Main Responsibilities of an Executive Director of Leadership Development Program at San Francisco
Linda's main responsibility as Executive Director is to foster "career growth and learning" among San Francisco city leaders, leveraging her 25-year career to provide valuable insights and best practices in areas like change management and stakeholder engagement; recent initiatives included a leadership and change management course featuring key city leaders and an organizational development program resulting in a "20-point difference" improvement in employee satisfaction scores for some departments.
Leadership Development, Change Management, Organizational Development, Public Sector Management, Career Coaching
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Linda Yeung
Executive Director, Leadership Development Program
City and County of San Francisco
University of California, Berkeley
Fletcher School of Law and Diplomacy, Tufts University, Masters of Law and Diplomacy
Spanish & Other Languages, Political Science, American Studies
Government & Public Sector
Human Resources (HR)
Honors Student, Scholarship Recipient, Immigrant, First Generation College Student
Video Highlights
1. Develops leadership and change management courses, drawing on her 24+ years of experience with the city and including guest speakers to provide diverse perspectives and real-world examples.
2. Provides training and guidance to city managers and leaders, helping them navigate challenges such as change management, stakeholder engagement, and communication.
3. Applies organizational development principles to improve employee satisfaction and workplace culture, leading to significant improvements in recent employee surveys, as measured by a 20-point increase in positive scores.
Transcript
What are your main responsibilities within your current role?
As executive director of the leadership program for the city and county of San Francisco, our main responsibility is to help city managers and leaders grow in their careers and learn from others. I've been with the city for almost 24 or 25 years.
When I teach classes and share my case studies and career path, it’s an opportunity for others to learn from my experiences. They can then ask me hard questions because they're at a stage in their careers where knowing about mistakes their predecessors made can be helpful. They can then avoid those mistakes and learn best practices on how to engage stakeholders, communicate better, and plan change management more effectively.
Recently, I developed a course on leadership and change management. We brought in key leaders like Michael Lambert, the city librarian, to discuss his role during COVID-19. He shared how he helped his employees keep their jobs when libraries were closed. We also included Katie Patoni, a deputy city administrator, who spoke about her experiences during difficult budget processes and policy decisions she had to implement.
My colleague Hanni and I also developed a program about organizational development. We believe many managers and leaders are placed in situations without proper training or time to reflect. In this program, we worked with a city department to analyze their climate or employee satisfaction survey results. We identified areas for improvement and strategized with managers on how to make their departments better for employees.
Fortunately, they recently conducted another employee satisfaction survey, and the results showed an improvement of almost 20 points in some areas.
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