ABSTRACT
Public employees and supervisors need the equivalent group management skills as private sector workers and the ability to manage public meetings. This chapter introduces theory and skills for effective meeting management, team building, and a beginners view of parliamentary procedure-the rules that guide many commissions and formal policy groups. Public sector employees often must partner with others because jurisdictions may have overlapping responsibilities and multiple state, federal, business, or nonprofit entities face similar challenges. Cross-agency collaboration is a modern necessity. Organizational leadership expert Russ Linden identified three sources of interagency collaboration: bottom-up, top-down, and crisis. Every government entity probably has many examples of successful interagency collaborative efforts. Long-term civil service employees, on the other hand, may have the luxury of planning many years in the future. Combining sensitivity to the ways in which all of these different terms of office impact perspective and willingness to collaborate is a critical part of being an effective intergovernmental collaborator.
