LEADERSHIP IN PUBLIC SERVICE
TRACK/SESSION: 1-3
SCOTT MINNIX
Scott Minnix- Director
City of Houston
General Services Department
 9 million Square feet of property
 420 Municipal Buildings
 14000 unit Fleet Maintenance Department
 Nearly 100 Fuel sites
 ~$450,000,000 annual CIP Projects managed
“Nothing great was ever achieved
without enthusiasm”
-Ralph Waldo Emerson
 Leadership is important
 Success
 You can make a difference
 Change begins with you
 The action of leading a group of people or an organization
 The state or position of being a leader
LEADERSHIP
IS…
PROBABLY NOT
WHAT YOU
THINK IT IS
A Leader Is The One Who
Climbs the Tallest Tree,
Surveys the Entire Situation,
and yells: “Wrong Jungle!”
Steven Covey
www.TheLeadershipHub.com
"Organizational charts
and fancy titles count for
next to nothing.“
- Colin Powell
“…if you define a Leader as an
Executive, then you absolutely deny
everyone else in an organization the
opportunity to be a Leader.”
- Peter Senge
President Lincoln
Steve Jobs
Nick Saban
Lee Iacocca
“…organizations that survive and
thrive will be those that foster acts of
leadership throughout the system.”
- Max Weber
www.TheLeadershipHub.com
Steve Jobs (Apple CEO from 1996-2011)
•
Co-founder Steve Jobs left Apple in 1985 after a struggle with its board of directors. He returned in
1996 to serve as interim CEO when the company was floundering and stock prices had plummeted.
He became permanent CEO in 1997.
•
Jobs reduced the 350 projects Apple had in development to 50 and then to 10. Focused on creating
the next big thing, he released the iMac, the iPod, iTunes and the iPhone. He also restored Apple's
hip image. Perhaps the best turnaround story of all time, under Jobs’ lead, Apple stock rose more
than 9,000 percent.
•
Steve Jobs Took Apple’s Stock From $10 To $378.25 On The Day Of His Death.
Now, Almost Two Years Later, Apple’s Stock Has Reached Nearly $470
Lee Iacocca (Chrysler CEO from 1979-1992)
•
Lee made a plea to Congress in 1979 that resulted in federally guaranteed loans of $1.5
billion for Chrysler.
•
Iacocca restructured management, laid off workers and negotiated concessions from
suppliers, creditors and unions. He introduced the K-car and minivan. Chrysler became
profitable in 1982 and paid back its loans in three years. Iacocca retired from Chrysler in
1992. The company merged with German-based DaimlerBenz in 1998
NICK SABAN
Nick Saban Coaching Record- Alabama Crimson Tide (Southeastern Conference) (2007–present)
2007 Alabama 7–
6[a] 4–4[a] T–3rd
(West) W
Independence
The Tide were defeated by Oklahoma State in the 2006 Independence Bowl 34–31 to finish the season with a 6–7
(2–6) record
Alabama
7–6[a]
4–4[a]
T–3rd (West)
W Independence
2008 Alabama 12-2
8–0 1st (West) L
Sugar† 6 6
Alabama
12-2
8–0
1st (West)
L Sugar†
6
6
2009 Alabama 14–0
8–0 1st (West) W
BCS NCG† 1 1
Alabama
14–0
8–0
1st (West)
W BCS NCG†
1
1
2010 Alabama 10–3
5–3 4th W Capital
One 11 10
Alabama
10–3
5–3
4th
W Capital One
11
10
2011 Alabama 12–1
7–1 2nd (West) W
BCS NCG† 1 1
Alabama
12–1
7–1
2nd (West)
W BCS NCG†
1
1
2012 Alabama 13–1
7–1 1st (West) W
BCS NCG† 1 1
Alabama
13–1
7–1
1st (West)
W BCS NCG†
1
1
2013 Alabama 0–0
0–0 (West)
Alabama
0–0
0–0
(West)
Alabama: 68–13 39–9
68–13
39–9
Richard Teerlink
(Harley Davidson CEO from 1989-1997)
When Richard Teerlink joined Harley Davidson in 1981 as chief financial officer, the company
had U.S. market share of 15% and had reported a loss of $15 million. The U.S. icon was facing
steep competition from Japanese motorcycle manufacturers, such as Honda, and it was
struggling. Named CEO in 1989, Teerlink returned the company's focus to increasing quality,
improving service to customers and dealers, and producing world-class heavyweight
motorcycles. By the end of Teerlink's tenure, Harley Davidson recovered its U.S. market share
to 50 percent and posted annual sales of more than $1.7 billion.
 Return On Investment
 MARKET SHARE
 SHAREHOLDER EQUITY
 GROWTH

BOTTOM LINE:
$
 MARKET SHARE
 COMPETITORS
 INNOVATION
 MERGER/ACQUISITIONS
 RELEVANCE
 PRODUCT FAILURE

POLICE/FIRE
- RESPONSE TIME

LIBRARY

PUBLIC HEALTH/SCHOOL- ACCESS
& PARK- AVAILABILITY
 FLEET- AVAILABILITY

BOTTOM LINE- SERVICE
• Human/Technology/Financial
• Human/Infrastructure/Process
IMAP
In-Tune
Mastery (Happier/Drive/Flow)
Autonomy
Purpose
"The day soldiers stop bringing you their problems is the
day you have stopped leading them. They have either lost
confidence that you can help them or concluded that you
do not care. Either case is a failure of leadership."
If this were a litmus test, the majority of CEOs would fail. One, they build so
many barriers to upward communication that the very idea of someone lower in
the hierarchy looking up to the leader for help is ludicrous. Two, the corporate
culture they foster often defines asking for help as weakness or failure, so people
cover up their gaps, and the organization suffers accordingly.
Real leaders make themselves accessible and available. They show concern for
the efforts and challenges faced by underlings, even as they demand high
standards. Accordingly, they are more likely to create an environment where
problem analysis replaces blame.
Private Business Model
Public Service Model
• Rubix Cube
• Golf
• Green Grass
• This method works for certain things
• Intrinsic Drive
“A SUPERIOR LEADER IS A PERSON WHO CAN
BRING ORDINARY PEOPLE TOGETHER TO
ACHIEVE EXTRAORDINARY RESULTS.”
Unknown