An Ode to Unsung Heroes of Democracy's Forge: Election Workers

Imagine opening up 347 retail stores on a single day, at a precise hour, operated by a rapidly trained, minimally paid seasonal staff to serve an entitled clientele who is really unsure what it is they  want to buy.   Now, imagine that, if your staff doesn't perform flawlessly, it will be reported on the national news.  Welcome to the world of election administration.  This is what one county election office in Florida faces on Election Day.

The election process is where we apply heat and pressure to candidates in hopes of forging the tools of democracy.  We hope for Excalibur  but we often get a spork.  That is not the fault of the smiths who wield the hammer, but the poor raw material with which we start.  Part of that process is Election Day itself and the  many people behind the scenes that help voters exercise their franchise.  Those people are the pollworkers and election officials who make it happen.  

I had the opportunity to observe my local election supervisor’s operation this Election Day.  I arrived, bleary eyed, at 6 a.m. to find the office hopping,  with phone bank operators talking to precinct clerks, more clerks picking up their gear for the day and outriders being dispatched to open the unexpectedly locked door at one precinct.  The leadership of the office patrols among the work stations, like sharks in a reef, looking for problems to savage, er, solve.   As the clock creeps toward 7 a.m. and the opening of the polls, the buzz of intensity increases.  At 6:45, the last precinct reports “ready to go” and the electronic tote board turns completely green.  There is a small cheer, but not a release of tension.  It was akin to being in a military tactical operation center before an attack kicks off in training.  As a former soldier and former election official, I have been in both and the feeling of anticipation is the same, but, on the whole, I prefer elections!   

At precisely 7:00 a. m., the leader of the phone bank announces that the polls are open and the operators immediately begin fielding calls.  The questions are about voters’ eligibility (wrong address, listed as voted absentee, etc.).  At another station, supervisors field questions about technology, poll watchers and exit poll takers.  Everything is handled in a subdued, confident manner that reflects the training and the leadership provided.  The day is off to a good start, but it is a long way to go until the polls close at 7:00 p.m.

The people in the election support center are about 80% seasonal workers.  Many have been doing this for several years and they love the sense of service that this work brings.  Each polling place has about 5-8 pollworkers, depending on the precinct population.  That is an additional 2500 seasonal helpers (but perennial patriots) who are making democracy happen.   For the full timers in the office, they do what they do because they have a sense of how important this is to their community.   As county employees they are not highly paid nor highly appreciated.  If they do their job perfectly, no one will notice. 

This is the essence of what our republic represents.  The elections that we regular folks complain about are administered by our fellow citizens who care deeply about getting it right.  They want the process to run smoothly, in accordance with the law and to produce a reliable outcome.  These are the unsung heroes of our democratic process and they are in your neighborhood.  Thank them for their service.   Dan Nolan

Character and Issues: Discriminating between Candidates

In April 2003 I joined the office of the Supervisor of Elections for Hillsborough County, Florida.   Although Florida had gotten a bad rap in 2000 on elections, the Hillsborough SOE had done an excellent job, so much so, that the Supervisor was subsequently elected mayor of Tampa.  I came into a well-functioning office, staffed with seasoned professionals, as the chief of staff.  Wanting to put my own stamp on the office, I decide to focus on voter registration and turn out at the polls.   Elections are very much like a military operation.  At a precise time (0700), on a precise day, (2d Tuesday in November), we had to open 340 store fronts, staffed by minimally trained, grossly underpaid folks to bring in a reluctant clientele to participate in a process (voting) that they may or may not really understood.  If anything went wrong in the overall process, you would be in the news the next day for voter fraud, voter suppression or just being an idiot.  If everything went perfectly, nobody noticed.   With the exception of the folks executing, it was very much like a military operation.

Energizing voter registration was not difficult.  It was a matter of increasing opportunities to interact with the potential electorate.  Any place where we knew a line would form, we would be there.  Concerts, sporting events, or iPhone sales, a group of volunteers and staff would show up with clip boards in hand.  Voter turnout was a different challenge.

From 1972 until 2000, voter turnout in Florida for Presidential elections was 75%.  This meant that 75% of eligible voters cast valid ballots. In 2000, that percentage dipped to 70%.  Clearly there was a problem, and I was going to solve it.  I gathered the staff, presented the problem and asked for ideas on how we could increase voter turnout for the upcoming 2004 Presidential election.   The staff, all experienced elections hands, looked at each other nervously, until one gathered the courage to speak up.

He said, “Boss, great idea.  All you have to do is ensure that each race has candidates with significant differences in character or that embrace issues that have significant impact on the voter”.

I looked around the table at the expectant faces who, I now realize, were suppressing smiles and said, “But, the election office can’t impact that!”

He looked back at me and said, “Righttttttttt.”

The fact is, getting voters to the polls is about highlighting the differences in the character of the candidates and making the issues relevant to the voters. The current Presidential campaign seems to be focused on who said the last stupid thing.  It needs to focus on the character of the candidates and the issues that concern the voters.

We must all judge the character of the candidates based on our own set of values.  We trust people who share our values.  If you do not have a good grasp on what your personal values are, just describe your best friend.  You have just articulated your own values. What candidates’ character aligns with your morale compass?

Issues that impact voters will vary based upon education, experience, and Maslow’s Hierarchy of Need.  You may be concerned about the valuation of the Chinese yuan, but if the rumors around the workplace about the next round of layoffs are ringing in your ears, you are more interested in what your candidate has to say about government intervention in the economy.   If you children’s’ school is failing, the implications of democratic election of a member of the Muslim Brotherhood the Presidency of Egypt may not be on your radar.  All of the larger, thorny issues of national security and international economics pale in comparison to the issues of living paycheck to paycheck and the looming bacon shortage.

As a result, it is even more critical that the candidates help people understand why Chinese balance of trade issues affect them directly.   They must explain how our dependence on oil requires us to worry about stability in the Middle East and why their tax dollars are being spent to defend the sea lines of supply for oil destined for Japan.  These issues are complex, but interrelated.

The political polls are an indication of how people might vote.  They can generate complacency as well.  If your guy is in the lead, why bother to vote by mail, early or at the polls; it’s a done deal, right?  Wrong.  Whatever method you use to exercise your franchise, make sure that, on November 6th, you wear your “I Voted” Sticker.  It is fashionable and goes with everything.  If your election office doesn’t provide them, contact me. I know a guy.

As we tune into the upcoming debate, consider the character of the candidates along with their stance on the issues.  What they value defines their viewpoint on the issues.  Sit down and make a list of the issues that affect you.  If the candidates’ values resonate with yours and their solution set to the issues touching your life make sense, go to the polls (by mail, early or precinct) and let your voice be heard.   If you don’t think a single vote matters, you may be right.  In Florida, we know that 537 votes did matter.

“Just the Facts, Ma’am” A review of first debate in the Hillsborough County SOE race

This past Friday, I attend my first Tiger Bay Club meeting and political debate.  For those not familiar with the Tiger Bay Club, they bill themselves as “Tampa’s most stimulating professional club” and a “political forum, a non-partisan assembly”.   The meetings feature speakers with audience participation in the form of vigorous Q&A.  During the election season candidates are given the opportunity to present themselves and their platforms.  The questions are judged by three person panel and the best question is awarded the “Garfield” prize.  I had assumed the prize had been named for President Garfield, but, in fact, it is named for the small, stuffed tiger (resembling a lasagna loving cartoon cat) that is presented to the best inquisitor.   Their meetings are open to the public, but only members can ask questions.  

This particular meeting featured a debate between candidates for the office of Supervisor of Elections (SOE) for Hillsborough County.  On the Republican side, Rich Glorioso, former Air Force Officer and term limited Plant City State Representative presented his platform of restoring integrity to the office.  The Democratic candidate, Craig Latimer, 35 year veteran of the Hillsborough County Sheriff’s office and current Chief of Staff of the SOE is running on the platform that he and the current SOE, Dr. Earl Leonard, have restored integrity to the office.  All agreed that this crucial post should be non-partisan and that the essence of a properly executed election is that it has the trust of the electorate. 

What was most notable about this meeting was the winning question AND the answers.  Proffered by Tiger Bay Club stalwart Tom Aderhold, the two part question was, “Provide a graphic example that illustrates your non-partisanship AND an example of how your opponent is too partisan for this post”.   Each of the candidates provided their answers with Glorioso citing examples in his role as a long time, non-partisan member of the Plant City Commission and bi-partisan efforts in the Legislature.  Latimer referred to instances from his four years running the day to day operations of the Supervisor’s office and actually conducting elections.  When prompted to answer the second half of the question about their opponent’s partisan nature, both candidates balked.

In this hyper partisan election season with an electorate being pummeled with negative ads, two candidates for political office refused the opportunity to cast aspersions on the reputation of their rival.  This was clearly a “man bites dog” moment, noteworthy for its reflection of the candidates’ character.  Each has spent decades in uniform, dedicated to serving their nation and community.   They have effectively eliminated personal attacks from the campaign, so voters will only have the issues to decide between the two.  

The facts are that Glorioso voted for House Bill 1355 which limited voter registration, early voting and was intended to curb in person voting fraud which is as common as frost in Frostproof.    This bill was overturned by Federal judges earlier this year.  Craig Latimer has restored integrity to the SOE and has a proven record of nearly forty years of service to Hillsborough County.  He is the only candidate that has actually run elections.  Latimer has also been endorsed by the Tampa Tribune in this race. 

This will be a race to watch to see who will break first and go negative.  It may also serve as an example of how civility and honor could be restored to political contests.  I am hoping it is the latter.  

Leadership: Born or Made

One of the great debates in leadership is the argument about whether leaders are born or made.  For the U.S. Military, there is no argument at all.  They are made.  It starts with values engineering (VE) and trust building.  For the  most part, the Military starts this process at age 18.  Elsewhere in our society, organized efforts at  VE are found in Scouting, team sports and religious training.  Good friend and former AF officer, Andy Bochman reflects on another venue for leader development and I wanted to share it with you.  Please read this post on the second and third order effects of summer camp. Dan Nolan

TC0006: Vision Casting

Once of my favorite definitions of leadership describes what is necessary for a leadership situation.  All you need is a leader, someone to be led and a place to go.  Vision provides the place to go.  A vision is simply a projection of a future state of being.    It is the target.  It describes the relationship of the organization to the market and competitors in time and space.    It can be an intuitive sense, a precise objective or a higher echelon’s intent.  Vision establishes the focus for action and guidance to the organization.  Mature, well-led, trust based, organizations have the ability to operate on vision alone.  At the lowest level of the organization, an individual is able to understand how his function relates to the vision.  Vision also directs.  If a question arises regarding direction, the vision must provide that direction.  Again, the lowest level in the organization must be able to ask, “How does what I am doing further the vision?” and have a concrete answer.  Another thought on vision is what it is not.  Vision is not chiseled in granite.  It is not an unvarying path to success.  It requires constant examination, revision and redefinition.    

An example of great vision is that of Bill Gates and Microsoft.  Simple stated, it was a computer on every desktop.  And Microsoft doesn't make computers.  That vision guided the developers at Microsoft to produce software that was so compelling that for productivity’s sake, every worker with a desk needed a computer upon it.   Having come to maturity before that time, I can attest to its effectiveness. 

Vision is the beginning of the planning phase, but it is also the primary mission of the leader.    It is about providing a framework within which the organization can operate.  There is no secret to vision.     Like any skill the ability to develop a vision must be practiced.

In the military, a vision describes the intended disposition of your organization in relationship to the enemy and in time and space.  This holds true for other situations.  Disposition refers to not just physical locations, but strength, capabilities, and readiness.  Develop a statement that describes the disposition you desire for your organization in relationship to the market and competitors and the space-time situation as well.  You want your (section, company, corporation) to (meet standards of readiness and training; have specific capabilities; own a specific market share) by (date; termination of training;  before acquisition).  These are simple forms of vision, but they require practice.  Test them out on your boss and peers.  Get their feedback and learn.  This may make some of you uncomfortable and may even occasionally make you look stupid.  Get over it.  If you want to lead then you had better be prepared to pay the price for excellence.

Vision is not limited to the organization.  A leader must also have a personal vision that guides them.  This personal vision is about what they wish to become as leaders and decision-makers.  It should describe the values they embrace, their tolerance toward ambiguity and the environment in which they wish to operate.  My personal vision is that:

 I wish to become a bold, audacious risk taker; competent enough to know the difference between risk and gamble and confident enough to take risk in order to operate within my competitor’s decision cycle while delighting the customer. I must be trustworthy and trusts subordinates enough to delegate authority and allow them to operate within the framework of vision. I will place responsibility appropriately and hold those subordinates ruthlessly accountable for those responsibilities.  I will provide caring, concern leadership that treats everyone with respect and dignity. 

Personal and organizational vision must be synchronous.  If the two visions are at odds, a dysfunctional situation is unavoidable.  For my part, I could not be part of an organization that did not support risk taking or treated its people unfairly.  Personal vision requires a great deal of contemplation. All of us have known or know of someone we would like to emulate.  Consider what their personal vision was as you formulate your own.  It is possible to surmise what Lincoln, Patton, or Martin Luther King had as personal visions.  What is yours?

Rambling (Diane) Rose: Eulogy for My Running Life

Rambling (Diane) Rose: Eulogy for My Running Life

My great friend, Diane Rose says good bye to an important piece of her life. I can't wait to read about the next great adventure!

TC0005: Values as the Bedrock of Leadership, Part II

This is the second part of thoughts on values as the bedrock for thinking about leadership.

Leaders are imbued with the willingness to place the needs of the organization before their personal needs.  Ask yourself: Do you go the extra mile or are you just meeting the job description?  Are you working to meet the requirements of the job description or are you an agent for change for the better?  Examine your motives and be honest with yourself.  If your motivation is for personal gain, you are in the wrong business.  When I was selected for senior command I was euphoric.  I was then informed that I would command a training battalion and not a line unit.  For my entire career I had hoped for a line battalion and was greatly disappointed by this turn of events.  But I called to mind a similar situation in which a close friend of mine experienced the same disappointment.  He related to me that he was in his backyard, kicking rocks and feeling sorry for himself,  when his wife came out,  looked at him and with wide eyed innocence, asked, “Don’t those soldiers need leadership, too?”.  He told me that it was like a mule kick to the chest.  Of course they needed and deserved leadership.  Many people talk about selfless service, but they want to line themselves up for promotion and advancement.   Selfless services does not mean that you will not face career disappointments.  It means that you will face them with dignity and continue to give your very best.  As a postscript, that officer went on to command a Brigade and a Division and is now a three star General. He continues to be one of my leadership role models.

Leaders are honorable people who are courageous in the face of adversity whether physical or moral. This courage manifests itself in the willingness to take risk.  We will talk about more about this later.  The quality of integrity goes well beyond the spoken word :  Leaders that adhere to a definable moral and ethical code are leaders of integrity.  They do not consider legal boundaries first.  There is always a debate about “what is right”, but never among people of integrity.   We all have someone to turn to for legal counsel.   To whom do we turn for moral counsel?

Finally, as a value, Personal Courage has a place beyond the battlefield: Leaders are honorable people who are courageous in the face of adversity.  This courage manifests itself in the willingness to take risk.  An accurate (vice investor friendly) profit and loss statement may be considered an act of courage, but not in a values based organization. 

At some time in your life you have encountered someone you would like to emulate.  If this was based upon a personal experience, ask yourself how you felt about yourself when you were with them.  You may have been intimidated by their capabilities, but did you still have a positive feeling about yourself?  This is the same feeling you want to engender in others.  The simplest acts of dignity and respect for others can make that happen.  This is the answer to sexual harassment, racial inequity and ethnic bias.  It is also inviolate.  No breach of respect and dignity can be tolerated in an atmosphere of trust.

These are my core values.  Each organization may choose their own or except those for which they become known.  I am sure the values for which Enron became known were not up on the wall of their board room.  Your values are what make you worthy of trust.  As leaders we are the standard bearers of values.  Not all people come into the Army with these values.  They must be stressed at every opportunity, taught in our development courses and reinforced in organizations.  An organization can only be a values based if all members not only adhere to, but internalize the core values.

Next Post: Vision Casting