by Doug Hewett

If someone told you they could change your life in 21 days, making you a better person and a better manager, would you believe them? As managers, we are often skeptical of such claims. Our skepticism, created by years of experience, is habitual. And like those of us who have tried to start an exercise routine, lose weight or quit smoking know, habits are oftentimes hard to create and break. Anecdotal and some empirical data suggest that it takes 21 days to form or break habits in our lives. This is a story of how 21 days at Harvard’s Kennedy School (HKS), as part of the Senior Executives in State and Local Government Program, changed both my personal and professional life.

I’d been intrigued about the program, arguably the most prestigious in the country, but wondered if I could devote the time away from work and family to participate. Three weeks is a big time commitment, but the residential program is designed to give you time away from your daily life to learn new skills and recharge your passion for public service.

The program concentrated on four basic themes: The central theme reviewed basic foundations of American government dating back to Jefferson, Madison, and Hamilton. Using the Constitution and Federalist Papers showed why it is often so difficult to get things done in government – a difficulty the founding fathers felt was needed. The underlying tension between demands to “get it done efficiently” and cries to “listen to our voices, let us participate” was the basis for our real-world case studies and group projects.

The most dominant theme was individual leadership and introspection, answering questions like, “What is it that really matters to me,” and, “What am I willing to risk/do in order to accomplish my objectives?” We also explored the role of the manager as both an active participant in governance, as well as the need for us to be aware of the larger picture by sometimes using Marty Linsky’s “balcony analogy.”

Another theme was enhancement and overview of direct skills. These included negotiations, statistical analysis, policy implementation, media relations, finance, and performance measurement. None of these went into great depth, but all provided exposure to different thought processes. 

The final theme was discussion of some current topics, such as education policy; collaborative merger of services; transparency; advocacy; differences between elected and appointed officials; and use of analogies when forming policy. There were robust discussions about the future of labor unions and the financial conditions of state and local governments. 

The program was led by an outstanding faculty and staff. They pushed, challenged, questioned, and provoked the class to look at ourselves and our behavior differently. The challenges went beyond intellectual when we visited Thompson Island’s Outward Bound facility. There we explored teamwork, trust, and perseverance. The program is experiential in nature, using a process of making meaning from experience, and is built around several leadership and group dynamics exercises. The focus was not on answers, but on how to formulate questions, how to exercise leadership, and how to grapple with our own tendencies, such as my tendency to impose limits on myself.

An odd highlight of the Outward Bound program was the self-addressed letter each participant wrote that was mailed to us six months later. My letter arrived a few days ago and reading it brought back the feeling of that day. “I did it! I actually climbed the Giants’ Ladder!  It is important to try and fail versus not trying and failing. I tried and I made it! My take away is to not limit myself. Working with other people, people I trust and who depend on me – I can do anything. God, thanks for this day and this opportunity for growth!”

As a mid-career professional, the program ultimately reaffirmed the value of public service and equipped me with tools to use in the second half of my career. Along the way, I made what I know will be lifelong friends and changed my perspective on the impact I can have on an organization and community – not too bad for 21 days.

I need to thank my manager Dale Iman (HKS 2006) and ICMA for selecting me as the 2011 recipient of The Ferguson Group scholarship. Their confidence in my ability and allowing me to represent my fellow ICMA members will not be disabused throughout my career.

Applications for The Ferguson Group scholarship to attend the 2012 HKS program are being accepted through January 6, 2012.