Anne Morriss’ TED Talk, “5 Steps to Fix Any Problem at Work,” draws directly from her influential book, Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems, co-authored with Frances Frei. The book—and the talk—challenge the idea that speed and quality are mutually exclusive, especially in environments where trust and accountability matter. In local government, “move fast and break things” just won’t work. Instead, Morriss argues that it’s possible to move quickly, solve tough problems, and build trust all at once. Morriss’ five-step framework offers a practical, week-long plan to address these challenges.

Of course, municipal clerks and staff are responsible for a wide range of critical tasks. With so many moving parts, problems are bound to arise—and often, those problems require both urgency and care. With your already heavy workload, you may wonder how you’d incorporate Morriss’ steps into your schedule, and build results over time.

We’ve added suggestions to help integrate her steps into your existing workflow:

1. Identify the real problem—Look beyond surface symptoms to diagnose the root cause. A cough is a symptom, but there can be many causes.
   Start by identifying your real problem during regular check-ins or while reviewing your daily priorities—this doesn’t require extra meetings, just a few minutes of honest reflection or discussion.
2. Build and rebuild trust— This requires consistent transparency, active listening, and delivering on promises to demonstrate reliability and foster strong relationships. Once trust is built, it must be maintained.
   Be transparent in your communications and follow through on commitments during routine interactions, rather than adding new tasks to your plate.
3. Make new friends—Collaborate across departments and with new partners to gain fresh perspectives.
   Look for opportunities to collaborate during projects or cross-departmental meetings you’re already attending—simply reach out or ask for input in those moments.
4. Tell a good story— Inspire action by using clear, engaging narratives to communicate ideas in a way that connects emotionally with your audience. This helps make complex information memorable and relatable.
   Weave a good story into your usual updates, emails, or reports by clearly explaining the “why” behind changes or initiatives.
5. Go as fast as you can—Implement solutions quickly to maintain momentum and show commitment.
   Set clear time limits for each step and use tools like time blocking or batching similar tasks, ensuring progress without overwhelming your schedule.

Here’s how OnBoardGOV supports each step of Morriss’ framework:

1. Identify the Real Problem
   OnBoardGOV centralizes board and committee data, allowing staff to track appointments, attendance, and application processes. This visibility helps uncover root causes behind issues like low participation or delayed appointments, rather than just addressing surface symptoms.
2. Build and Rebuild Trust
   By maintaining accurate, up-to-date member information and attendance records and certifications, OnBoardGOV helps you promote transparency and accountability—key ingredients for building trust with officials and the public.
3. Make New Friends
   The platform’s collaborative features enable you to easily manage multiple boards and committees, or assign them to the appropriate staff person, fostering cross-departmental cooperation and engagement without adding administrative burden.
4. Tell a Good Story
   OnBoardGOV’s customizable reporting tools let staff generate clear, professional reports—such as vacancy summaries or training compliance—that communicate the status and progress of boards to leadership and the community. (You’ll have to provide the narrative).
5. Go as Fast as You Can
   Automating routine tasks like member tracking, appointment notifications, and report generation frees up staff time, enabling faster decision-making and implementation. OnBoardGOVBuild can get you off to a fast start.

By applying these steps, you can drive meaningful improvements in your office—streamlining processes, fostering collaboration, and building stronger relationships with both colleagues and the public. Morriss’ approach proves that you don’t have to choose between moving fast and doing things right. In fact, with the right strategy, you can do both.