Doug Ducey details his management style in memo
'Don't surprise me and I won't surprise you' ... Tucked among public documents released to Insider last week was a little gem that provides insight into Gov. Doug Ducey's leadership style. Earlier in his administration, the boss-man authored a 15-point memo titled "DOUG DUCEY PERSONAL MANAGEMENT STYLE..." and made it available to state employees. Some who work closely with the governor have wallet-sized instructions on how to effectively work with him.
According to his tipsheet, Ducey disdains meetings, takes bad news well and prefers short, snappy issue memos — bonus points for graphics — over reams of complicated material.
A few highlights for lobbyists and lawmakers to digest before their next sit-down with Ducey:
"I like people. They give me energy and I enjoy interacting with them.
"So while I imagine having several direct reports, I will interact with many, many more people on a daily basis.
"While I am a big believer in org charts—and will respect them—my personal behavior doesn't always match them. Department heads and senior staff should not be offended if I speak to their underlings/direct reports. They will have to adjust.
"I don't particularly like meetings. But, they are necessary so I will want them to be productive. If I am invited to a meeting I will want it to have an 'owner'—someone who will quarterback the meeting—along with a stated purpose and agenda....
"I pride myself on preparation. The better prepared I am, the more comfortable I am. Therefore, it is important to leave appropriate spaces on my calendar so I can think and mentally prepare for the next meetings/public appearances.
"Regarding briefing material, I prefer grids and short, logical decision memos to binders and large volumes of undigested material. Please master the one-page memo if you want to take on more responsibility. ...
"I take bad news well. Don't sugar-coat stuff. I can handle it. Please, no surprises. Don't surprise me and I won't surprise you.
"Make sure I know when I 'need to know.' In the case of a state emergency or potential emergency—if it affects people's lives, their property, or will lead the news, make sure I know immediately and without fail—before I walk out the door in the morning.
"That goes for disagreeing with me as well. I want honest input, not 'yes' men around me. But once a decision is made, then I expect people to fall into line.
"I dislike leaks. For most of the campaign our operation was virtually leak-proof. I expect this administration to operate the same way. ...
"Prior to this I have been very accessible. Large numbers of people have my cell phone and call, text, and e-mail me regularly. Managing this is going to be a challenge and I need real staff resources to help make it manageable. ..."