAVE.
AND WE WILL ENSURE THAT IN YOUR COUNCIL TEAM'S FILE THAT WE PLACE, UH, EACH REPORT IN THERE SO THAT YOU GUYS, UH, CAN SEE HOW ONE ANOTHER WORKS AS WELL.
UM, BUT AS I SAID, WE DIVIDED THIS INTO, UH, PRIMARY AND SECONDARY DOMAINS FOR THE PURPOSES OF TODAY.
SO WE'LL BEGIN WITH MAYOR MIKE SNYDER.
UH, HIS PRIMARY IS EXECUTING AND HIS SECONDARY IS STRATEGIC THINKING.
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UH, MAYOR SNYDER, BASED OFF OF HIS STRENGTHS, LEADS WITH PROBLEM SOLVING VALUES AND DISCIPLINE DECISION MAKING.HE BRINGS STABILITY, RESPONSIBILITY IN CAREFUL ANALYSIS TO THE DIOCESE.
NEXT WE HAVE MAYOR PRO TEMP DAN GORDON.
HE'S A STRATEGIC THINKER, UH, ALONG WITH EXECUTING MAYOR PRO.
TEMP TON IS THE STRATEGIC ENGINE OF THE COUNCIL.
HE THINKS QUICKLY SEES PATTERNS IMMEDIATELY AND BRINGS CLARITY TO COMPLEX ISSUES.
COUNCIL MEMBER JIM MORRIS IS A STRATEGIC THINKER, UH, AS WELL AS A RELATIONSHIP BUILDER.
HE DEEPLY LISTENS CAREFULLY AND BRINGS EMPATHY AND NUANCE TO DISCUSSIONS.
HE CONNECTS INFORMATION TO PEOPLE AND STRENGTHENS THE UNDERSTANDING INTENSE MOMENTS.
PRIMARY IS RELATIONSHIP BUILDING, SECONDARY EXECUTING.
COUNCIL MEMBER GORDON IS THE EMOTIONAL INTELLIGENCE CENTER OF THE GROUP.
UH, OUT OF THE RELATIONSHIP BUILDING, HE DEFINITELY HAD THE HIGHEST SCORE, UH, BY, BY A LARGE MARGIN.
HE CREATES HARMONY, REDUCES TENSION, AND HELPS, KEEPS DISCUSSIONS RESPECTFUL.
HE NATURALLY STRENGTHENS, STRENGTHENS COLLABORATION AND MAINTAINS AN ENCOURAGING STEADY TONE.
COUNCIL MEMBER PORTERFIELD, UH, PRIMARY IS EXECUTING AND SECONDARY TO STRATEGIC THINKING.
COUNCIL MEMBER PORTERFIELD BRINGS STRUCTURE, DEPENDABILITY, AND STRONG FALL FOLLOW THROUGH.
HE VALUES FAIRNESS AND PROCESS AND KEEPS GROUNDED AND KEEPS COUNCIL GROUNDED AND PRECEDENT.
FINALLY, COUNCIL MEMBER KING, UH, COUNCIL MEMBER KING IS THE CONNECTOR AND COMMUNICATOR.
HE BRINGS POSITIVITY, ENERGY, AND PUBLIC FACING COMMUNICATION SKILLS.
HE BUILDS TRUST QUICKLY AND BRIDGES THE COUNCIL TO THE COMMUNITY.
WITH THAT, ARE THERE ANY PATTERNS THAT ARE STANDING OUT TO THIS BODY OR, UH, ANYTHING THAT'S SURPRISING YOU THAT YOU DIDN'T KNOW ABOUT ONE OF YOUR FELLOW COUNCIL MEMBERS? WELL, THE STRATEGIC THINKING'S PROBABLY MORE OUR MEETINGS UNTIL 2:00 AM
I MEAN, THERE'S A LITTLE BIT TO THAT THOUGH, BECAUSE STRATEGIC THINKING IS THE ANALYTICAL ASPECT.
AND ANALYTICAL BEHAVIOR IS SUCH THAT YOU REALLY WANT TO EXHAUST ALL POSSIBILITIES 'CAUSE YOU WANT TO MAKE THE RIGHT DECISION.
AND WHENEVER THAT HAPPENS, THAT MEANS THAT THERE'S A LOT OF DISCUSSION.
WE WENT THROUGH SOMETHING LIKE THIS, I GOTTA TELL THIS STORY.
UM, WITH OUR, WITH WITH OUR LEADERSHIP, WITH OUR LEADERSHIP GROUP.
AND OUR LEADERSHIP GROUP IS VERY HEAVY ON STRATEGIC THINKING.
AND WE WERE TRYING TO, WE WERE CHARGED WITH, UH, DEVELOPING THE, UM, THE LEADERSHIP PURPOSE STATEMENT OF THE ORGANIZATION.
WE SPENT WHAT, TWO HOURS AND WE CAME UP WITH, WE ONLY AGREED ON ONE WORD AND FOR AN ENTIRE STATEMENT, WE AGREED.
WE AGREED ON THE, I WAS PROBABLY THAT STRATEGIC THINKING DOESN'T MEAN YOU ALL THINK ALIKE, IT JUST MEANS YOU'RE ALL IN A WAY, YOU'RE ALL TRYING TO THINK THROUGH THE SOLUTION PROBLEM.
IS THERE ANYTHING THAT SURPRISED YOU OR YOU ALL THAT YOU HAD IT, YOU'RE LIKE, UH, UM, NOT NECESSARILY SURPRISED, BUT, UM, WHEN I WAS READING THROUGH, UH, POLICY NUMBER KING'S PROFILE, UH, I WILL SAY, UM, I WAS LIKE, OH, WELL THAT'S REALLY STANDING OUT, THAT'S REALLY MAKING SENSE TO ME.
UM, BECAUSE COUNCIL MEMBER KING BEING A MEDIA ELECTED COUNCIL MEMBER WASN'T REALLY SHY ABOUT INTRODUCING HIMSELF TO ME OR, OR STARTING TO BUILD A RELATIONSHIP AND, AND GETTING TO KNOW, UH, THE STAFF HERE.
UM, SO THAT, THAT MADE A LOT OF SENSE.
UM, AND WHEN IT COMES TO, UH, THE RELATIONSHIP, UH, THAT WE SEE SOMETIMES, UH, THAT'S STRONG FOR HU BETWEEN COUNCIL MEMBER BORDEN AND, UH, THE MAYOR SNYDER, I DO BELIEVE THAT, UM, WHEN, WHEN YOU GUYS ARE WORKING TOGETHER WELL, UH, THAT'S WHEN WE ACHIEVE SOME OF OUR BEST OUTCOMES BECAUSE WE'RE COVERING THE, THE WHOLE OF A PROBLEM.
UM, AS WELL AS, UH, JIM MORRIS, UH, COUNCILMAN MORRIS, EXCUSE ME.
UM, THE STRATEGIC THINKING ASPECT TIED WITH THE RELATIONSHIP BUILDING ALSO MAKES SENSE BECAUSE, UH, COUNCIL MEMBER MORRIS
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GETS REALLY, REALLY IN THE WEEDS AND DETAILS ABOUT A LOT OF DIFFERENT ISSUES.IT DOESN'T REALLY MATTER WHAT THE ISSUE IS.
AND HE ASKS VERY SPECIFIC POINTED QUESTIONS, UH, WHILE ALSO, UH, NOT NECESSARILY BEING COLD AND CALCULATED, AND THAT, THAT'S USUALLY A RARE MIX TO FIND AN INDIVIDUAL LIKE THAT.
THERE'S, THERE'S NOT A TON OF INDIVIDUALS THAT WOULD HAVE HIGH SCORES IN BOTH OF THOSE AREAS.
YOU'RE SPECIAL, NOT UNIQUE, BUT SPECIAL
SO, UM, WHEN LOOKING, WHEN LOOKING AT STAFF AND CITY COUNCIL, WHILE NOT WANTING TO SPEND AN OVER AMOUNT OF TIME ON WHAT AVENUE IS CURRENTLY, UH, A GAP BARRIER OR THE WEAKNESS FOR THE CITY, UH, IT IS INTERESTING THAT INFLUENCING IS LOW IN BOTH AREAS.
AND WHEN WE LOOK AT SOME OF THE PROBLEMS THAT THE CITY FACES ON A CONSISTENT BASIS WHEN IT COMES TO RESIDENTS BUYING THE MISSION OF THE CITY SCIENTIFICALLY, THAT HAS THAT MAP, RIGHT? SO, SO, SO I THINK WE SPENT A LOT OF TIME ON STAFF SIDE, UH, SPENDING TIME ON, HEY, WHEN WE'RE WORKING ON DIFFERENT PROJECTS, WE NEED TO FOCUS ON THE INFLUENCE PIECE.
THE INFLUENCE PIECE IS AN AREA THAT WE NEED TO PULL RESOURCES INTO.
UM, AND WITH THIS BODY, I I WOULD SAY THE SAME, UH, THAT FOCUSING INTENTIONALLY ON INFLUENCING, UH, IS EXTREMELY POWERFUL, UH, WHEN GETTING YOUR MESSAGE OUT THERE AND WHEN WORKING ON PROJECTS.
UM, AND YOU, YOU MAY HAVE, UH, ONE HIGH INFLUENCER OR TWO HIGH INFLUENCERS, BUT THAT DOESN'T MEAN THAT SOMEBODY ELSE CAN'T STRETCH INTO THAT INFLUENCING.
AND ESPECIALLY ON THE STAFF SIDE, UH, IF, IF I'M THE ONLY ONE WHO'S FOCUSED ON INFLUENCING, AND I'M THE ONLY ONE WHO'S FOCUSED ON THE MESSAGE, WELL THAT MESSAGE IS ONLY GONNA CAPTURE PEOPLE WHO THINK LIKE ME.
IT'S NOT NECESSARILY GONNA CAPTURE, UH, INDIVIDUALS WHO DON'T THINK LIKE ME.
SO HAVING MULTIPLE PEOPLE FOCUSED ON THAT MISSION AND REACHING OUT TO, UH, LIKE-MINDED FOLKS, UH, WOULD, WOULD DO WONDERS AND A LOT FOR THE CITY IN THE, IN THE COMING YEARS.
THAT'S, THAT'S THE BIGGEST THAT I HAVE.
WHEN THIS EXERCISE, WHEN YOU SAY INFLUENCING YOU, YOU BREAK THAT DOWN MORE FOR ME.
WHAT, WHAT DO YOU MEAN? LIKE, COULD YOU SAY, GET THE MESSAGE OUT THERE, BUT I GUESS COULD YOU BREAK IT DOWN A LITTLE BIT MORE FOR MY, MY STRATEGIC MIND? YEAH.
SO, SO INFLUENCING, UH, TYPICALLY IS A LITTLE BIT DIFFERENT THAN RELATIONSHIP BUILDING RELATIONSHIP AND, AND IT FEELS LIKE THEY SHOULD BE THE SAME, BUT, BUT THEY'RE NOT.
RELATIONSHIP BUILDERS ARE, ARE REALLY CARE, CARE ABOUT WHAT THAT INDIVIDUAL FEELS AND HOW THAT INDIVIDUAL, UH, WANTS TO APPROACH A SITUATION TO WHERE AN INFLUENCER, UH, MAIN OBJECTIVE TENDS TO BE, UH, CON NOT NECESSARILY CONVINCING, BUT GATHERING SUPPORT IN FAVOR.
AN IDEA THAT MAYBE THEY HAVE AND THAT THEY'VE DONE.
SO THEY TEND TO BE, UH, IF YOU COMPARE IT TO THE DISC, UH, THEY TEND TO DE AND I'S, UH, SO LIKE D FOR DOMINANT.
AND THEN I, FOR INFLUENCER, AGAIN, THEY TEND TO, UH, ARE MORE INTERNALLY MOTIVATED THAN EXTERNALLY MOTIVATED.
THEY'RE NOT AS WORRIED ABOUT, UM, OPINIONS OF OTHERS AND THINGS OF THAT NATURE.
THEY'RE, THEY'RE WORRIED ABOUT THEIR MORALS AND THEIR VALUES.
UM, BUT THE INFLUENCER, RATHER THAN, WE NEED TO GET THIS DONE DEADLINE, DEADLINE DEADLINE, MOVE FORWARD, THE INFLUENCER IS WANTING EVERYBODY TO, UH, RECOGNIZE THE EFFORT THAT IS OCCURRING.
SO IF YOU WERE GOING ON A RACE IN A TRACK MEET AND YOU HAD ALL FOUR DOMAINS RUNNING, THE D WOULD JUST WANT TO FINISH THE RACE AS QUICKLY AS POSSIBLE, RIGHT? GETTING CLOSE PLACE AS THE EXECUTE EXECUTION, EXECUTE EXECUTOR, EXCUSE ME.
YEAH, THERE'S SO MANY NO, I'M TRACKING.
BUT YEAH, THE EXECUTOR WOULD WANT TO FINISH THE RACE AS SOON AS POSSIBLE.
THE STRATEGIC THINKER WOULD TAKE TIME TO SIT DOWN AND THINK, WHAT IS ACTUALLY THE BEST WAY TO RUN THIS RACE BEFORE, AS THE RACE IS STARTING, RIGHT? THINKING, OKAY, IS MY, IS MY SPRINTING POSITION ACTUALLY IS CORRECT.
RIGHT NOW, THE RELATIONSHIP BUILDER, UH, BEFORE THE RACE WOULD WANT TO MAKE SURE HE GOT TO KNOW HIS OR HER, UH, COMPETITION AND, AND GO OUT FOR A BEER AFTERWARDS AND CELEBRATE ALL THE HARD WORK THAT THEY'VE DONE TOGETHER.
WHILE THE INFLUENCER WANTS TO WIN THE RACE, SIMILAR TO THE EXECUTOR, BUT THE DIFFERENCE IS, IS THE INFLUENCER WANTS EVERYBODY TO KNOW THAT THEY WON THE RACE VERSUS THE EXECUTOR IS ONTO THE NEXT TASK.
TO ME, THAT TRACKS WITH WHAT, HOW I SEE THIS, SEE THIS COUNCIL AS A WHOLE, OBVIOUSLY NOT INDIVIDUALLY, BUT AS A WHOLE, THAT, THAT TRACKS FOR ME BECAUSE I DON'T KNOW THAT
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WE ARE AS CONCERNED WITH GETTING OUR MESSAGE OUT THERE AS MAKING SURE THAT WE'RE ACCOUNTABLE TO THE MESSAGE THAT WE'RE RECEIVING BACK FROM OUR COMMUNITY.UM, AND SO YES, WE WANT TO, WE WANNA MAKE SURE THAT YOU KNOW, THAT THE RIGHT MESSAGE GETS OUT, BUT AT THE SAME TIME, WE JUST WANNA MAKE SURE WE'RE DOING THE RIGHT THING.
SO, TO ME, I DON'T KNOW HOW TO SAY IT, BUT THAT TRACKS FOR ME, FOR THIS BODY, IN MY OPINION, OF WHY WE DON'T HAVE AS MUCH INFLUENCER.
UM, WHEREAS LIKE IN YOUR GUYS' SITUATION FOR STAFF, I WOULD SEE THAT WOULD BE HIGHER MM-HMM
UM, BECAUSE, YOU KNOW, YOU GET, BECAUSE YOU GUYS ARE PROFESSIONALS IN WHAT YOU DO, YOU WANT TO SAY, HEY, THIS IS WHY THIS IS A GOOD IDEA, OR A GOOD THING THAT WE SHOULD CONSIDER OR THAT COUNSEL SHOULD LOOK AT, OR WHATEVER.
TO ME, THAT WOULD BE REALLY IMPORTANT.
UM, BUT I DON'T KNOW THAT IT'S THAT IMPORTANT FOR THIS BODY TO HAVE A LOT OF INFLUENCE JUST THE WAY I SEE IT, WHICH, WHICH I THINK TRACKS, WELL, LET ME ADD A DIFFERENT ANGLE TO IT THEN.
SO THE WHERE, BECAUSE INFLUENCING IS A STRENGTH.
JUST LIKE ALL THE OTHER ONES ARE STRENGTHS TOO.
SO THEN YOU'D BE, THEN YOU WOULD BE APPROACHING, IT'S LIKE, OKAY, HOW COULD I USE INFLUENCING AS A STRENGTH? HOW COULD I LEAN INTO ITS STRENGTHS TO MAKE WHAT WE DO AS A BODY EVEN BETTER THAN WHAT WE ALREADY DO? THAT'S, THAT'S ANOTHER WAY YOU COULD APPROACH IT.
NOW, I DON'T KNOW WHAT THE ANSWER IS, BUT SURE.
UM, MAYBE FROM WHAT YOU WERE SAYING, IT WOULD BE SOMETHING ALONG THE LINES OF, WELL, BECAUSE I'M RESPONDING TO THE MESSAGE, MAYBE, MAYBE A BUNCH OF THOSE MESSAGES ARE OFF BASE.
THEY'RE NOT ACTUALLY ABOUT THINGS THAT ARE REALLY PROBLEMS IN THE COMMUNITY, BUT A RECEPTION THAT'S OUT THERE.
SO THEN THE EYE COULD BE THE CORRECTING OF THAT.
SO THAT WAY YOU MITIGATE THE FLUFF AND YOU GET DOWN TO THE PEOPLE WHO ARE PASSING YOU THE MESSAGE OF THINGS THAT ARE LIKE, OF IMPORTANT.
SOMETHING LIKE THAT MAYBE MAKES SENSE.
AND THAT'S ANOTHER THING TO NOTE IS THAT I, WHEN, WHEN I TOOK THIS TEST FOR THE VERY FIRST TIME, LIKE 25 YEARS AGO, I WAS LIKE, I WANNA BE A D, YOU KNOW, I WAS LIKE, I WANNA BE THE EXECUTOR.
UM, BUT THERE IS NO RIGHT OR WRONG THAT THAT'S THE THING ABOUT IT.
THE THING IS ABOUT AWARENESS OF WHAT TOOLS AND, AND, AND SKILLS AND WHERE YOU TEND TO LEAN NATURALLY.
BUT, BUT STAFF REFLECTED THIS ALMOST EXACTLY THE SAME.
BUT WE HAVE, I IS IS BY FAR OUR LOWEST REPRESENTATION.
AND I DON'T KNOW THAT IT'S QUITE THIS STARK, BUT IT IS PRETTY, IT IS PRETTY STARK.
IT'S MAYBE 10%, WHAT WAS IT? IT'S 10%.
SO IT'S A LITTLE BIT MORE, BUT STILL, YOU KNOW, WE'RE, WE'RE OVERREPRESENTED IN THE STRATEGIC THINKING AND IN THE EXECUTOR, AND WE ARE, WE ARE WOEFULLY UNDERREPRESENTED AND INFLUENCING JUST LIKE COUNCIL.
I THINK THAT'S WHY, THAT'S WHY I LIKE THIS.
WE'VE TALKED ABOUT THIS BEFOREHAND.
YOU CAN HAVE WRONG PEOPLE IN THE WRONG JOB OR RIGHT PEOPLE IN THE WRONG JOB, OR HOWEVER YOU WANNA WORD IT.
OR IF YOU'RE TRYING TO GET A COMMUNICATION MESSAGE OUT.
BUT YOU HAD A WHOLE BUNCH OF PEOPLE IN STRATEGIC THINKING, TRYING TO PUSH THE MESSAGE OUT.
THE PUBLIC ALREADY KNOWS WHAT'S GOING ON, AND THE MESSAGE ISN'T NEEDED BY THE TIME THEY FIGURE OUT THE RIGHT PATH TO PUT THE MESSAGE OUT.
OR COMMUNICATOR PUTS A STRATEGIC THINKER CAN VERY QUICKLY GET THROUGH IT, MAYBE GET IT OUT.
BUT, UM, I THINK THESE ARE ALL IMPORTANT.
WE GOTTA KNOW, LIKE, YEAH, IDENTIFY NOT NECESSARILY WEAKNESSES IN THE CITY, BUT MAYBE WHY SOME THINGS AREN'T WORKING OUT WELL OR COULD WORK BETTER.
AND THEN HOW DO YOU MOVE THE DIFFERENT PIECES AROUND AND FIND OUT THAT THIS PERSON HERE THAT'S ACTUALLY IN THIS
AND WE NEVER WOULD'VE THOUGHT THAT, BUT THEIR PERSONALITY IS MORE, I MEAN, I SEE THAT IN MY DAY JOB TO TAKE THESE ALL THE TIME TO MAKE SURE THAT A PERSON YOU NEVER THOUGHT WOULD BE CAPABLE OF DOING A JOB, ALL OF A SUDDEN THEY'RE DOING IT AND THEY'RE SUCCESSFUL ONLY BECAUSE THE PERSONALITY LINED UP WITH IT MORE.
THEY JUST NEED SOME TRAINING TO GET THEM THE SKILLS VERSUS SOMEONE WHO'S TRAINED THAT COMES IN EVERY DAY WRITING THE JOB THAT THEY'RE DOING BECAUSE THEY DON'T WANNA WHATEVER, COME UP SOME KIND OF PLAN OR SOMETHING.
BUT KINDA ALONG THE SAME LINE.
YOU TALK ABOUT THIS COUNCIL STRENGTH, OR THE COUNCIL ASSUMING YOU MEAN THIS COUNCIL'S COURSE.
AND THIS COMBINATION, UH, POSITIONS THE COUNCIL TO DELIVER TRANSPARENT, THOUGHTFUL, AND COMMUNITY CENTERED LEADERSHIP.
NOW, OBVIOUSLY THIS IS A REFLECTION OF WHO WE ARE INDIVIDUALLY.
IT'S NOT, THIS ISN'T, I'M NOT TALKING ABOUT CHANGING OUR CHARACTERISTICS, WHATEVER, BUT ARE THERE THINGS THAT ARE, ARE LACKING FROM THE GROUP THAT WE ARE, OR, OR, OR MYSELF ONLY CAN LOOK AT, WELL, OH, IF I'M NOT THAT MUCH OF AN INFLUENCER AND I WORK WITH SOMEONE WHO ARE OTHER INFLUENCERS THAT MAY HELP ME, OR, OR I STEALING YOUR THUNDER
SO THAT, THAT WAS PART OF THE EXERCISES THAT WE DID WITH STAFF.
SO WE, WE HAD A FEW INDIVIDUALS WHO DO HAVE HIGH INFLUENCE ON THAT STAFF THAT TOOK TEAM OR, OR TOOK THAT TEST.
AND WE MADE SURE THAT THERE WAS AN INFLUENCER IN EVERY GROUP EXERCISE AND
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THEN WORKED THROUGH MOCK PROJECTS THAT WERE VERY SIMILAR TO PROJECTS THAT WE'VE WORKED ON, UH, TO, TO SEE IF WE COULD ACHIEVE A BETTER RESULTS IN, IN THAT SETTING.SO YES, LEAN, LEANING ON EACH OTHER'S STRENGTHS, UH, IS IDEAL.
UM, SO I BELIEVE THIS COUNCIL MEMBER KING, UH, HAS QUITE A HIGH INFLUENCE.
SO COUNCIL MEMBER KING, SO POTENTIALLY, YOU KNOW, UH, WHEN WORKING ON A PROJECT, UH, THAT WE BELIEVE THAT THE PUBLIC REALLY WANTS TO HEAR ABOUT AND KNOW ABOUT, MAYBE PLUGGING COUNCIL MEMBER KING INTO THAT SUBCOMMITTEE, UH, TO BE SLOWLY GETTING THAT MESSAGE OUT TO THE COMMUNITY, UH, IS A WIDE THANK YOU.
SO, UH, NEXT IS, UH, THE COUNCIL DYNAMICS AND ACTION.
UH, THIS IS PAGE EIGHT AND NINE.
UH, SO LEAN ON EXECUTING STRENGTHS, UH, TO ENSURE FOLLOW THROUGH.
MEMBERS LIKE SNYDER, QUARTER FIELD, AND KING BRING HIGH DISCIPLINE, RESPONSIBILITY AND COMMITMENT.
UH, THEY HELP THE BODY STAY ON SCHEDULE, MAINTAIN CLARITY, DRIVE COMPLETION OF INITIATIVES, ENSURE DECISIONS DON'T, WHEN, WHEN UNFINISHED.
UH, THESE, THESE INDIVIDUALS, UH, IN A STAFF SETTING, UH, SOMETIMES CAN, UH, YOU KNOW, UH, STRESS FOLKS OUT ON, OH, WE GOTTA GO, WE GOTTA GO, WE GOTTA GO.
UH, BUT THEY'RE CRUCIAL, UH, TO ENSURE THAT PROJECTS ACTUALLY GET DONE.
LIKE WE KIND OF MENTIONED BEFORE, IF WE STAYED IN THE STRATEGIC THINKING TOO LONG, UH, THEN WE'RE, WE'RE ALWAYS PLANNING AND NOT DOING.
UM, NEXT IS USE STRATEGIC THINKERS TO HELP GUIDE, UH, COMPLEX DECISIONS.
THORNTON AND MORRIS, UH, HELP COUNSEL SEE THE LONG-TERM TRAJECTORY, TRAJECTORY ON ANTICIPATE RISKS.
ASK DEEP CLARIFYING QUESTIONS AND REFRAMED ISSUE, REFRAME ISSUES.
UH, WHEN DISCUSSIONS GET STUCK, THAT'S WHAT TO A HUNDRED PERCENT THOR THERE.
YEAH, BECAUSE I CAN'T TELL HOW MANY TIMES WE'VE BEEN BATTLING SOMETHING AND HE'S LIKE, WHAT ABOUT THIS? AND HE REWORD SOMETHING AND THEN GENERALLY ALL OF A SUDDEN WE GO FROM LIKE, WE DON'T KNOW WHAT TO DO TO, YEAH.
AND THEN ALSO, UH, HE'S THE ONE THAT WHEN THE, UH, WHEN THE VALUES SKYROCKETED, HE IS THE ONE THAT WAS LIKE, HOLD ON A MINUTE.
WE DO ALL THIS TODAY, BUT VALUES EVER GO DOWN.
AND LO BEHOLD, I MEAN, IT MADE SENSE.
AND THEN NOW WE'RE ABLE TO NAVIGATE THAT A WHOLE LOT BETTER.
HIS VALUES DROP BECAUSE HE DOESN'T SAY MUCH, BUT WHEN HE SAYS SOMETHING, YOU GOTTA LISTEN.
HE'S ABOUT YOUR THINKING RIGHT NOW.
UH, MEMBERS LIKE GORDON AND KING ENSURE RESPECTFUL AND PRODUCTIVE DEBATE, EMOTIONAL AWARENESS DURING INTENSE DISCUSSIONS, POSITIVE ENGAGEMENT WITH RESIDENTS IN SMOOTHER FACILITATION DURING SENSITIVE TOPICS.
UH, IT IS ALWAYS IMPORTANT TO, TO HAVE AN INDIVIDUAL, ESPECIALLY ON THE, THE STAFF LEVEL AS WELL.
UM, WHO IS, YOU KNOW, CHECKING IN ON FOLKS, MAKING SURE THAT WE'RE ALL ON THE SAME PAGE, MAKING SURE THAT, UH, WE FEEL RESPECTED AND THAT OUR IDEAS ARE HEARD.
UH, AND THEY TEND TO, UH, BE REALLY GOOD AT, UM, COMPROMISING BETWEEN TWO INDIVIDUALS AND, AND MAKING SURE THAT THE PROJECT, UH, NOT NECESSARILY JUST GETS DONE, BUT GETS DONE AND EVERYBODY'S HAPPY ABOUT IT.
NOT NECESSARILY JUST GETTING DONE.
AND THEN INFLUENCERS TO ATE, COMMUNICATE CLEARLY WITH THE COMMUNITY.
KING SNYDER AND THORNTON ALL HAVE SOME INFLUENCING TRAITS.
UH, THEY TRANSLATE POLICY INTO SIMPLE LANGUAGE.
UH, SOMETIMES THAT'S, THAT'S REALLY WHERE YOUR INFLUENCERS COMES IN.
UH, I KNOW THE COMMUNICATIONS DEPARTMENT WE'RE WORKING THE CITY ENGINEERS TO, TO DESCRIBE A ROADWAY OR HOW A CIP PROJECT GETS DONE.
AND I MEAN, LOOK, NOW I'M USING AN ACRONYM, CAPITAL IMPROVEMENT PROJECT.
HOW MANY OF OUR RESIDENTS ACTUALLY KNOW WHAT A CIP IS? UM, SO THE COMMUNICATIONS, UH, DEPARTMENT'S JOB IS TO TAKE ALL OF THE INFORMATION THAT THAT SUBJECT MATTER EXPERT IS, UH, SAYING TO THEM AND TRANSLATING IT TO THE COMMUNITY TO WHERE YOUR AVERAGE RESIDENT IS GONNA FOLLOW THAT PUBLIC TONE.
UH, SHOWING PRIDE IN THE CITY OF PAO, UH, MAKING SURE EVERYONE, UH, LIKES LIVING HERE AND, AND HAS THAT SENSE OF PLACE, UH, WHEN THEY COME HOME.
ENSURE COMMUNITY MEMBERS FEEL CONNECTED AND MAINTAINING TRUST DURING DIFFICULT DECISIONS.
WHEN, WHEN THIS BODY GETS STUCK ON AN AGENDA ITEM OR A DEEP POLICY OR A BUDGET DISCUSSION, OR A DECISION WHICH TONES OR WHICH DOMAINS, UH, DID THIS BODY FEEL, UH, SOMETIMES IS WHAT'S CLOGGING UP THE THE IS COX
[00:30:01]
DID STRATEGIC THINKING AS WE MENTIONED BEFORE, OR I MEAN, I THINK STRATEGIC THINKING, PUTTING MYSELF AND GET IN THE WEEDS.BUT THEN I THINK SOMETIMES WE, WE MAY, UM, GET MY, FOR MYSELF ONLY DOOR FALL OF ACTUALLY EXECUTING ON IT.
'CAUSE MAYBE I DON'T UNDERSTAND IT AS MUCH, OR IT SEEMS LIKE THE, THE COUNCIL DOESN'T UNDERSTAND IT.
OR WE CAN, WE CAN, I MEAN, AS SIMPLE AS I, I, I'VE HAD A, A MOTION THAT WAS NEGATIVE AND I VOTED AGAINST IT,
AND THEN, YOU KNOW, AND THEN COMING OUT OF EXECUTIVE SESSION, WHICH I'M IMMATURE IN THAT AS WELL 'CAUSE I JUST DON'T KNOW THE HISTORY OF ALL THESE LEGAL THINGS, BUT I KNOW SOMETIMES I'M HESITANT.
I WAS TOLD SEVERAL PEOPLE, YOU DON'T REALLY KNOW THE VOTE.
BUT THAT DEPENDS ON HOW THE MOTION IS RAISED
BUT ANYWAY, REALLY NO VOTE, NO WHEN DOWN VOTE NO.
BUT THEN, YEAH, WE LEARNED, BUT THEN MOTION, I DONE THAT ONCE.
I'LL ADMIT I'VE DONE THAT ONCE.
SO ANYWAY, JUST I, SO I THINK, YOU KNOW, I, I THINK SOMETIMES WE LACK ON EXECUTION, BUT I THINK THAT'S ALSO A RESULT.
IS IT THE STAFF? IS IT THE BOARD OR COMMISSION? IS COUNCIL ITSELF, IS IT SUBCOMMITTEE? NO.
IS IT JUST GETTING EVERYBODY TOGETHER? IS IT FORMULATING THE PROPER AGENDA ITEMS? I MEAN, THAT, WHAT'S NEW TO ME IS THAT THERE'S SO MANY MOVING PARTS ON IN THE DECISION MAKING THAT SOMETIMES IT'S, IT IS, IT'S NOT, IT'S NOT A, AN A PARALYSIS BY ANALYSIS.
THAT, THAT, THAT, WHAT IS THE DECISION? YOU KNOW, I DON'T KNOW IF THE DECISION HAS BEEN FORMULATED WELL ENOUGH OR IT'S ALL TO KNOW AND INCLUDING THE CITIZENS, YOU KNOW, WHAT WE'RE, WHAT WE'RE, WHAT WE'RE TRYING TO ANSWER OR WHAT WE'RE TRYING TO SOLVE.
SO I'LL SAY IN THE LAST YEAR OR TWO, I THINK WE'VE GOTTEN A LOT BETTER BECAUSE I THINK WE STRUGGLED WITH EXECUTING FOR A WHILE BECAUSE WE DIDN'T HAVE THE ANSWERS TO THE QUESTIONS OF WHAT ARE THE NEXT STEPS? WHAT'S THE TIMELINE, WHAT'S THE ACCOUNTABILITY? AND NOW THAT WE'RE GETTING THAT, MOST OF THE TIME IT'S A LOT EASIER TO APPROVE THINGS.
AND WHEN WE'RE NOT GETTING IT, I THINK WE'RE MORE USED TO JUST SAYING, WE'RE GONNA PUMP THAT TOOL.
WE'RE NOT GONNA, WE'RE NOT GONNA MAKE A DECISION.
SO I THINK SOMETIMES WE'RE DOING BETTER WITH IT.
I, I WOULD SAY IF WE GET STUCK ON SOMETHING THAT THIS IS SHIRKING THE, UH, RESPONSIBILITY.
I TOLD JAMES, I, IT'S ON STAFF BECAUSE ABOUT ONE OR TWO, THREE MEETING AGO, WHEN WAS THAT? JAMES SAID JOHN WAS READING THE PRESENTATION.
AFTERWARDS I WAS LIKE, HE'S GIVEN SO MUCH FACT.
WE, I'VE TOLD JASON BEFORE, I THOUGHT SOMETIMES WE SPEND MORE TIME ARGUING WHAT IS A FACT AND WHAT'S NOT.
'CAUSE STAFF HASN'T GIVEN US THE FACTS.
SO NOW WE'RE DEBATING BASED ON THIS.
SO I DON'T LIKE COUNCIL NECESSARILY ALWAYS MEETING AROUND WITH STAFF BECAUSE IT'S A CONVERSATION I HAD WITH YOU, JIM HAD A DIFFERENT CONVERSATION.
NOW WE START DEBATING DIFFERENT THINGS AND WE'RE TAKING WHAT YOU SAY AS FACT.
BUT WHEN A PERSON GOES UP TO THE PODIUM AND THEY, THEY GIVE ALL THE INFORMATION, AND I FIND WE HAVE A WHOLE LOT LESS TO ARGUE ABOUT BECAUSE HERE'S ALL THE FACTS, HERE'S ALL THE INFORMATION, NOT JUST INFORMATION SELECTED TO GET A VOTE THAT YOU PERSONALLY WANT AS A STAFF MEMBER.
AND I REALLY SAW THAT IN JOHN.
I COULDN'T TELL IF HE WANTED US TO PASS SOMETHING OR NOT.
AND SOMETIMES IT FEELS LIKE STAFF DOES KIND OF WANT YOU TO GO A CERTAIN WAY.
BUT WHEN JOHN PRESENTED INFORMATION, IT WAS LIKE, WHEN I'M USED TO ANOTHER COUNCIL OR OTHER, UH, CITY COUNCIL MEETINGS, JUST BOOM, BOOM, BOOM, BOOM, BOOM.
AND WE LOOKED AROUND, MOTIONS MADE, NO REAL QUESTIONS DONE.
WHEN IT'S A LACK OF INFORMATION BEING PRESENTED, I FEEL LIKE THEN WE'RE ALL TRYING TO ASK QUESTIONS TO ALL DIRECT STAFF TO GET IT TO WHERE IT'S OUR DIRECTION OR THE WAY THAT YOU, THAT WE WANT.
SO, UM, YEAH, I THINK THE MORE INFORMATION YOU GUYS GIVE, I THINK IT FLOWS REALLY QUICK.
'CAUSE WE'RE NOT DEBATING WITH EACH OTHER ON WHAT THE INFORMATION IS.
I, I, I WOULD AGREE THAT FROM A, FROM A STAFF PERSPECTIVE, BEING HERE FOR ABOUT THREE YEARS, OR JUST OVER THREE YEARS NOW, UM, AS THE AGENDAS HAVE GOTTEN MORE DETAILS AND MORE FACTUAL, AND WE'RE, WE'RE STARTING TO DO REPEATABLE ITEMS THAT, THAT WE'VE DONE IN THE PAST.
I MEAN, SET PROCESSES, THOSE ITEMS DO GO WELL QUICKLY.
UH, IT'S, IT'S WHEN WE START, UM, BRINGING IN NEW ITEMS AND, AND MAYBE, UH, IT, IT WASN'T FULLY COOKED YET, BUT WE'RE, WE'RE TRYING TO BUILD A AIRPLANE AS WE'RE FLYING THE AIRPLANE.
BUT SOMETIMES WE ALL TAKE A MOMENT AND PAUSE.
AND I, I THINK, I THINK THAT'S PRUDENT.
THE STRATEGIC THINKERS ALL GET IN AND NOW WE WANNA BUILD A PLANE, RIGHT? THEN IN THE MIDDLE OF THE MEETING, FOUR HOURS LATER, WE'RE TAKING A VOTE.
[00:35:01]
AND WE DON'T KNOW IF IT'S GONNA FLY.UM, DURING YOUR COUNCIL MEETINGS, UH, STRENGTHS ARE MOST EVIDENT, UH, WHEN DISCUSSIONS GET COMPLEX, FAST-PACED, OR EMOTIONALLY CHARGED.
THAT'S REALLY WHEN YOU SEE INDIVIDUALS START LEANING INTO THEIR STRENGTHS.
UH, WE ALL CAN, WHEN THINGS ARE EASY, KIND OF SIT AT A BASELINE AND, AND, AND THINK ABOUT EVERYTHING HOLISTICALLY.
BUT ONCE THAT STRESS FACTOR RISES, OR ANY FIGHT OR FLIGHT RESPONSE SYSTEMS OR ANY OF THE ADRENAL STARTS GOING IN, YOU START, START REVERTING TO LEANING INTO YOUR DOMINANT TRAITS.
UM, SO WHEN WE'RE IN MOMENTS SUCH AS THAT, UH, MAYBE, MAYBE BUDGET, UH, THAT'S, THAT'S ALWAYS A FUN ONE, UH, FOR EVERYONE HERE.
UH, THINKING ABOUT EACH INDIVIDUAL'S STRENGTH AND WHERE EACH INDIVIDUAL IS COMING FROM, UH, TO, TO HELP BRIDGE THAT GAP OF UNDERSTANDING.
UH, SO IF YOU LEAD WITH EXECUTING THINGS, HELP CLARIFY, UH, YOUR NEXT STEPS, TIMELINESS AND RESPONSIBILITIES.
IF YOU LEAD WITH STRATEGIC THINKING THEMES, UH, ASK THE FRAMING QUESTIONS AND OUTLINE POSSIBLE OR POTENTIAL IMPLICATIONS OF THE DECISION.
IF YOU LEAD WITH RELATIONSHIP BUILDING THEMES, MONITOR THE TONE.
YOU KNOW, KIND OF, KIND OF SIT BACK AND, AND, AND LOOK FOR MOMENTS TO DEESCALATE THE TENSION AND ENSURE ALL VOICES ARE BEING HEARD ON THE ENTIRE BODY.
UH, AND THEN IF YOU LEAD WITH INFLUENCING THINGS, SUMMARIZE KEY POINTS FOR THE PUBLIC, UH, AND REINFORCE THE WHY BEHIND DECISIONS.
AND THAT'S, THAT'S REALLY WHERE THE INFLUENCER SHINES IS, IS HELPING THE PUBLIC UNDERSTAND THE WHY WE'VE DONE SOMETHING.
IF YOU'RE IN THE EXECUTING DOMAIN, UH, YOU MAY BECOME IMPATIENT UNDER STRESS.
UH, IF YOU'RE IN THE STRATEGIC THINKING DOMAIN, YOU MAY OVERANALYZE AND, AND, UH, YOU KNOW, THINK ABOUT THE SEVEN DIFFERENT WAYS TO BUILD THE AIRPLANE AND, AND WHICH COLOR MAY BE THE, THE MOST BENEFICIAL, UH, RELATIONSHIP BUILDING, UH, SOMETIMES CAN AVOID CONFLICT.
UM, AND TO ENSURE THAT, UM, WE'RE IN A GOOD PLACE.
AND THEN INFLUENCING CAN SOMETIMES DOMINATE THE DISCUSSION OR OVERSIMPLIFY THE NUANCE BEHIND THE DECISION.
SAY, OH, WELL, YOU KNOW, IT'S REALLY JUST THIS, THIS, AND THIS.
AND, AND, AND MINIMIZING HOW MUCH NUANCE IS ACTUALLY BEHIND A SPECIFIC ITEM.
UH, AWARENESS OF THESE PATTERNS WILL HELP MEMBERS PAUSE AND CALIBRATE AND SUPPORT YOUNG MEN IN REAL TIME.
UH, WHEN, WHEN YOU'RE FEELING STRESSED INDIVIDUALLY, UH, WHICH DOMAIN TENDS TO TAKE THE WHEEL? FOR ME? FOR ME, IT'S INFLUENCING.
UM, I'LL GET TO, HEY, WE REALLY NEED TO, TO ACHIEVE THIS.
AND, UH, TRY TO MINIMIZE HOW COMPLEX OF A DECISION IS AND, UH, TRY TO MOVE ON TO NOW, HOW DO, HOW DO WE COMMUNICATE THIS TO THE PUBLIC? UH, WHEN I FEEL STRESSED, THE AGING THINKING KIND OF SAYS ME ALL OVER IT.
BUT I DON'T KNOW IF IT'S PART OF MY A DHD.
I HAVE A HARD TIME ARTICULATING THE 30 THOUGHTS IN MY HEAD.
SO IT'S LIKE, HOW DO I NARROW IT DOWN TO ONE OR TWO THOUGHTS? AND THEN IT TAKES TIME.
AND THEN OVERALL THING IS I STALL PROGRESS.
JUST START BY DOING THIS, NUMBER ONE, NUMBER TWO.
AND THEN WE'LL SAY, I LOVE BULLETS THREE.
I ONLY BULLETS GIMME, GIMME THREE BULLETS.
I, I LIKE TO ORIENT MY, MY CONVERSATIONS AND IN BULLETS.
'CAUSE I'LL SQUIRREL TANGENT AND I WAS SITTING HERE GOING, I'M NOT SURE, BUT AS HE TALKS, I'M THINKING IT HAS TO BE EXECUTING.
'CAUSE I'M FEELING SOME PRESSURE NOW.
I JUST WANNA GO, DING, DONE, JIM.
SO MAYBE EXECUTING FOR SOMETHING
AND LIKE AT WORK I'LL SAY, LOOK, YOU'RE THE ENGINEER.
THAT'S NOT MY JOB, BUT WHY IS IT TAKING YOU SO LONG? THAT'S YOUR JOB.
AND THAT'S MY INPATIENT THAT'S COMING UP BECAUSE THREE MONTHS INTO A PROJECT, IT'S LIKE, HOW, HOW DO WE NOT KNOW HOW WE'RE GONNA GET TO THE END HERE? I'M LIKE, WE GOTTA GO.
AND SO I CAN SEE WHERE IT'S LIKE, I'M OVERSIMPLIFYING THINKING, THAT'S YOUR, I MEAN, THAT, THAT'S YOUR TRAINING.
AND I EXPECT THE SAME THING OUT OF ME WHERE I GOTTA FIGURE IT OUT.
THAT'S WHAT I'M TRAINING FOR IT.
I COULD SEE BOTH OF, I THINK BOTH OF THOSE WERE MY STRENGTHS.
I COULD SEE MINE AS, UM, EXECUTING, YOU KNOW, PUT ON PRESSURE, BECOME, I BECOME IMPATIENT.
AND IT'S LIKE, LET'S, LET'S MAKE A DECISION.
YOU KNOW, WORST DECISIONS, RIGHT? TIME, IT TAKES FOREVER, RIGHT, AARON? THINK, HEY, THINK KNOWING, THINK LONG.
[00:40:07]
SO ON OUR LAST PAGE TODAY, UH, REFLECTION AND CALL TO ACTION, UH, FOR COUNCIL, THESE ARE OBVIOUSLY SUGGESTED ACTION ITEMS. I'M STAFF NOT COUNSEL.SO, UH, FRIENDLY SUGGESTION, UH, TO LEAN INTO YOUR DOMINANT DOMAINS.
UH, USE YOUR NATURAL STRENGTHS, UH, TO CONTRIBUTE WITH CONFIDENCE AND CLARITY.
UH, LEANING INTO YOUR STRENGTHS IS REALLY THE WHOLE EXERCISE OF CLIFTON STRENGTHS.
IT IS, IT IS NOT ABOUT, OH, HERE, HERE'S WHERE YOUR WEAKNESSES ARE.
SO YOU REALLY NEED TO SHARPEN THESE.
NO, YOU, YOU REALLY SHOULD LEAN EVEN FURTHER INTO WHAT MAKES YOU A STRONG LEADER.
UM, BECAUSE IF YOU'RE DOING THAT, THAT'S, THAT'S GOING TO ACHIEVE THE BEST RESULTS.
AND AS LONG AS YOU'RE LETTING OTHER DOMAINS BALANCE YOU OUT, THAT THAT'S THE BEST WAY TO GO.
UM, IN CERTAIN SITUATIONS, STRETCH INTO LESS DOMINANT, UH, DOMAINS.
UH, STEP INTO AREAS WHERE THE TEAM NEEDS ADDITIONAL SUPPORT.
UH, SO POTENTIALLY, UM, MAYBE WE DON'T HAVE A STRATEGIC THINKER, UH, AT THE TABLE OR IN THAT SUBCOMMITTEE OR AT THAT COUNCIL MEETING.
UH, BUT YOU, YOU DO HAVE SOME STRATEGIC THINKING, UH, ATTRIBUTES.
UH, MAYBE, MAYBE LEAN INTO THAT FOR THAT MEETING AND HELP COVER THAT GAP, UH, FOR THAT INDIVIDUAL.
IDENTIFY ONE COUNCIL PRACTICE THAT WOULD HELP BALANCE EXECUTION, RELATIONSHIP BUILDING, STRATEGIC THINKING, AND INFLUENCING.
UH, DURING MEETINGS FOR US AT STAFF, IT WAS, WAS, UH, KIND OF A, A A LOOP WHEEL THAT, UH, WHEN WE, WHEN WE CREATE AN ITEM, USUALLY THE, NOT THE LAST, BUT BUT CLOSE TO THE LAST IS, OKAY, HOW, HOW ARE WE GONNA COMMUNICATE THIS TO THE PUBLIC? NOT IN COMMUNICATIONS, BUT OTHER DEPARTMENTS, RIGHT? WHEN YOU'RE
BUT, BUT WHEN YOU'RE, WHEN YOU'RE AN ACCOUNTANT OR YOU'RE IN FINANCE AND, AND YOU'RE WORKING ON THE BUDGET BOOK AND YOU'RE WORKING ON BALANCING THE NUMBERS, I GUARANTEE YOU THE FIRST THING ON YOUR MIND IS NOT HOW, HOW ARE WE GONNA MESSAGE THIS TO RESIDENTS? IT'S, I NEED TO GET THESE NUMBERS BALANCED, SO I NEED TO HIT THIS DEADLINE SO THAT THE CITY MANAGER CAN REVIEW THIS ACCURATELY AND TIMELY AND SO THAT HE HAS ENOUGH TIME TO REVIEW IT AND MAKE SURE THAT IT'S IN LINE WITH THE COUNCIL PRIORITIES AND PRESENT IT RIGHT.
AND THEN THE, THE BUDGET OR PUBLIC MESSAGING COMES LAST.
SO PART OF WHAT WE'RE DOING AS STAFF IS MAKING SURE THAT COMMUNICATIONS OR ANY INFLUENCERS IN THE CITY ARE BROUGHT IN A LITTLE BIT EARLIER TO THE PROCESS.
'CAUSE IT ALSO HELPS US COMMUNICATE IT INSTEAD OF WALKING IN ONCE THE PLANE IS COMPLETELY BUILT AND SAY, HEY, HOW IS THIS THE MOST AMAZING CLAIM OF SUBJECT MATTER EXPERTS TELLING US? AND THEN WE ARE ABLE TO WRITE SOMETHING.
IF YOU'RE WATCHING IT GET BUILT AND YOU'RE EDUCATING YOURSELF ON THE, ON THE, ON THE PRODUCT AT THE SAME TIME, THAT'S A LOT EASIER TO COMMUNICATE FROM A MORE NATURAL PLACE.
UM, NAME YOUR STRENGTHS OUT LOUD.
UH, THIS IS ESPECIALLY HELPFUL, UH, WHEN SITUATIONS GET TENSE.
UH, SOMETHING I DO WITH MY WIFE
SO WHEN, WHEN WE'RE, IT WOULD BE LIKE A STRATEGIC THING ON RELATIONSHIP BUILD.
WAIT, BUT JUST LISTEN, WHAT'RE DOING? YEAH.
SO, UH, UH, SAY STRATEGIC RELATIONSHIP BUILDER, UH, A PRACTICE THAT ME AND MY WIFE DO, UH, IS WHEN WE ARE IN AN SITUATION OR AN ARGUMENT, UH, THAT WE JUST CAN'T SEEM TO, TO MAKE SENSE OF, IS TO TAKE A BREATH AND SAY, OKAY, WE'RE GONNA TAKE A BREAK.
I'M GONNA SAY, WHAT IS THE MOST IMPORTANT THING TO ME IN THIS ARGUMENT? AND THEN THEY SAY, WHAT IS THE MOST IMPORTANT THING TO THEM IN THE ARGUMENT AS WELL, INSTEAD OF THE ARGUMENT ITSELF.
LIKE, WHAT IS THE END GOAL THAT I'M TRYING TO ACHIEVE HERE? IT, IT SEEMS TO BE WORTHFUL,
UM, AND THEN HONOR, HONOR THE DIVERSITY OF STRENGTHS IN THE ROOM.
UH, LIFE SETTING MANAGER ALLUDED TO, NO ONE, UH, STRENGTH IS A BETTER LEADER THAN ANOTHER.
UM, I THINK IF YOU WERE TO LOOK AT, UH, ALL GREAT LEADERS THROUGHOUT HISTORY, UH, THEY WOULDN'T ALL JUST FOLLOW IN THE EXECUTOR.
THEY WOULDN'T ALL FOLLOW IN STRATEGIC THINKING.
THERE WOULD BE A DIVERSE GROUP, UH, OF LEADERS.
SO ALL ARE NEEDED TO, TO MAKE SURE AN ORGANIZATION IS HEALTHY.
SO DAVID, QUESTION THAT'S COMING TO MIND FOR ME IS THIS IS, THIS IS GREAT AND I APPRECIATE YOU DOING THIS.
AND, AND IT'S, IT'S PRETTY ENLIGHTENING, BUT ACTUALLY EXECUTING THAT, YOU KNOW, DIFFERENT STRENGTHS AND SEEING, YOU KNOW, OUR, OUR WEAKNESSES AND OUR STRENGTHS AND HOW WE CAN, CAN COLLABORATE TOGETHER FOR THE BETTERMENT OF THE TEAM AND THE LARGER TEAM, Y'ALL.
[00:45:01]
IT HAS TO BE PUT INTO PRACTICE.I MEAN, THIS IS GREAT INFORMATION, BUT IF WE DON'T PUT IT IN PRACTICE, WHAT GOOD IS IT? I MEAN, THERE'S SOME, SOME PEOPLE THAT, YOU KNOW, I WOULD, I WOULD LOVE TO, TO WORK WITH, YOU KNOW, KIND OF GET TO KNOW THEM A A LITTLE BIT MORE, A LITTLE BIT BETTER.
BUT, YOU KNOW, IF I'M BEING HONEST AND TRANSPARENT, WHICH I TOLD THE CITY I WOULD BE, THEY LOOK AT ME LIKE I'M A, THE, THE WICKED QUANTUM SATAN, YOU KNOW, BUT I WANNA MAKE THAT CONNECTION, BUT THERE'S NO RECIPROCATION.
WHAT DO YOU DO IN THAT SITUATION? I, I WOULD LEAN, UH, LET'S SAY I HAD A IN STAFF.
UM, I'M GONNA BRING BACK TO THE STAFF LEVEL.
UH, SO I'M NOT THE MESSENGER THAT GETS SHOT.
UM, IT WAS A LOT OF EXECUTION ON OUR, THERE WAS, UM, ON A STAFF LEVEL, LET'S SAY, UH, I, I DON'T THINK CHENEY WILL MIND BE USING CHENEY, BUT OUR DIRECTOR DEVELOPMENT KEEP ON, BASED ON HER, UH, STRENGTH FINDER.
SHE'LL BE, FIND HER, UH, LET'S SAY, UH, ME AND CHENEY PERSONALITY WISE.
UH, WE'RE JUST NOT GETTING ALONG OR, OR THERE WAS A, A JIVE GOING ON OR, OR SOMETHING TO THAT EXTENT.
AND, UM, NEITHER INDIVIDUAL OR ONE INDIVIDUAL IS NOT NECESSARILY WILLING TO, TO HAVE THE CONVERSATION IN THAT MOMENT, UH, TO, TO PROGRESS FORWARD.
SOMETHING THAT WE WOULD DO AS STAFF IS TO, UH, FIND SOMEONE, UH, WHO IS RELATIVELY NEUTRAL TO BOTH IN THE, IN THE ARGUMENT OR THE, THE POLICY ISSUE OR THE, THE MEETING THING THAT WE'RE WORKING ON MM-HMM
AND HAVE THEM, NOT NECESSARILY MEDIATE, BUT JUST, JUST KIND OF BRING US TOGETHER, UH, SO THAT WE CAN WORK THROUGH THAT AND CONTINUE MOVING FORWARD.
AND THE BIGGEST THING I'VE FOUND ABOUT THIS STUFF IS WE DON'T HAVE WEAKNESSES.
AND I, SHANE AND I WERE TALKING BEFORE AND I, I FORGOT HOW SHE SAID IT, BUT IT WAS REALLY GOOD IN TERMS OF, I THINK THIS IS TWOFOLD.
ONE, JUST TO KNOW HOW EVERYBODY IS.
SO THERE'S LESS OF AN OPPORTUNITY TO GO, WELL AARON'S JUST TRYING TO ANTAGONIZE, YOU KNOW, BE AGAINST ME OR WHATEVER.
WHEN REALLY NO, THAT'S JUST HOW YOU ARE.
YOU'RE TRYING TO THINK THROUGH SOMETHING AND I'M TRYING TO, I'M TRYING TO WORK SOME OTHER WAY, SO I NEED TO APPRECIATE THAT.
BUT THEN IT'S ALSO FOR IF I'M TRYING TO THINK THROUGH THINGS AND YOU'RE NOT THAT WAY, THAT I NEED TO KIND OF SLOW DOWN A LITTLE BIT, MAYBE GIVE YOU THE OPPORTUNITY TO PUT THE INFLUENCER SIDE OUT AND WORRY ABOUT THE PUBLIC OR WHATEVER.
AND I'M WORRIED ABOUT THE EXECUTION SIDE, JUST GET IT DONE.
SO I THINK IT'S A WAY, I DUNNO IF I'M SAYING IT RIGHT, MAYBE, BUT UNDERSTAND HOW EVERYBODY IS AND ALSO SELF-REFLECT A LITTLE BIT.
NOT TRY TO CHANGE WHO YOU ARE 'CAUSE YOU CAN'T, BUT JUST TO MAYBE SOMETIMES TAKE A BREATH AND LET THE OTHER PERSON DON'T LET THE OTHER PERSON BOTHER YOU WHEN THEY'RE EXERCISING THE THING THAT IS THEIR STRENGTH.
YOU CAN'T, YOU CAN'T CHANGE IT.
BUT IT HELPS TO, IT HELPS TO UNDERSTAND, IT HELPS TO HAVE THIS IN CONTEXT.
WHENEVER YOU ARE FINDING YOURSELF BEING AGITATED OR OTHERWISE LIKE PUSHED INTO THE AREA WHERE YOU'RE NOT COMFORTABLE BEING IS USUALLY BECAUSE YOU'RE INTERACTING WITH SOMEBODY WHO IS GENERALLY THE OPPOSITE OF THE WAY THAT YOU ARE.
WHILE THOSE TWO THINGS, THE OPPOSITES CAN BE STRENGTHS, IT ALSO GENERALLY BRINGS OUT THE MOST CONFLICT AS WELL.
SO WHENEVER I STARTED TO LEARN THAT, THAT EYES IN PARTICULAR TEND TO RUB ME THE WRONG WAY, THEN I KNOW THAT WHENEVER SOMEONE IS, YOU KNOW, SELF-AGGRANDIZING AND ALL THESE OTHER SORTS OF THINGS, WHICH I DON'T VALUE, AND I KNOW THAT IT'S GOING TO CAUSE ME TO REACT NEGATIVELY JUST BECAUSE I'M AWARE OF IT AND THAT THEN IN TURN HELPS ME LIKE TONE THAT DOWN, RIGHT? MY REACTION, IT HELPS ME TONE MY REACTION.
NOW THAT DOESN'T MEAN THAT I STILL WON'T GET AGITATED BECAUSE ULTIMATELY I WON'T GET AGITATED.
BUT, BUT NOW I'M LIKE, OKAY, I'M AWARE OF WHAT THIS IS THAT'S, THAT'S CAUSING ME TO FEEL THIS WAY INSTEAD OF JUST LIKE, WHY AM I SO AGITATED? SO THE AWARENESS OF THAT IS A BIG HELP THAT, THE FUNNY THING IS, IS THAT, UH, I DON'T THINK THE CLIFTON REALLY GOES INTO THIS, BUT YOU ALSO HAVE LIKE A HOT AND COLD VERSIONS OF THE DIFFERENT TYPES OF PERSONALITIES.
SO LIKE A, OH, LET'S TALK LIKE THE STRATEGIC THINKING, THE ANALYTICAL PEOPLE.
YOU CAN IMAGINE WHAT A WHAT A COLD ANALYTICAL PERSON IS LIKE, RIGHT? SO YOU DON'T SEE MANY WARM, ANALYTICAL PEOPLE, BUT WHENEVER YOU FIND A WARM, ANALYTICAL PERSON, IT IS, IT IS KIND OF OFF-PUTTING AND KIND OF STRANGE.
JUST LIKE IF YOU THINK ABOUT AN EXECUTOR, YOU TEND TO THINK ABOUT EXECUTORS BEING COLD.
SO WHENEVER YOU SEE A WARM EXECUTOR, IT'S KIND OF OFF-PUTTING.
SO JUST THE AWARENESS OF THESE THINGS BEING LIKE, WHY, WHY
[00:50:01]
AM I REACTING THIS WAY? IT CAN HELP KIND OF TEMP TEMPER DOWN SOME OF THAT.AND UM, THAT'S TRUE FOR THE PUBLIC, IT'S TRUE FOR ANYBODY THAT YOU INTERACT WITH.
IF YOU CAN IDENTIFY LIKE WHAT, WHAT THEY CARE ABOUT THE BEST WITH THAT, THAT'S MY HOPE IS THAT WE KNOW WE SHARE WITH THE COUNCIL, OBVIOUSLY NOW ALL THE EXECUTIVE STAFF KNOW HOW COUNCILS, BUT WE SEE THAT TOO ON THEIR SIDE SO THAT THEN, YOU KNOW, IF A PERSON COMES UP AND THEY'RE NOT A WHATEVER STRATEGIC THINKER, DON'T GET SO FRUSTRATED WITH THEM WHEN THEY'RE TALKING THROUGH THEIR PRESENTATION AND YOU'RE ASKING 'EM QUESTIONS BECAUSE THAT'S NOT THEIR, THAT'S NOT THEIR STRENGTH AND WHAT IS THEIR STRENGTH? IT MAY BE HOW IT'S PRESENTED TO THE PUBLIC.
AND SO THEN A STRATEGIC THINKER IS UP THERE GETTING FRUSTRATED GOING AND THEY HAVEN'T THOUGHT THROUGH THIS AND WHAT ABOUT THIS AND WHAT ABOUT THAT? BUT WHAT THEY'RE THINKING ABOUT IS THE PUBLIC'S PERCEPTION OF THINGS OR THE INFLUENCER IN THEM.
AND SO I THINK IT'D BE HELPFUL FOR US TO KNOW JUST FROM AN INTERACTION STANDPOINT THAT, AND ALSO I THINK IT'S PROBABLY MORE BENEFICIAL FOR STAFF TO KNOW HOW A COUNCIL IS.
SO, HEY, YOU KNOW, EVAN'S NOT A JERK FOR WANTING TO DO CERTAIN THINGS.
HERE'S NOT A JERK NECESSARILY IF ONE DO CERTAIN THINGS, IT THEY'RE WIRED THAT WAY.
DOESN'T MEAN MAKE 'EM RIGHT NECESSARILY IN THAT SITUATION.
IT JUST MAYBE HELPS SOMEONE UNDERSTAND THAT THEY'RE NOT COMING FROM A PLACE OF TRYING TO LIKE GET YOU, THEY'RE COMING FROM A PLACE OF THEY'RE JUST WIRED DIFFERENTLY THAN, OR THEY'RE STRATEGIC THINKING LIKE ME AND YOU CAN HAVE DISCUSSIONS.
WE JUST HAVE TWO THOUGHT PROCESS, BUT WE'RE SUPPOSED THINKING THROUGH THEM.
IF I KNOW YOU'RE A STRATEGIC THINKER, I MAY, I MAY INTERACT WITH YOU DIFFERENTLY KNOWING THAT, HEY, YOU'RE THINKING THROUGH THIS TOO.
BUT I THINK MONEY WILL, I FORGOT HOW MUCH IT WAS.
WHEN, UM, HOW SOON WOULD THIS, THIS BODY WANT TO MEET WITH STAFF? IS, IS THERE A DEADLINE THAT YOU WANT TO GET THAT DONE WITH THE HOLIDAYS COMING UP? OR JUST SEND OUT ANOTHER DEADLINE? I THINK IF THERE'S, I'D SAY IF THERE'S, I MEAN ARE YOU, WE JUST GONNA GO OVER THE INFORMATION AND JUST LOOK AT PEOPLE OR WE'RE GONNA LIKE INTERACT LIKE IT.
SO IN THAT SETTING, IF COUNCIL HAD THE TIME, IF COUNCIL HAD, WE JUST LOOKED IF COUNCIL DETAINED WHILE I GOT, UH, IF COUNCIL HAD THE TIME, STAFF WOULD PREFER, UH, YOU KNOW, AN HOUR AND A HALF TO TWO HOUR SESSION.
UH, WHERE MAYBE WE'RE ACTUALLY WORKING GROUPS TOGETHER WITH NO STAKES, RIGHT? DEA SO SEEING ALL THE INFORMATION THAT WE JUST SAW TODAY, YOU WOULD SEE ALL THE SAME INFORMATION FOR STAFF AND THEN WE WOULD PLACE EVERYONE IN WORKING GROUPS WITH DIFFERENT DOMAINS AND, AND WORK THROUGH OUR PROBLEM TOGETHER.
LET'S, UH, WE'LL TALK OUT THERE 'CAUSE WE'RE ABOUT OUTTA HERE.
MAYBE THERE'S A MEETING COMING UP, UH, UM, IF YOU GUYS WOULD HAVE TO BE READY AND WHO ALL'S GOING TO THAT MEETING ON THE 24TH? AND MAYBE WE CAN DO THAT SINCE WE'RE ALL GONNA BE MEETING OR, UH, BECAUSE IT'S THE WEEK THAT IT IS.
MAYBE JUST DO A SPECIAL MEETING AND HAVE A COUPLE HOURS THAT IT'S TOO LATE FOR THE AGENDA ON THE 24TH, I THINK.
SO, WE'LL, YEAH, MAYBE JUST A SPECIAL MEETING AND WE'LL THROW A COUPLE OTHER ITEMS OR MAYBE IF WE HAVE A BIG WEEK LEFT, SO WE'LL TALK ABOUT THAT.