DO’s and DONTs for a Successful Stint as Little Governor/Little Mayor

“There are not more that five musical notes, yet the combination of these five gives rise to more melodies that can ever be heard. There are not more than five primary colours, yet in combination they produce more hues than can ever be seen. There are not more than five cardinal tastes—sour, acrid, salty, sweet, bitter—yet combination of them yields more flavours than can ever be tasted.”

SUN TZU, The Art of War

Though there is no one style or strategy of management, in many ways, the job of an Administrator is similar to that of an orchestra conductor. With his Chief Executive’s vision-mission as the conductor’s symphony piece, the baton of command of the Administrator is expected to give accurate and appropriate signals to create a harmonious blend of otherwise clashing ideas and activities among fellow department heads.

The wise administrator realizes that he needs everybody to reach the goals. The key is to catalyze the divergent talents of people and department heads to create synergy and results. Much more intricate than harmonizing concerns is ensuring that this unanimity culminates into concrete and sustained improvement in the quality of service that we give our constituents.

Essential DO’s in Administering

I was 27 when I assumed the post of Administrator in the Provincial Government of Bulacan. That was 17 years ago. The lessons of real life could never be taught or learned in school, so I realized. Nearly two decades of being a public manager, political and personal confidant, executive alter-ego and public servant taught me valuable lessons in the career of public administration. And like any career in constant search of personal excellence, my career was a healthy mix of smart risks, trials, errors, laughter and tears and all the wonderful learning’s that come with experience and discovery.

As I have come to learn, there is no absolute formula or stratagem for efficiency. One has to learn to harness a combination one’s multiple intelligences and talents to create a unique brand of administration. There are, however essential must-do’s and hostile territories in the job.

Here are some priceless DO’s and DON’T’s that proved helpful to me in getting the job done:

DO make the life of your Governor/Mayor easier. It is the Administrator’s job to ensure that his Governor or Mayor could perform his job without the unnecessary distractions that come from being both a government executive and a politician.

DO keep your Governor/Mayor well-informed. Being in the frontline of public service, the Administrator has primary access to critical information needed by his Executive to arrive at informed decisions. The Administrator could very well ensure that there is an established information system that allows the unhampered flow of information to the Chief Executive. The Administrator, however, should be able to process information for and easy appreciation of his boss.

DO find ways to educate your Chief Executive on all matters about which his information is limited. However perfect our elected leaders may appear, they, too, need continuous update and education, particularly on administrative work which public administrators share Chief Executives. The key is to find ways to get the information across and in time.

DO memo him about important agreements, instructions, policies, and promises. More than reminding him of his commitments, putting some issues in writing clarifies expectations and understanding. It will also protect you in case he forgets.

DO maintain a constant communication line with your Governor/Mayor. With text and multimedia messaging and emails, there is no excuse for not communicating with your Chief Executive. Yet, the administrator should know the preferred mode of communication of his boss.

DO establish clarity between you and your Governor/Mayor. Clarity means agreeing on what works and what does not and what could be done differently in the dispensation of administrative work. Clarity creates a high level of effective cooperation and avoids unnecessary misunderstanding.

DO understand that the interplay between you and your Governor/Mayor is dynamic and complex. The responsibility of making the relationship work rests upon you. But you have to make him realize that it is his responsibility, too. If you think you cannot do anything about it, then, pack your things. You might be better off elsewhere.

DO learn what upsets and annoys your Chief Executive and minimize those annoyances. Cultivating a good working relationship with your Chief Executive means understanding his personal preferences, especially, if not meeting these preferences would result to unnecessary distractions and a breach in the relationship.

DO learn to take the heat and hold steady. Local governance can be fast-paced and colorful. It can also be traumatic if one does not know how to detach and be objective when the situation calls for level-headedness. Take confrontation and other people’s anger as it really is- an opportunity to learn and prove your mettle as a focused leader in control of the situation.

DO learn to be calm. It is always best to keep your head even when everybody else is losing it. It assures your Chief Executive that he has a composed and level-headed partner in times when he needs one most.

DO compliment and complement. Adapt an attitude of healthy praise and appreciation of your Chief Executive’s and other people’s strengths and good qualities. A good word a day fuels performance and inspires people to greatness.

DO remember that good performance will almost assure your Governor/Mayor reelection and therefore your job as Administrator. A high-performing Administrator ensures that his level of performance translates into a high-performing bureaucracy and a “re-electable” Chief Executive.

DO take every opportunity to make yourself and your achievements visible. As a manager and leader, the administrator should not hide his lamp of achievement, but instead show it as a source of inspiration for others. Don’t expect to please everybody. A wise administrator, however, would know the right time and the appropriate place to shine, without overdoing it.

DO continue to study. Information on the latest and best human technologies are readily available. Studying best practices from other LGUs can help you a lot in taking stock of your own performance and stir your creativity into action. Take time to read books.

DO master the art of internal politics. Administrators work in the realm of politics. Other than the real politics of public trust which should be managed very well, there are organizational politics that you have to contend with. Like in any organization, there are personality clashes- people wanting to get ahead, turf getting in the way of teamwork, intrigues threatening to undermine real work and other issues to manage internal politics like a wise conductor in search of complementation among the different sections of his orchestra.

DO find happiness in being in a position to help a lot of people in many different ways. An Administrator has the opportunity to touch lives and be remembered by people long after he is out of office. Consider it the biggest perk of the job. And you get paid doing it!

DO have a sense of humor. Laugh! It’s essential life-survival skill. It has been said time and again that the people who can laugh at themselves and a time of difficulties live longer, happier lives. A guffaw once in a while keeps the wrinkles away and keeps you positive!

DO find time to relax. Running the bureaucracy can be very demanding and puts us under a lot of pressure. A lot of conflicting and competing demands can be very stressful. Relaxation need not be expensive. Mine is a daily date with myself. Every night, under the canopy of a very hot shower in a comfortable bathtub, I empty my mind with all thoughts. I feel like it is some kind of self-nurturing. It is also the best time to say my daily prayers or enjoy wake-dreaming, some kind of visualizing the things that I want to happen in my life.

Priceless DON’Ts in Administrative Work

Administrators must be tough, clear, decisive, and willing to take risks being disliked or misunderstood. However, there are areas where we must draw the line, especially, when risks are not calculated and the consequences threaten your own lifeline as an administrator.

DON’T pick a fight with your Chief Executive. It is a fight you cannot win. Disagreements and exchange of opinion are good to a certain extent because they help in arriving at well-processed decisions. But, never ever allow discussions to turn into heated disagreements. This is the quickest way to end your term as Administrator.

DON’T hesitate to say No. As an Administrator, you are on-call 24/7, especially to your Chief Executive. But do not take away your time for yourself and your private life. You should, after all, be a model of work-life balance to those you serve and lead. Learn to say “no” when the situation merits that you respectfully decline.

DON’T attempt to push yourself way into the spotlight. It’s your job to give to you’re your Chief Executive all the credit. His is to acknowledge yours in his own sweet time. Learn to be happy that your Governor/Mayor is well-projected. That means you and your team are doing your job.

DON’T surprise him. Make it a point to be vigilant of news and information. Up your antennas for issues that your Chief Executive should be aware of. And get it before he does! Learn to break the news while minimizing the shock value.

DON’T overlook to check whether projects for implementation carry the Governor/Mayor’s personal stamp and that his personality is expressed in them. The Administrator is more than an alter-ego of the Chief Executive. He is, in many ways, an image consultant who ensures that his Boss is best remembered through his projects.

DON’T criticize. Criticism, in whatever form or definition takes away value from people and situations. Help people understand what worked and guide them into seeing what could be done differently. Offer suggestions and learn that art of listening.

DON’T delude yourself into thinking that power emanates exclusively from your organizational authority. “Authority is a skill. An art that can be acquired and cultivated for both ethical and effective use.” You can lead by eliciting fear, but it is always best to develop and use your power of motivation and persuasion. Prove your worth and you will gain the respect of everyone.

DON’T forget…..It all starts with GOD – You are where you are because God put you there for a purpose- His purpose. Faith in the goodness of God and people is the surest way to leading a fruitful and rewarding career as Public Administrator. With this mindset, you start off with confidence and trust in yourself that whatever comes your way shall pass and be overcome.