Milwaukee Biz Blog

In the best of times, effective leadership is critical to the success of most companies. Now, you toss in the worst recession since the Great Depression, and strong leadership becomes a do-or-die proposition for most organizations.

The question is: are effective leaders born, or can they be taught? In reality, that need not be an either/or supposition.

There's no doubt that some people are simply blessed (or cursed?) with natural abilities to lead others. Call them the alpha dogs, call them generals, call them what you will. They possess some degree of charisma, charm, persuasion or intimidation that inspires other people to follow their lead.

However, many people in corporate American can learn to become better leaders by emulating and adopting the best practices of other successful leaders.

Tempo Waukesha, an organization of professional women, will present an opportunity to learn from some of the best leaders in Wisconsin at its Pulse luncheon on Tuesday, Oct. 27.

The event will include a panel discussion featuring:

• George Dalton, entrepreneur and founder of Fiserv Inc. and Novo 1 Inc.
• JoAnne Brandes, founder and senior fellow of the Carroll University Center for Leadership Excellence and former executive vice president of JohnsonDiversey Inc.
• Bill Henricks, chief operations officer for Rogers Partners in Behavioral Health in Oconomowoc.

I will have the honor and the privilege of moderating the discussion, and I can't wait to hear what these leaders have to say about "remaining positive in turbulent times."

I could listen to George Dalton talk for hours. In fact, I have. He has a track record of bold, fearless leadership. He co-founded Fiserv in 1984, at the onset of the savings and loan crisis - a precarious time to start a company whose customers are banks. As the chief executive officer of Novo 1, George is on the cutting edge of strategies for customer interaction. His is a lifetime of continuous learning, and he has much wisdom to share.

JoAnne is a highly sought-after speaker who has served on the boards of directors at Anderson Windows Corp., Bemis Manufacturing Corp., Metrix Inc. and Highlights for Children Inc. Wherever she goes, she is asked to lead. That's why she also has served as a trustee at Carroll University, a regent at the University of Wisconsin System Board of Regents and a director at St. Luke's Medical Center in Milwaukee. She was the recipient of the University of Wisconsin-Eau Claire Lifetime Excellence Award earlier this year. JoAnne says leadership is important, not only at the top of an organization, but at every level.

Bill has been working in the mental health field for nearly 25 years as a psychologist and health care administrator. Over the years, he has developed numerous behavioral health programs that help people recover from mental illness and/or substance abuse and live more balanced and productive lives. Bill will discuss what leaders can do to increase their own personal resiliency and how they can foster more resilient employees.

The luncheon will take place at the Country Springs Hotel in Pewaukee. You are invited to learn more about fearless leadership in turbulent times. For additional information, click here.

Steve Jagler is executive editor at BizTimes Milwaukee.

Milwaukee Mayor Tom Barrett is clearly following a trend taking hold in most big cities, and that trend is mayoral control of the public school system. Barrett appears to be inspired by what he sees taking place in the District of Colombia School System.

Such an effort could lead to disaster if the clash between politics and the community forces a deal that ultimately ends up making matters more complicated, like they’ve become with the Los Angeles public schools.

After mobilizing his political muscle to take control of the L.A. public schools, Los Angeles Mayor Antonio Villaraigosa ended up cutting a political deal that spreads out the authority of running the schools among 27 local mayors, the school board, the superintendent, and the teachers’ union. Talk about a bureaucratic nightmare!

The idea that a mayoral takeover of public schools would improve the system is a theory still lacking data on the long-term impact on student achievement in mayor controlled school districts. In fact, a little over four years after Mayor Michael Bloomberg took over the New York City schools, debate on whether or not his takeover effort helped to improve public schools in New York City is a matter of opinion. Reports indicate that while the city's fourth-graders made significant improvement, eighth-grade test scores dropped, and many of the city's high schools have become overcrowded.

Education researcher and writer Diane Ravitch has been critical of Bloomberg because what he has done to the New York public schools. She says that his top-down, business approach to running the schools has a mindset that "educating children is no different than selling toothpaste."

The Harvard Educational Review recently released a special report on mayoral takeovers and in it they said that school boards are "the only mechanism that provides a direct entry point for citizens - especially parents - to express their concerns about education to the very officials who make education policy."

The removal of the MPS school board means citizen input, particularly those of communities of color, would eliminate their voice on matters impacting school governance.

Also, research indicates that in the last five years about 35 percent of all Latino elected officials and 22 percent of African-American elected officials got elected on to school boards. The National School Boards Association (NSBA) called upon mayors seeking to take control of public schools to focus on issues outside of the classroom that affect student achievement.

The NSBA stated that rather play the role of the education czar, mayors should focus their energies on creating policies and programs that ensure safe neighborhoods for families, access to health care for the uninsured, and affordable housing; key out-of-school factors that affect our children’s ability to learn.

Mayor Barrett and the members of the Milwaukee Public Schools board do care about the future of our children, their education and this city. The mayor and school board members should use their positions working together to establish MPS as a high-performing urban school system.

Boston appears to have adopted this collaborative model. Clearly the quality of education is what improves community life, helps develop a skilled workforce and promotes economic growth. Striving to build partnerships and collaborations so that we can build Milwaukee into a global city power advances all of our standard of living to the next level.

Do we have the political will to do this?

Robert Miranda is a Latino community activist, editor-in-chief of the Milwaukee Spanish Journal and executive director of Esperanza Unida Inc. in Milwaukee.

In the midst of the Great Recession, the most serious economic downturn since the Great Depression, companies are clamoring for ways to cut costs, particularly when it comes to skyrocketing health benefits.

There are a number of measures employers can take to stretch their benefit dollars further and realize cost savings with investment in wellness infrastructure. Although counterintuitive, now is the time to make investments in employee wellness.

While improving employee health is a concern among businesses as a matter of corporate social responsibility, perhaps the greatest motivator for companies to invest in employee wellness programs is to decrease corporate health care expenses. Approximately 50 percent of injury and illness costs are lifestyle-related, according to the Partnership for Prevention's Healthy Workforce 2010, presenting significant opportunities to improve productivity and reduce costs.

Improving and promoting employee wellness boosts productivity by making people happier and healthier, and it can reduce insurance premiums for companies if healthier employees are filing fewer medical claims. Case studies suggest that for every $1 spent on wellness programs, a company can save approximately $4 on health insurance costs.  For example, employees who report having high blood glucose levels have 35-percent higher expenditures than an individual who does not, and employees at extremely high or low body weight have 21 percent higher expenditures than individuals who do not, according to the Health Enhancement Research Organization.

Worksite wellness programs are showing a significant return on investment among companies across the U.S., including:

• Johnson & Johnson's Healthy People program, which saves an estimated $9 to $10 million per year from reduced medical utilization and lower administrative expenses.
• Citibank's comprehensive health management program, which demonstrates for every dollar invested in programming activities, $4.56 to $4.73 was saved in reduced health care costs.
• Union Pacific Railroad's medical self-care program, which shows a cost savings of $2.78 for every dollar invested by reducing inappropriate emergency room and outpatient visits.

Here in Milwaukee, Robert W. Baird & Co. Inc. launched its wellness program in 2006. In the past three years, Baird's health care cost trend has decreased from 13 percent per year to 7 percent per year, and it is expected to be lower in 2010 as well. In addition, preventable health risks, which are closely associated with health care costs, have decreased for Baird employees.

There are many organizations in Milwaukee taking steps to help encourage workplace wellness and work toward a broader goal of creating a more vibrant and productive workforce. Baird is a member of Well City Milwaukee, a workplace wellness-focused coalition of local employers, led by the City of Milwaukee, the Greater Milwaukee Committee and the Metropolitan Milwaukee Association of Commerce. More than 50 local employers are working together through Well City Milwaukee to achieve a Well City USA designation for our city, creating a call-to-action for all employers, large and small, to work together by investing in workplace wellness.

I urge employers to make a commitment to improving the health and quality of life of the workforce and their families. Not only is the workplace a logical venue to encourage and support healthy lifestyles, but workplace wellness is the right business strategy to achieve bottom-line results that can significantly reduce health care and benefit costs. It is clear that investing in an employee wellness infrastructure is a win-win for all.

Janet McMahon is the executive director of Well City Milwaukee. For more information about Well City Milwaukee, visit www.wellcitymilwaukee.org.

My vision for Milwaukee Public Schools is one of strong leadership, clear accountability, and successful outcomes. I see an MPS:

• That sets high world-class standards for all schools and all students and, under the leadership of a visionary superintendent, holds schools accountable for achieving those standards.
• Where the leader is empowered to focus on those goals and is not distracted by politics or unclear accountability.
• Where high quality teachers are eager to start and finish their careers, because they have the professional and classroom resources they need to support their instructional expertise; clear stable expectations; and additional incentives to tackle challenging problems
• Where parents, students, the community and taxpayers know exactly who to hold accountable.
• Where parents are guaranteed a voice in their children's education and have someone they can contact directly who can address their concerns.
• Where decisions are driven by high quality research and the district is supported by an external research entity focused solely on tracking and supporting MPS.
• Where more dollars are directed into the classroom by implementing fiscal efficiencies and consolidating non-instructional operations such as facilities and purchasing. That does not need to be compelled to improve by corrective action plans and threats of withheld funds, but is compelled by a shared goal to make every child reach their potential.
• Where more students graduate with the skills and desire to pursue post-secondary opportunities which will ensure the quality workforce we need for this city to thrive.

To achieve this vision, it is imperative that we hire a strong, effective superintendent, establish clear and high expectations, provide that superintendent with the fiscal and political support he or she needs to achieve those goals, and hold the superintendent accountable for success.

Unfortunately, it is next to impossible to achieve these steps under the current system, as the current outcomes in MPS demonstrate. Under the current system there isn't any clear accountability - and blame is shifted among the board, administration, superintendent and other external entities.

A strong, reform-minded superintendent - of the caliber that D.C. Mayor Fenty found in Michelle Rhee, New York Mayor Bloomberg identified in Joel Klein and Chicago Mayor Daley (and ultimately President Obama) landed in Arne Duncan - that is looking to come to a district where they can implement real reform.

Such leaders would be frustrated under the current system where they have to cater to the changing directives of board leadership. And they would certainly be frustrated by recent actions by the current school board such as redirecting $300,000 for an office of accountability that shifts key powers away from the administration to an elected board, or redirecting $250,000 to pay private lawyers to support the status quo and resist reform efforts.

It's clear, we need to create an environment where a visionary leader has the stability and support he or she needs to get the job done. As mayor, I would empower the next MPS superintendent to apply his or her expertise to develop specific strategies. In New York, Joel Klein released his Children First reform plan details several months after being hired by Mayor Bloomberg - and our community would similarly give our next leader an opportunity to fashion a plan specific to our community needs and challenges.

I will encourage our new leader to include successful reform strategies such as:

• Identifying consistently low performing schools (based on comprehensive, clear data) and implementing significant turnaround reforms or closing them so they do not continue to fail future students.
• Creating incentives to attract high-quality teachers - particularly to low-performing schools or hard-to-staff subjects and providing teachers with the professional development and classroom resources that research shows can improve teacher effectiveness.
• Partnering with an external research entity that will be established to focus on MPS to help drive important policy decisions and track key initiatives.

I will also continue to call upon other community stakeholders to support our parents and students within and outside the classroom. The specifics of these education reform strategies will continue to be refined as we engage stakeholders in this conversation and as the MPS Innovation and Improvement Council continues its work with DPI and MPS.

Some may argue that the reforms I have laid out could be implemented under the current system - however, the key is not in just laying out reforms but actually having a system in place where they will be implemented successfully.

The current system has been given too many chances to do so and has failed repeatedly. I haven't seen a compelling case that positive changes are sustainable. Keeping the status quo is the path of least resistance, but it is also the path that is failing our students. The stakes are too high and I am determined to do the right thing for our children and community.

Tom Barrett is the mayor of Milwaukee.

Imagine the corporate governance of a company in which the employees usually controlled who was named to the firm's board of directors, and the board members then selected the CEO.

Every few years or so, some outside investors would gain majority control of the board, and they'd throw out the last regime's CEO and put a new person into office. And then a couple years later, the employees would regain control of the board and reinstall their best candidate for CEO.

Along the way, each CEO would have a couple years to try some new ideas, priorities and programs that might or might not be in the best interests of the company's customers. But when the new CEO steps in, those ideas, priorities and programs are thrown out, and the cycle starts all over again.

And again.

Is that any way to run a railroad? Or a school district, for that matter?

Milwaukee Mayor Tom Barrett is attempting to gain control of the oversight of Milwaukee Public Schools (MPS).
Should the mayor be allowed to take over MPS? If so, what would the impact be? How have mayoral takeovers of public schools worked in other cities? What kinds of new ideas from the private sector could be replicated to help MPS improve its results?

The answers to those questions will be among the topics addressed in the Milwaukee Press Club's next Newsmaker Luncheon, headlined, "New Ideas for MPS."

The featured Newsmakers on the panel will include:

• Susan Marshall, a consultant and founder of Executive Advisor LLC in Oconomowoc. She also is the author of "How to Grow a Backbone." Marshall was contracted by New York Mayor Michael Bloomberg to help implement his takeover of the public schools in New York City. She was on the front lines of the process and will share her insights about lessons learned for Milwaukee.
• Cory Nettles, founder and managing director of Generation Growth Capital Inc. in Milwaukee. An attorney of counsel at Quarles & Brady, Nettles is the former secretary of commerce for the State of Wisconsin. One of the co-founders of the Milwaukee Quality Education Initiative, Nettles has been active behind the scenes in implementing new ideas for MPS.
• Paul Sweeney, founding partner at PS Capital Partners LLC in Milwaukee. Sweeney is the president of the Council of Small Business Executives (COSBE) of the Metropolitan Milwaukee Association of Commerce (MMAC). He is a member of MPS Innovation and Improvement Advisory Council, as appointed by Milwaukee Mayor Tom Barrett, Wisconsin Gov. Jim Doyle and State Superintendent of Public Instruction Elizabeth Burmaster. Sweeney has been exploring new ideas and directions for MPS.

The Newsmakers will answer questions poised by a panel of professional journalists at the luncheon.

The luncheon will take place on Wednesday, Sept. 30, from 11:45 to 1:30 p.m. at the Newsroom Pub in downtown Milwaukee at 137 E. Wells St. Pre-registration is required. To register or gain additional information, visit www.milwaukeepressclub.org or call (262) 894-2224.

Steve Jagler is executive editor of BizTimes Milwaukee.

The health care debate continues with the latest statistics indicating the majority of Americans like the healthcare they have. Eighty percent of the population has health care provided through their employer, and of those people, 70 percent rate their health care as good or excellent.

Knowing that, is an extreme makeover of health care really needed?

The State of Wisconsin ranks third in the nation for number of residents with health insurance. We’re garnering attention from federal and state legislators who feel that perhaps we have a model for health care modernization.
Having recently been in Washington to meet with our congressmen and their legislative leads for health care, I can tell you that things are changing by the hour. There are real reform opportunities and modernization that can help address both access and cost without creating a new overwhelming federal bureaucracy. 

The State of Wisconsin has programs that have demonstrated they can work, including BadgerCare, BadgerCare Plus, Senior Care and HIRSP (Health Insurance Risk Sharing Pool which offers health care to residents who are unable to find adequate health insurance coverage in the private market due to their medical conditions or who have lost their employer-sponsored group health insurance).

By leveraging an undeniably successful program in HIRSP, where all stakeholders contribute equally, we believe we can stabilize the "guarantee issue" (which means individuals must be able to obtain health insurance regardless of their health history), in the small group market by bending the cost curve and providing multi-year rate guarantees.

The programs that have been in place in the State of Wisconsin for years prove that we can effectively insure more individuals while controlling costs. Representatives at both the federal and state level are starting to promote moving this idea forward.

The government says they need to keep private industry honest, but who is going to keep any potential public program honest and affordable to those who already have health insurance coverage?

The public options referenced above still need to be refined to pay the physicians and hospitals equitably when compared to private plans and eliminate fraud. Let's address what needs fixing in the existing public options and use the proven Wisconsin model to reform health care in the country. This approach worked successfully with welfare reform.

Let us pursue reformed health care that leverages existing programs, and not a government takeover or extreme makeover of our health care system.

Daniel Burkwald is president of Burkwald & Associates Inc. Pewaukee-based provider of consulting on employee  benefits, communication,  education and wellness.

The health care debate truly came alive in August. Over the past two weeks, my employers - the residents of Wisconsin's First Congressional District - demonstrated a remarkable level of engagement on this critical issue, along with considerable respect for all sides of the debate.

I want to thank the thousands of Wisconsinites who shared their views with me at one of my health care listening sessions throughout Southern Wisconsin.

When Congress reconvenes this week, I will bring with me a message made clear at each of my listening sessions: let's fix what's broken in health care; not break what's working.  Wisconsinites have expressed a number of serious concerns with H.R. 3200, the Majority's health care overhaul: millions of Americans would lose their current coverage and be dumped on a new government-run plan; Washington bureaucrats would seize unprecedented decision-making power over their health; and a struggling economy would be hit with painful new taxes and a debt burden that we simply cannot afford.

I believe that Congress should scrap this bill and start over. I will continue to echo the calls from Wisconsinites that the status quo in health care is unsustainable and unacceptable. Contrary to the false choice offered by the President, nobody is defending the current system that keeps quality, affordable coverage out of reach for millions of Americans, has resulted in the explosion in health care costs, and causes Americans with preexisting conditions to be denied coverage. There are serious problems that need to be fixed, but the Majority's go-it-alone approach to give more power to Washington would only make matters worse.

At each listening session, my employers expressed more fundamental concerns about the proper role of government in our economy and in our lives. Wisconsinites are rightfully anxious about the unprecedented growth in the federal government this past year - from trillion dollar spending bills and bailout fatigue to a budget that doubles our debt in five years and triples it in ten years. Most of us simply can't stomach handing over our energy and health care sectors to the federal government as well.

Washington has been infected with an ideology that believes that for society to grow, government must grow. The American ideal - rooted in individual liberty, self-determination, and limited government - is under attack like never before. This is the real issue bringing record numbers to town hall meetings across the country, and Washington needs to wake up to this reality if we are to preserve our unique American identity and restore the promise and prosperity of this great nation.

Those that run Washington owe the American people a serious debate on health care this fall. There are better solutions - fiscally-responsible, patient-centered alternatives - that could help open a bipartisan chapter to this debate and bring about real reform.

U.S. Rep. Paul Ryan (R-Janesville) represents Wisconsin's 1st Congressional District.

As a former executive with a major health insurer in Wisconsin, I have thought for many years what I would do if I was asked to reform health care in the United States. In my role as a communicator and lobbyist for this organization, I've explored the points-of-view of providers, insurers, legislators, regulators and patients.

I've concluded that any reform legislation need not be 3,200 pages. There are plenty of "best practices" to explore and incorporate in any reform plan. Also, much of this need not be legislated. Just rely on the best resources of the private and public sectors in using common sense in attacking reform.

I don't think we need to "blow up" the current system. It does need work, and is not perfect by any means.

My 12-point plan is based on years of observation of how the system works and how it could be improved. I've worked in upper management of a major health insurer and two of Wisconsin's larger hospitals. During the past 20 years, I've also consulted with many fine funders and providers of health care, and have been a patient myself. Some of my points may be considered unconventional, and not in the mainstream of thinking of current health insurers. For what it is worth, here are my thoughts.

First, revise medical liability laws to make them more realistic so more medical students are attracted to the primary care specialties of family practice, pediatrics and internal medicine. Currently, malpractice insurance for these specialties is excessive, and may deter students from pursuing these specialties.

Second, to improve competition and lower prices, remove the current provision that we may only purchase health insurance licensed by the state in which we live. Set national standards for health insurance and let us purchase plans anywhere in the United States.

Third, self-insured (ERISA) plans do not have to include state mandated benefits, although many do. Let the individual or employer purchasers have the same freedom to select a plan free of some or all of the state's mandated benefits such as chiropractic, AODA, birthing services, acupuncture, etc. Premium costs could be reduced substantially.

Fourth, go back to a community/age-rated system popular with some plans 30 or 40 years ago. Premiums would be based on the community's providers' actual charges. Comparisons could be made to other communities' charges by employer and individual purchasers. These purchasers could put pressure on local providers to accept best practices and qualitiy initiatives from the lower-cost communities to reduce costs.

Fifth, insurers must remove the pre-existing condition provision and include that risk in the community/age rating system of determining premium. This could provide incentives for communities to initiate and support well city/community health programs aimed at reducing utilization.

Sixth, hospitals need to develop a better triage system for people, especially the uninsured, who present themselves for care at emergency rooms. Only true emergencies should be treated there. Work with all levels of government to set-up 24-hour clinics down the hall or next door to treat the non-emergent patients at a much reduced cost. Today the cost of care for these patients is often passed on to the people who have insurance, thus raising their premiums.

Seventh, many of our non-insured are illegal immigrants. Have the State Department explore ways to work with the offending countries who allow their citizens who enter our country illegally to take more fiscal responsibility for their lack of emigration enforcement. Perhaps a substantial reduction in foreign aid to those countries could be rerouted to help pay for illegal immigrant health care. This is a very controversial area, so much thought needs to be considered in how to do this. The current system is not working.

Eighth, develop a better tax incentive program which encourages all individuals to purchase health insurance. Have the tax benefit based on the annual income of the health insurance purchasers, with better tax benefits for lower income individuals.

Ninth, develop premium lowering incentives for people who show marked improvement in their health like weight loss, lower blood pressure, blood sugar, smoking cessation. Do not continue to punish people for past health care sins with higher premiums if they make positive changes.

Tenth, another "must do" for reform is the development of an easily transportable and easily updated electronic medical record system. This alone, could save hundreds of millions of dollars in duplicative or unnecessary tests each year. (A friend of mine is in the process of trying to patent and market these flash drive-type devices for your keychain or in a credit card format).

Eleventh, as a condition of getting health care coverage, each individual should have to register his or her advanced directives for end stage of life health care. The family anxiety and waste in the area are staggering. This would go a long way to provide ethical health care in the final stages of a person's life.

Twelfth, take personal responsibility for your own health and the health of your loved ones.
The resources are all around you. Take advantage of them and you will lead a longer, healthier and happier life.

Alan Gaudynski, president of Alan L. Gaudynski & Associates Inc. in Pewaukee, formerly was the vice president of corporate communications for Blue Cross & Blue Shield United of Wisconsin.

Last week, I had the honor and privilege of moderating the Milwaukee Press Club's Newsmaker Luncheon, featuring a discussion on health care reform by U.S. Reps. Gwen Moore (D-Milwaukee) and Paul Ryan (R-Janesville).

The event at the Newsroom Pub in downtown Milwaukee was packed to capacity. The room was divided, somewhat evenly, between supporters of Moore, supporters of Ryan, the working media and people with professional or personal stakes in this debate.

However, unlike many other town hall-like settings taking place across this country, where people are screaming and jeering to drown out the other side of the debate and some are even bringing loaded weapons, our event here in Milwaukee was civil, polite and informative.

And I have little doubt that one key reason for the civility at the luncheon was the character of the featured guests.

We seated Reps. Moore and Ryan side-by-side at a table in the front of the room. Before the start, considering the contentious tone of the nation's debate over the issue of health care reform, I wondered how that would play out.

Any concerns there were immediately put to rest when Moore walked in and threw both of her arms around Ryan. He reciprocated.

During the discussion that followed, they made their case for their political viewpoints. As expected, Moore argued on behalf of President Barack Obama's plans for health care reform.

In speaking with her afterward, Moore said her stance on this issue is rooted in a core belief: Health care should be an American right, not a privilege reserved for those who can afford it. (Note the Declaration of Independence, which seeks to protect the right to "life, liberty and the pursuit of happiness." I don't know about liberty, but how can one sustain life or pursue happiness without health care?)

Of course, the political rub comes when we get to the part of how health care is delivered and paid for.
As expected, Ryan argued against the Obama plan.

To Ryan's credit, he did more than just argue against it. He has proposed a plan of his own, which he calls The Patients' Choice Act. Ryan says his plan is modeled after the Swiss health care model.

Ryan fully acknowledges that America's current system is flawed and is in need of reforms, and issues such as the lack of portability and pre-existing conditions are serious problems. Ryan says the status quo in health care is not sustainable for consumers or businesses.

The discussion ended with Ryan and Moore agreeing on some aspects of reform, with Ryan even saying, "Amen, sister. She was right on that point." As he walked away, I overheard Ryan as he called Moore, "Sweetie" and said he'd see her on the same plane back to Washington, D.C.

"I enjoy being with Paul Ryan. He and I really are good friends, and I appreciate and respect him because he's a policy wonk. I think what I've taken away from this is the importance of just continuing to listen to people and trying to find out where you can find some agreement," Moore said after the event.

It is obvious the two of them have mutual respect for each other. You get the feeling that people such as Moore and Ryan, left to their own devices, could come together with some sort of meaningful health care reforms.

Unfortunately, both of them are drowned out in Washington by their acerbic party leaders in Congress. Senate Majority Leader Harry Reid (D-Nev.) and House Speaker Nancy Pelosi (D-Calif.) have no desire to engage the arguments from the other side of the aisle.

At the same time, Sen. Minority Leader Mitch McConnell (R-Ky.), House Minority Leader John Boehner (R-Ohio) and Minority Whip Eric Cantor (R-Va.) have no desire to negotiate any type of reform that could give Obama any political capital in 2010.

Perhaps the abrasive party leaders could learn a lesson in civility and civics from their Wisconsin counterparts. The country would be better off for it.

Steve Jagler is executive editor of BizTimes Milwaukee.

Click here to watch a Wisconsin Eye webcast of the Milwaukee Press Club's Newsmaker Luncheon featuring U.S. Reps. Gwen Moore and Paul Ryan.

I have been following the debate over the fate of MPS schools and felt it was time to share an insider’s perspective on what a particular public school reform looked like at the tactical level.

When Mayor Michael Bloomberg took control of the failing public school system in New York City in 2002, he was prepared to initiate new learning and exert strong leadership. Opposition was intense from a variety of sources and crucial conversations were the order of the day, day after day.

As part of the school reform movement, the New York City Leadership Academy was established with funding from private and business sources. Jack Welch, Caroline Kennedy, Richard Parsons and others were key contributors, both financially and as business resources.

The purpose of the Academy was to equip principals to be Transformational Leaders—the primary change agents at the heart of the school reform effort.

I was selected to be a facilitator for the New York City Leadership Academy — one of only two in the nation brought in to support local Academy staff. For two years I had an insider’s view of the things principals struggled with as they grew into their leadership roles.

Trust was an enormous issue. The fundamental issue, really. The fact that business leaders were teaching educators how to "do" leadership rubbed many the wrong way. Teachers’ and principals’ unions were fiercely opposed to the effort and presented their point of view in capital letters. But the current system was broken and everybody knew it.

Schools were grossly underfunded, classrooms were severely overcrowded, and there was a chronic shortage of teaching supplies. Successive waves of non-English speaking immigrants challenged everyone’s ability to communicate. Violence in schools was shocking. Graduation rates hovered under 50 percent.

I heard stories of death threats against Mayor Bloomberg, Chancellor Joel Klein and Leadership Academy CEO Bob Knowling. I was personally confronted face-to-face by a screaming principal on the first day of our second year. She was twice my size and ANGRY! Fortunately, we had a year’s worth of work and success to point to. This bolstered my confidence and allowed me to stand my ground with some grace. I still have the "Thank You" card she wrote a year later.

Fear was the common denominator among the 600 principals we taught. Fear of their new role. Fear of retribution from the union, colleagues, teachers, or the system itself. Fear of their own shortcomings.

As transformational Leaders, principals were expected to do things they had never done before. Create a vision for their schools and articulate it with conviction and consistency. Create and manage a realistic budget. Actively coach teachers and begin to weed out the bad ones. Become more accessible to parents and community members. And do most of this work using new technology within an administrative and operational system that had changed.

Our job as facilitators was not glamorous. We were responsible for engaging, teaching, coaching, admonishing, and supporting their learning. As you might expect, we were constantly challenged. Every time a new skill was introduced, someone asked why. Why did they have to learn this stuff? Why were they forced to videotape their vision speech? Why were we business people there? What did we know about pedagogy? What did we know about education?

As stand-ins for the big name leaders (Bloomberg, Klein and others), we took our share of abuse. But our willingness to forgive bad behavior in the moment and our patience and persistence in running workshops that literally forced participation and practice eventually led to improved skills, enhanced confidence and a new appreciation of the fact that not only people, but systems can change.

The biggest and best answer to the "why?" question was: "For the kids."

To continue supporting a system that failed half of New York City's public school children was to condemn them to a future of futility. Every one of us who struggled through those two tough years knew we had to change the way we thought, acted and taught if we were to create a better opportunity for more kids to learn.

You will find people today who scorn our efforts, who say that the schools are no better off, that Mayor Bloomberg and Chancellor Klein are self-interested, power-hungry tyrants. Having worked with Joel Klein, I know this to be patently untrue.

However, having seen the bitter face of fear and its unyielding resistance to change, I understand why people say such things. I know they are not thinking about the future of our kids. I also know that when they can rid themselves of fear and begin to learn and be rewarded for new ideas, new skill, and new practices, they do start thinking about kids. When this happens, it looks like magic.

This is what needs to happen in Milwaukee. I hope our leaders care more about the future of our kids than the entrenched systems that protect and reward adults. None of this is easy. But it is essential.

Susan Marshall is a consultant and founder of Executive Advisor LLC in Oconomowoc. She also is the author of "How to Grow a Backbone." For additional information, visit www.executiveadvisorllc.com.