Way back on a balmy 60-degree Wednesday evening, May 22, 2013, a group of predisposed citizens gathered in the community center to discuss expectations for a potential county administrator.
Here’s a sampling of questions or comments directed to then Commissioner Bruce Martinson and myself.
“What is the pay for this position and would there be savings from this hire that would accrue to the county?”
“Are there facts to back up the claims that cost savings will more than pay for the cost of the new position?”
“The expectation is that this position is volatile [liable to change rapidly and unpredictably, especially for the worse] and the board needs to be ready for that possibility.”
“Can the new person be in some way insulated from harsh public opinion?”
By way of introduction a few days earlier–May 20, 2013–I wrote these words in a document titled, “With change comes opportunity – Cook County initiative to hire a County Administrator.” It was presented to the County’s MATT (management) team:
“Hiring a county administrator is a critical decision and one that can have long-lasting and positive impacts for years to come.
“One of the many attributes I believe any candidate should bring to the position is the ability to frame decisions under conditions of competition for scarce resources.
“Foremost, however, is the trait of stewardship; stewardship being defined as: ‘The conducting, supervising, or managing something; especially: the careful and responsible management of something entrusted to one’s care.’
“Stewardship is a quality that defines the highest levels of government service. If we can find a county administrator who understands their obligation to carefully and responsibly perform their functions as stewards of public funds, we have found the best.”
Later–October 16, 2013–the board identified goals for the incoming administrator. Listed among these goals was: “Cultivate supportive and meaningful relationships.”
As we navigated through the process, there were those who grew impatient. My response was consistent: “We are not looking to fill a position. We are looking to change a culture.”
Eventually, on the day the Board of Commissioners conducted a second interview with Jay Kieft, I posed this question to him, “Jay, you and I have talked a lot about confidence; and the fact that confidence may appear the same on the outside; however, I believe it is the source of our confidence that tells the real story. Where do you get your confidence?” Jay smiled and, undisguised, answered, “It is my faith that gives me confidence.”
I knew then, he was the leader that was equipped to lead us. He spoke from his heart.
Jay Kieft exhibited these attributes. He also had the ability to disarm pretension; he knew the difference between well-meaning and well-doing. In Jay you found acceptance in authenticity, you could be yourself.
During his abbreviated tenure as Cook County’s first administrator, he was able to elicit the trust and respect of county commissioners, staff and the community; his first step in being able to effect positive change.
Jay believed change happens through relationships.
His spirit, intuition, commitment and humility nourished him as a unifier and team builder. He worked with people to create honest reality. The example he set, not only for encouraging strategic vision but also navigating the complex transition to the county administrator form of governance, was refreshing. His inner strength and values sustained him during his valiant battle with an aggressive cancer that eventually quieted his large heart.
Terrance Lee, in a November 2015 article titled, “Companies with humble CEOs perform better, says research,” quotes a study conducted by researchers from the National University of Singapore and Arizona State University.
Analysts asserted, “Humble CEOs tend to encourage others to participate in decision-making and eliminate destructive self-interest and politics, all in favor of attaining a shared goal.
“As a result, companies with a more cooperative atmosphere tend to execute well in the present and plan judiciously for the future. Firms mired in bitter infighting often make irrational decisions as everyone would be concerned about protecting their viewpoint while filtering out contradictory information.”
Amy Ou, one of the researchers, suggests, “Humility should not be overlooked in executive selection. Firms that face uncertainty or crises often turn to celebrity or superstar CEOs, thus forgetting that those CEOs are sometimes part of the problem.
“I have seen studies showing that narcissistic CEOs did not fare well, though many think that they are passionate risk-takers and good at impression management.
“My study implies that humble CEOs probably can create highly integrative teams to work together, and they are able to avoid falling into the trap of taking too much risk or growing too fast.”
At the county level, the responsibility to cultivate a healthy culture rests with the county administrator.
Since culture is three times more important than salary to potential employees, cultivating a healthy culture should be a high priority. “Be careful not to mistake insecurity and inadequacy for humility! Humility has nothing to do with the insecure and inadequate! Just like arrogance has nothing to do with greatness!”
~ C. JoyBell C.,
leading female thinker and writer
in our world today, and mentor to
many modern-day leaders.
Former Cook County Commissioner Garry Gamble is writing this ongoing column about the various ways government works, as well as other topics. At times the column is editorial in nature.
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