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Leadership in Planning: Strategic Decision-Making in the Public Interest
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Leadership in Planning: Strategic Decision-Making in the Public Interest

Leadership in Planning: Strategic Decision-Making in the Public Interest

61 min
Credit: AICP CM

This course is approved for 1 AICP CM credit

In this course, we will learn about leadership in urban and regional planning. Planners are often seen as dreamers rather than practical community leaders, so this course examines the role of the planner in influencing political and community leaders toward good planning practice. Specific topics include 1) what planning leadership looks like; (2) how planners work with a community to plan and implement plans; (3) how to work in a political processes as an effective part of decision making; and (4) how to maintain the respect of community decision makers over time. Case studies and realistic tools will be explored, as well as a process for determining the best times to advance planning initiatives.

At the end of this course, you will understand how to turn planning theory into practice in the real world.

In This Course

  1. Introduction
    Most people don’t enter the planning profession to be leaders; they enter planning to change the built environment.
  2. Leadership in Planning
    Leadership in planning works with the community and its leaders to plan and implement plans. This chapter discusses effective planning leaders, like Ed Logue, Edmund Bacon.
  3. Playing the Long Game
    This chapter discusses how to work as an effective part of a political processes and contribute to positive decision-making. We'll also discuss how to maintain the respect of community decision-makers over time.
  4. Five Elements of Political Savvy
    This chapter reviews why political skills are important, explaining and describing the five basic elements of political savvy.
  5. Your Big Idea Needs Others
    Thinking about why others should care about your ideas is an important tool for leadership. Planners have lots of big ideas but don’t always spend time figuring out how to get people to care about them. Most often, planners use their own professional language to describe ideas—an effective tool to get support from other planners, but not as much for political leaders and the public. This section will look at how to frame big ideas—which is an underappreciated but important leadership tool.
  6. Building Sustainable Systems
    Good planning leadership, like all good leadership, sustains itself. George Washington stepped down in part to make sure the systems set up in the early years of the government would survive his departure. How to make sure your initiatives survive your tenure, and don’t rely on sheer willpower to sustain, is an important leadership tool. This section will look at ways to build such sustainable systems.
  7. Closing Thoughts
    This chapter reviews concepts discussed in the course.
  8. Frequently Asked Questions
    This chapter reviews common questions and concerns.

Published 2017