Jiří Koleňák: Welcome to a new episode of the Úspěšní (Successful) podcast. This episode is part of a special series produced in cooperation with the Czech Management Association, featuring award-winning, inspiring managers who significantly shape the world of leadership in the Czech Republic. Co-hosting with me today is David Šimoník, Executive Director of the Czech Management Association. Welcome, David.
David Šimoník: Thanks, Jiří. Our guest today is Jaroslav Brandejs, Secretary of the Municipal Authority in Říčany. He brings over a decade of experience managing municipal authorities, having previously served in Kostelec nad Orlicí and Lanškroun. Currently, he leads a team of over 250 employees and has successfully stabilized his municipal authority personnel-wise, financially, and strategically. Welcome, Jarda.
Jaroslav Brandejs: Hi David, hi Jiří, greetings to you both and to all our listeners.
Jiří Koleňák: Jarda, let's start with your early days in public administration. What were your first experiences with managerial responsibility in the public sector?
Jaroslav Brandejs: My first executive role was in Kostelec nad Orlicí, where I stepped straight into top management, which was certainly challenging. I had to gather experiences on the fly, which I later applied in Lanškroun and refined in Říčany. A true indicator of success for me is that I remain close friends with both the former Mayor of Kostelec nad Orlicí and the current Mayor of Lanškroun. That proves those were good, productive years.
Jiří Koleňák: What originally drew you to public administration?
Jaroslav Brandejs: Pure coincidence. I spent my early career in state administration and was offered the position of Town Secretary at a municipal authority. I didn't know what to expect, but I jumped at the opportunity and learned the craft as I went.
Jiří Koleňák: Can you define the key differences between managing a public administration authority versus a commercial company?
Jaroslav Brandejs: There is one fundamental difference: the commercial sector is driven strictly by performance. Public administration can often be quite rigid. While that structure provides stability, the difference is clear: one side focuses on performance, while the other traditionally focuses on process. I want to transform public administration so it operates on performance as well.
Jiří Koleňák: There’s a fine line between rigidity and stability, as public admin aims for societal stability. Having managed three distinct authorities, how did their organizational cultures differ?
Jaroslav Brandejs: The first two authorities had around 68 employees—more like running a small family business. In Říčany, leading 250 employees makes knowing every single team member personally a challenge, though I strive to do so. While core administrative duties are similar, Říčany handles a vastly higher volume of citizen services and requests than smaller municipalities.
David Šimoník: You emphasize that managing people requires both effective delegation and holding people accountable for their proposals. How do you apply that in practice?
Jaroslav Brandejs: Many managers burn out because they insist on making every decision themselves. When you delegate effectively, build a capable team, and maintain high-level oversight, you preserve time and eliminate mistakes. Delegation requires trust. Accountability means encouraging team members to propose solutions directly. When they present two or three viable options and I approve one, they take full ownership of the execution.
David Šimoník: How do you structure performance evaluation and compensation at your authority?
Jaroslav Brandejs: Public administration traditionally operates on seniority-based pay—the longer you stay, the more you earn. While it seems predictable, it suffocates high performers. In Říčany, we completely transformed that model. We reward staff based on monthly performance output. Capable employees who deliver real value receive substantial performance bonuses, while low performers do not. That shift completely transformed our workplace culture.
David Šimoník: Do employees feel that cultural shift directly?
Jaroslav Brandejs: Absolutely. Our team embraces organizational changes that would trigger resistance in traditional authorities because they see a direct link between performance, efficiency, and reward.
David Šimoník: You often mention the importance of leading by personal example. What does that look like daily?
Jaroslav Brandejs: If you expect standards from your team, you must model them yourself. For example, every employee clocks in and out using an electronic ID badge. Even as head of the authority, I clock in and out every day without exception. Leaders cannot adopt entitled corporate habits while expecting discipline from their staff.
Jiří Koleňák: What are the challenges of introducing corporate business practices—like cost benchmarking and self-sufficiency—into public administration?
Jaroslav Brandejs: Cost tracking is rare in public administration because authorities rely on state and municipal budget subsidies. We set out to make our municipal authority financially self-sufficient—earning enough administrative revenue to cover its operational costs. Achieving that in public administration was a major milestone.
Jiří Koleňák: That innovative approach earned you the Manager of the Year award. You introduced digital systems like "e-official" (e-úředník). How do you foster openness to innovation across your team?
Jaroslav Brandejs: By explaining the "why" behind every change. Many leaders fail by issuing top-down directives without context. I meet directly with teams across all levels to explain why we implement new systems, how it connects to our long-term vision, and how it improves their daily work environment and compensation.
Jiří Koleňák: That principle applies universally across parenting, corporate leadership, and public administration. You also noted the importance of decision-making flexibility. Can you share an example where shifting circumstances forced a change in plan?
Jaroslav Brandejs: As Napoleon Bonaparte noted, battlefield conditions change constantly. I always prepare a Plan B. Recently, when restructuring a department within the mayor's office, initial proposals faced internal resistance. Having an alternative scenario ready allowed us to adjust quickly and achieve a win-win outcome for all stakeholders.
Jiří Koleňák: How do you collect direct feedback across a 250-person organization?
Jaroslav Brandejs: I visit a different department every week to sit down with line staff, not just department heads. I ask candid questions: "What is working? What isn't? How do you view this new initiative?" Initially, staff were hesitant to speak up. Over time, they learned their feedback directly shapes management decisions. Line employees routinely suggest operational improvements that surpass my own ideas.
Jiří Koleňák: What do you consider your greatest professional achievement?
Jaroslav Brandejs: Transforming citizen service delivery in Říčany. Traditional public administration often operates on a "we have 30 legal days to process this, leave it here" mindset. We flipped that completely. We process citizen requests immediately or by the next day. We treat citizens as valued clients and actively seek out new administrative service opportunities.
Citizens from neighboring towns drive 40 kilometers to Říčany because our processing is fast, efficient, and friendly. Because administrative service fees flow directly into the municipal budget, our high-volume processing generates substantial revenue for the town, funding local infrastructure while financing staff performance bonuses—a true win-win model.
Jiří Koleňák: How did you motivate public clerks to adopt a customer-centric mindset?
Jaroslav Brandejs: First, by helping them understand why citizens get frustrated by bureaucratic delays. Second, by linking customer satisfaction to financial rewards. Highly efficient clerks can virtually double their monthly earnings through performance bonuses, creating a positive, proactive working environment.
Jiří Koleňák: How do you maintain boundaries between work and personal life?
Jaroslav Brandejs: By delegating effectively during office hours and trusting my team completely. Getting six hours of solid sleep, exercising at the gym every morning, scuba diving, and spending quality time with my wife and two daughters (ages 9 and 13) recharges my energy entirely.
Jiří Koleňák: What is your long-term vision for public administration?
Jaroslav Brandejs: Using our success in Říčany as a blueprint to modernize public administration nationwide. Citizens deserve efficient, respectful, and high-performing public services across the entire country.
David Šimoník: You won the prestigious "Visionary of the Year 2023" title at the Manager of the Year awards. What motivated you to enter?
Jaroslav Brandejs: Our Mayor nominated me. I realized most participants came from the corporate sector, and I wanted to prove that public administration can achieve managerial excellence. The experience connected me with outstanding leaders across industries.
David Šimoník: What outcomes grew out of your participation in the awards?
Jaroslav Brandejs: Significant strategic opportunities. In partnership with the Czech Management Association, we founded the Public Administration Club (Klub veřejné správy) to bridge the commercial and public sectors. We also established active partnerships with Newton University.
Many people misunderstand the role of a Town Secretary (tajemník), assuming it's an administrative assistant to the mayor. In reality, the Town Secretary is the Chief Executive Officer and HR Director responsible for managing the entire municipal administrative operation and its multi-million budget.
David Šimoník: What advice would you give public sector managers considering applying for Manager of the Year?
Jaroslav Brandejs: Invest the time to complete the application. The required self-reflection is immensely valuable. This year, the Czech Management Association introduced a dedicated category specifically for Public Administration Managers, providing a fantastic platform to highlight public sector excellence.
David Šimoník: Jaroslav, thank you very much for an inspiring conversation.
Jaroslav Brandejs: Thank you both, and thank you to all our listeners!
Jiří Koleňák: Thank you to our audience for watching, and see you next time with more inspiring guests!
