Managing the relationship of First Nation political leaders and their staff

MANAGING THE RELATIONSHIP OF FIRST NATION POLITICAL LEADERS AND THEIR STAFF John Graham Institute on Governance March 30, 2006 The views expressed in this document are the views of the author and do not necessarily reflect those of the Institute On Governance or its Board of Directors. [...] Weaknesses in financial, administrative and planning capacity; the tendency for a variety of reasons for political leaders to ‘micro-manage’; the importance of culture, family and community relations; the Indian Act and the legacy of colonialism; and the manner in which First Nation leaders are remunerated – all of these factors colour the challenges faced by First Nations in dealing effectively w [...] In the First section we address the importance and universal nature of the issue and then indicate some of the circumstances that lead to unique challenges in a First Nation context. [...] Micro-Management One of the biggest challenges for First Nation leaders today is to avoid the temptations of “micro-management” – a situation in which leaders become “doers”, often to the detriment of the overall effectiveness of their leadership, and their individual well-being. [...] Another interviewee suggested that the culture of First Nation communities has a primary influence on the environment of First Nation governments, and in particular, on the relationships between leaders, staff and the expectations of members.