by Mike SmithThe Vermont State Employees Association — the union that represents thousands of state employees — is in turmoil. Members have expressed a lack of confidence in their executive director, Steve Howard. This is the second time in the last few years that there has been turmoil between the membership and, now, two different executive directors. One has to ask: Is it the executive directors, is it the membership or have ideological differences between union activists and more mainstream state employees made the organization unmanageable?
Although I have disagreed with VSEA tactics and demands, I have always believed that state employees deserve thoughtful representation in a collective bargaining process that would otherwise be unwieldy and unproductive. But an organization in constant chaos — between one camp working to serve a broader, perhaps more radical, union agenda and another focused on serving the needs of day-to-day employees — doesn’t serve state employees adequately. It also leaves management wondering who really has the authority to speak for the members. It would prove beneficial for both Steve Howard and those who oppose him to work out a solution, and fast.
The majority of the complaints coming from the membership about Mr. Howard seem to be about his leadership style. It is alleged that he is autocratic and inconsistent in decision-making and belittling to those who disagree with him. Certainly, there’s nothing wrong with leadership that has high expectations for an organization. After all, every leader should want his or her organization, and the people who work for it, to strive for excellence. But leaders need to be honest, direct and fair in their dealings with superiors and subordinates. They need to address issues openly. They cannot assume they have all the answers. They need to listen more than they speak and seek a range of input, including from those with whom they disagree.
When trying to rebuild a failing organization into a functioning one, leaders must communicate precisely and listen intently; remain flexible and agile; and set realistic expectations. Leaders also have to accept responsibility for setbacks.
From many accounts Mr. Howard has yet to master these leadership qualities. He needs to in order to be effective.
Those opposing Mr. Howard should think long and hard about what this fracture is doing to the organization. Who in their right mind would want to lead an organization that is lurching from one faction to another with no continuity of mission? Precipitous turnover in executive leadership is the leading symptom of a failing organization. Continued turmoil within the ranks from different factions that don’t get their way causes the organization to lose both credibility and influence.
Speaking of credibility and influence, Garrett Graff, the former editor of Politico, parachuted back into the state last week with an announcement that he is seriously considering a run for lieutenant governor. This announcement left many shaking their heads because most thought there were some serious problems with his approach.
First, although he grew up in Vermont, Graff has been a Washington insider for nearly a decade. To assume you can come back to the state having no first-hand experience with the challenges and issues facing Vermont and run for lieutenant governor is presumptuous, at best.
Second, for a seasoned political operative/journalist, he handled the obvious question about his residency and meeting the state’s residency requirement to run for lieutenant governor rather poorly. He seemed initially stumped by the question. The Democratic secretary of state expressed some skepticism, and the Vermont Republican Party pledged not to allow his effort to go uncontested. Now the aspiring politician has gone dark, meaning that he is not talking to the press or anyone else, at least publicly. That’s a curious strategy for someone who has covered Washington politics as a journalist.
The tie that binds Steve Howard and Garrett Graff is that they’ve both discovered that sometimes our biggest problems are the ones we create for ourselves.
Mike Smith was secretary of administration and secretary of human services under former Governor Jim Douglas. He is the host of the radio program, “Open Mike with Mike Smith,” on WDEV. He is also a political analyst for WCAX-TV and WVMT radio and is a regular contributor to the Times Argus, Rutland Herald and Vermont Business Magazine.