Last week, on the one year anniversary of his first official day as the City of Edmonton’s new City Manager, Simon Farbrother sat down with me to reflect on the past twelve months. In addition to settling into the role and continually learning about the organization, Simon is leading the City through a major cultural shift that is fundamentally changing the way it does business.
Simon came to the City of Edmonton from Waterloo, where he was that city’s Chief Administrative Officer. He’s not new to the capital region however, having worked at the City of Leduc from 1988 until 1997, and at the City of Spruce Grove from 1997 until 2005. I wondered if he had thought about working in “the big city” but he said that was never the game plan, though he did admit the thought crossed his mind once or twice. “I think it’s important to stretch yourself, “ Simon told me, “when opportunities come up you grab them and away you go.” That’s how he ended up in Waterloo, and in January 2010, how he found himself here in Edmonton taking over for retiring City Manager Al Maurer.
Simon said his first year has gone by really quickly, but described it as “challenging, fun, and stimulating.” Noting the number of projects the City has on the go, Simon said “Edmonton is at a very interesting point in time.” He lives in the southwest and uses the LRT quite a bit and depending on his schedule. “The south LRT has changed the way people think about transit in our city.” Though he felt Edmonton had matured politically while he was out east, Simon said that he has “always thought Edmonton’s strength was its people, and I still do.” He thinks it’s because we have a unique sense of connection here. “We’re the big city on the prairie, we’re multicultural; the people who choose to live here are really carving out their lives.”
For the first few weeks of last year, Simon spent his time getting to know people at the City while Al continued on as Manager (though Simon actually knew quite a few people already from his previous positions). On January 18th 2010, he took over and hit the ground running. “You have to get up-to-speed quickly and bring your skills to the table.” Simon told me the ladies in the Manager’s office were “tremendously helpful” and made the transition a smooth one. “When you join, naturally there’s a lot of questions about you,” he said, recalling that it wasn’t just him that had to adjust to the new role. “Fundamentally I am about building – I always have a strong belief in a person’s abilities and general willingness to do the right thing.”
One of the first things Simon did was have an open conversation with the general managers. “Leadership is about framing,” he said. Simon made it clear that the City would be moving in a new direction, and told them, “your primary role is to lead the City, not your department.” He called it a “fundamental shift” and said there has been a lot of positive engagement from the general managers on the new approach. Discussions since have focused on how the City leads, rather than on each individual project that comes up. “We also opened the door to branch managers and directors around leadership,” Simon confirmed. The City of Edmonton currently has 6 general managers and 35 branch managers, but the number is not important. “It’s about what makes sense at the time to lead.” To reinforce the shift, the Senior Management Team (SMT) was renamed to the Corporate Leadership Team (CLT). Demonstrating leadership is more important than having worked at the organization for most of your career. “We’re trying to engage people to be leaders, everyone can do that.”
Simon’s focus for 2011 is this internal cultural conversation. He shared that the City has formed a group called Transforming Edmonton and Me (TEAM) that has been challenged to explore the question, “what do we want our culture to be?” An early activity involved the creation of a word cloud, and ‘communication’ emerged as the biggest word. There’s a desire to be more transparent, and to have meaningful conversations (no more going to the meeting then having the real conversation in the hallway). “It’s about how we agree to work as an organization,” Simon said. “If you don’t see me acting in the way I say I am going to act, you have every right to tell me.”
Most of Simon’s communication has been focused internally so far (he’s going to look into updating his page – archived here – on the public website). “Having various ways to communicate is really valuable.” To that end, Simon has published videos every few weeks for employees, focusing not on what the City got approved but on leadership within the organization. “For example, a video might talk about our approach to the budget, rather than giving details on what was approved.” The effort has given him the opportunity to meet people across the organization. “I’ve learned to cut trees, drive a bus, I’ve been in the sewers, it has been great.” He hopes the videos reinforce the notion that all employees at the City are important. He is thinking about an internal blog too, and said the intranet is a really important tool for giving context.
Perhaps unsurprisingly, Simon was a BlackBerry user while in Waterloo. Now he’s got an iPhone and an iPad, but doesn’t consider himself to be an early adopter. “I really like the iPad in a meeting environment,” he said, because there’s less paper to carry and the device is great for graphics. “I do lots of email and text messaging,” he told me, and while he is familiar with Twitter, he has no plans to use the service. “A lot of my emails would look like tweets though!” Simon’s day consists largely of meetings, so it’s important to communicate efficiently. He uses text messaging to stay in touch with his family throughout the day.
Turning to external communication, Simon said the City “should talk about what we’re doing and what we’re trying to achieve.” It’s the philosophy that is important, not the list of projects. “We’re part of a bigger picture, we work for the full community.” Simon thinks it is important for employees to be mindful of that broader perspective too. “You can’t disconnect being a transit driver or an accountant or even a manager from being an ambassador and a representative of the City.” In other words, employees need to be accountable not just to their boss, but to all Edmontonians.
The word accountability was mentioned alongside transparency in his introductory letter last year. When I asked for his assessment of the City’s performance on those issues, Simon replied: “I think we’re getting better.” Being accountable and transparent to the public is a challenge given the size of the organization. “We’re in the A to Z business,” Simon remarked, “and we’re the only the organization that does all of our business in the public eye.” I suggested that the City could do more on the transparency side, especially as it relates to making information available and accessible. “I don’t think we consciously hoard,” he told me. “There are legitimate reasons for some information to be confidential.” He agreed that getting information into people’s hands is important though.
I asked Simon how he has found working with Mayor Mandel and the rest of City Council over the last year. Due to the nature of the position in large cities, Simon has worked more closely with Mayor Mandel, and described him as “very committed and very driven.” He said they get along well. Though he hasn’t had as many opportunities to work with the Councillors, he said “they’re all trying to build a better City, which is a positive environment to work in.”
Looking ahead to 2011, I asked if Simon had made any personal new years resolutions – he didn’t. “For me it’s about lifelong learning,” he said. “In whatever you do, you need to be relevant and adding value.” He’s excited for the year ahead, and talked about some of the big projects that have made headlines recently. “EXPO wasn’t just a three month event, it was positioning Edmonton as an important city in North America.” Similarly he thinks we need to look at the bigger picture when it comes to topics like the downtown arena or the city centre redevelopment. “We need to be strategic and aligned as a city.”
Simon said the City of Edmonton has always had aspirations, but has never embedded that into the culture. “Being aspirational has to be a fundamental part of what we do.” When it was discovered that some material was being created internally that talked about Edmonton being successful as a “tier 2 city”, Simon and his team put a stop to it. “What would a tier 1 city do? There’s nothing stopping us from being tier 1.” It’s about having vision and not being afraid to go after it. “We shouldn’t be shy about opportunities.” For Simon, it’s about taking Edmonton to another level. “We need to up our game and galvanize around being a city.”
“It’s going to be a good year.”