Real leadership is about looking toward the next generation, not the next election or next job. It requires something more than just rhetoric. Real leading starts with listening, and that is exactly what I have done and will continue to do.
What is been lacking is an opportunity for Citizen input and satisfaction to impact current and ongoing Atlanta government policy.
As a scholar, I believe in Total Quality Management (TQM). TQM is a description of the culture, attitude and organization of a company that aims to provide, and continue to provide, its customers with products and services that satisfy their needs. The culture requires quality in all aspects of any company’s operations, with things being done right the first time, with defects and waste eradicated from operations*.
So how would TQM approach impact Atlanta? As a mayor of Atlanta, I would ensure that City’s focus is always upon better quality services to the customer - Atlanta citizens.
Upon becoming mayor, the following process will done to ensure that there is constant cycle of efficiency for Atlanta Citizens:
- An Extensive Audit and Review of the City related key topic areas: Public Safety, Environment, Urban Planning/Infrastructure, Revenue Generation, Accountability, and Transportation
- Obtain feedback from Atlanta Citizens through Focus groups, online and telephone surveys.
- Create a 5-year plan based on the Citizen feedback and the extensive audit/review. Release long-range plan to citizen but in easier to understand format.
- Focus on the Key Findings and Recommendations. The Recommendations will be implemented with date specified phases. The level of transparency will help to show a level of measureable accountability need for Atlanta Citizen satisfaction.
- Roll out Phases based on deadlines. Deadlines are important for measureable accountability. Continuous integrated Atlanta Citizens concerns throughout the process.
*Maguad, B. A. (2006). The modern quality movement: Origins, development and trends. Total Quality Management & Business Excellence, 17(2), 179-203. |
