Danzig's doctrine
Richard Danzig offers the following advice to political appointees who want to shake up their agencies:
"First, go slowly," he says. "It's worth learning a lot before you disagree on basic propositions, not only because you may come to agree with them, but also because taking the time enhances your credibility. Second, if you still disagree . . . try to show your disagreement stems from something more important. You need the bedrock of agreement to dismantle an ill-conceived superstructure."
Danzig believes that good managers adjust their techniques to the organization they lead; managing a military bureaucracy is a different task than leading the Department of Housing and Urban Development. Still, Danzig's experience managing the Navy offers the following general lessons:
‰ If your confirmation faces delay, use that period to learn about your new agency.
‰ Tap people inside and outside the agency to learn its culture, strengths and weaknesses.
‰ Be candid with the agency. Encourage candor from subordinates by eliminating the "zero-defect" mentality.
‰ Build internal consensus before proceeding with major projects.
‰ Make the retention of young employees within your agency a major part of workforce planning efforts.
‰ Connect new programs with agency traditions.
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