Tag Archives: hard work

Your County Fair

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The Clark County Fair And RodeoThis coming week is fair week in my county. That may not mean anything to you, but for me, the fair has helped shape who I am as a person and a leader. My experiences with 4-H (my own, with my children and from serving as a 4-H leader), volunteering for various fair activities and events, cheering on and building memories with family and friends . . . The fair helps remind me “where I came from” in the best of ways. Many of the people I interact with at the fair couldn’t care less what my title is, or even what I do for a living . . . it’s enough for them to know that I am “one of the Duncan girls,” and they would have no problem calling me out if they thought I was “getting too big for my britches.” Every leader needs a county fair.

Your “county fair” may be a special family tradition, an annual outing or event, or a regularly scheduled gathering of long-time friends. It’s a place where people know your story, where your ideas or input don’t carry any more weight than anyone else’s, and where people have no problem calling you a dork if you are being a dork (usually with a smile on their face and a twinkle in their eye). Other people may not understand the appeal, but “county fairs” tend to bring a sense of peace and renewal in the midst of a leader’s overflowing schedule. Ironically, it is those tightly booked schedules and ever-growing to-do lists that may prompt a leader to consider skipping their county fair. Don’t do it.

All of us as leaders need to find ways to stay grounded, authentic and humble. Far too many leaders spend so much time trying to be who they think they are supposed to be, or who someone says they should be, that they forget who they really are. “Who you are” brought you to this point. Don’t lose that. I’m not saying that you shouldn’t grow, expand your skills, and at times change your perspective — you should do all those things. I’m talking about who you are at your core . . . your values, your experiences, your innate wisdom. Those are the things that bring depth to your leadership, and those are the things that get nourished at your county fair.

As rewarding as your leadership role may be, it is still hard work. If we are to bring our best efforts to those we serve, we also have to carve out time to make sure we stay grounded. One way to do that is by connecting regularly with those who know us outside the titles or positions we currently hold.

See you at the fair.

Celebrating at the Finish Line

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Group of business people celebrating by throwing their business

In the Olympic spirit, take a moment to think back . . . when was the last time you celebrated at the finish line? Like the journey of an elite athlete, many of your efforts are years in the making. They require incredible dedication and hard work, as well as a more than a few sleepless nights. However, unlike an Olympic endeavors, leadership finish lines aren’t always so clear-cut, and there is rarely someone waiting to hang a medal around your neck to recognize your wins. That doesn’t mean you shouldn’t celebrate at the finish line.

We all need to take the time to reflect on our accomplishments, and offer our gratitude to those who contributed to the effort. “Need to” is not the same as actually doing it, however. How many times have you merely moved on to the next major project, barely breaking stride as you shifted gears on the way to another impending deadline? Stop. Take a deep breath. Say thank you. Maybe even do a little happy dance. You’ve earned it. More than that, you need it.

Celebrating at the finish line helps recharge your batteries. It provides an opportunity to reflect on all you and your team have accomplished, which in turn motivates you to accomplish even more. It’s a chance to rally the troops and ride the wave of excitement from one victory to give you a head start on the next. With all the positives the come from celebrating at the finish line, why don’t we do it more often?

For starters, there is so much on your plate. You don’t have time to “play” . . . right? Well yes, I’m sure it’s been years since you have seen the bottom of your to-do list. One afternoon won’t derail your progress toward the next big thing, but it can make a huge difference in how much you enjoy the ride. Take a few moments to celebrate at the finish line.

But what kind of example does that set for your staff? If you expect them to work hard, you need to do the same, right? Besides, budgets are crazy tight and you can’t afford a big celebration. Okay. I’m fairly certain you have the example of hard work down pat. Maybe you need to work on the example of recognizing a job well done. It doesn’t have to cost a lot. Ever hear of waffle cone Wednesday, or half price appetizers, or goofy games? You can get noise makers and confetti for a song.

The work you do is important, and it is a leader’s job to keep the flame burning in their people so you all can go on to accomplish even more. Celebrate at the finish line.

Culture Eats Strategy

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PacMac

“Culture eats strategy for breakfast.” — Peter Drucker

Amen! When it comes to organizational success, culture can make the difference between reaching your goals and falling short . . . as Mr. Drucker pointed out, more so than strategy, and I believe more than hard work or innovation. Yes, it takes a clear vision, dedication, and creative ideas to succeed, but culture provides either the gas to move those things forward or the steady leak that will cause them to sputter to a stop.

The trouble is, culture is a hard thing to wrap your arms around. It can be incredibly powerful but hard to define . . . it’s about attitudes, beliefs, behaviors, and norms that are reinforced over time . . . it’s the “urban legends” and unwritten rules that informally get passed on to individuals throughout the organization. Simply describing your intended culture doesn’t make it so. Rather it is philosophy and actions, repeated over time, that shape culture.

My agency is situated on a large campus, similar to many college campuses. When I first joined the organization, part of the culture was that you did not walk on the grass — you walked on the sidewalk to get to where ever you needed to go, even if that was not the most direct path. I don’t think I ever saw that rule written any where, it was just the way we did it here at Chaddock. To this day, twenty years later, and even though I had a hand in trying to change that aspect of our culture, I still occasionally twinge when I see someone cut across the grassy parade ground to get to another building. That is the power of culture.

So how do you change a culture if you can’t really define it or measure it, and you can’t dictate it from “on high”? First and foremost, I believe you have to identify a few key behaviors that you and your team consistently model. If you want to build a culture of transparency, for example, you need to repeatedly demonstrate an openness to sharing the good, the bad, and the ugly with your staff and board, rather than simply cherry-picking the information that paints the picture you desire. Pick one or two behaviors for your team to start with, and when they gain traction you can add a couple more.

Secondly, you need ask questions and listen. Why are staff carrying out a process in a way that makes no sense to you, or resisting a change that will make their lives easier? If you approach the question with the assumption that they are intelligent, well-meaning people who want the best for the organization (thereby modeling a culture you would like to foster), you are more likely to have the patience to peel back the layers to identify the reasoning behind their behaviors. “We’re required to do it that way,” is one we’ve had to battle. It seems like a plausible response given the vast number of external regulations that govern our work, but once you dig down a bit . . . Who requires it? . . . Could we look at the current rules and see if that is still the case? . . . we have sometimes found that the parameters we thought we had to work within no longer (and maybe never did) exist. As a result, a simplified process can be put into place without the resistance that comes when staff feel like you simply don’t understand the impact of a decision on a rule that “they know” they are required to follow.

Trying to shift a culture is a case of needing to go slow to go fast. Changing “the way we do things” takes time and patience but, given the momentum that you can gain as you go, it actually takes far less time and energy than battling well-intentioned resistance or fixing issues that have arisen because of attitudes or behaviors that are not aligned with who you want your organization to be.

While a leader can’t “make” a culture happen, if we want to effectively implement strategy then being aware of, and taking steps to positively impact, organizational culture should be at the top of your priority list.

It’s time for breakfast.