In our garden today….

I totally love gardening and we have a small vegie patch (in the form of 4 raised beds) at the back of our garden.  It’s a total mish mash of all sorts of unstructured things (a bit like me really) – edibles including fruit, herbs and vegetables and “my pretties”, lots of flowers planted to attract bees and other handy helpers, and some art that Miss 6 carefully selects (based on level of randomness we think) and constantly moves about the place.

Our poor garden has been somewhat neglected this season (too busy to plant sunflowers (!!!))  and, in thanks for its patience and ongoing bounty, will get a good, overdue dose of organic fertiliser this evening, preparing the soil for next seasons plantings.

Anyway, on such a lovely summer’s morning I wanted to share my little bliss with you all.  Enjoy x

Meg

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Paradise is what you make it

“Pure Imagination” sung by Gene Wilder in Willy Wonka & the Chocolate Factory, is one of my all time favourite inspirational songs.  It speaks to me and it’s all in these simple lines:

“If you want to view paradise, simply look around and view it.  
Anything you want to, do it – Want to change the world?
There’s nothing to it…..”

Watch it here for goosebumpy inspiration.

 

 

Similarly, Rob Ryan’s artwork below has the same meaning:  the key is that it all comes down to perspective.  Beauty and amazingness is everywhere.  You just need to look for it..

 

 

Meg

 

 

 

 

Leadership Learnings: Parting Tips

I have mixed feelings at the moment as I prepare to transition from the City of Holdfast Bay to my new role at City of Unley.  I’m overjoyed and elated, a tad bit sad and entirely moved to my core for what has been an outpouring of support, gratitude and mutual admiration.  I cannot thank the people I have worked with over the last two years enough.  Marvellous, talented and dedicated bunch of legends, the lot of them.

As is my way, I sent to my nearest and dearest work peeps a list of parting tips: advice and inspiration to help them navigate and master the challenges that leadership brings.  These received such lovely comments, that I have felt encouraged to share these more widely, noting that it is not a complete list (because when would it ever be?) and are abridged for relevance as they are very local government founded.

Here goes:

People (and this is the first and largest section because, frankly, it’s the most important)

  • Be authentic.  Authenticity breeds trust and trust is the foundation of functional teams.  No point trying to be someone your not.  Continue to build self-awareness and embrace who you are – know your strengths and work with them.  Understand your responses and limitations and work with that too.
  • As a leader, staff look to you and to other managers as role models.  To quote Robin Sharma – “Leading by example is one of the most powerful tools for positively influencing change in other people”.  Your team’s culture and performance is a direct reflection on your leadership abilities.
  • Believe in your people – not just who they are today, but also in their potential selves.  See past what you know and look deeper. Each of your people are individuals with their own talents, experiences, values and aspirations.
  • Be true with your words and look to do “no harm”. Choose your words carefully as you want to grow people to reach potential – not break them and damage their self-esteem.
  • When recruiting look for attitude, experience and fit for the culture you want to create and the outcomes you want to achieve every time.  Don’t hire to create clones of you or anyone else in your team or to create friendships or alliances. Look for complementary skills and above all else, COMPETANCE.
  • Focus on inspiration over motivation (which is an internal process):  How can I inspire my people to work to their potential and be productive?
  • High performing teams have 2 distinct qualities:  1) a mutual commitment to organisational outcomes AND 2) a high commitment to each other’s growth and success.  Team members hold each other accountable for both these outcomes.
  • Communicate:  There can never be enough of this.  Face to face is the most effective way to build relationships and email is the least.  Be present, accessible and approachable.  Your people need to trust you.
  • GOYA (Get off your arse): Don’t underestimate the value of just walking around and saying hi and see how people are doing – it counts!
  • Use your People and Culture team! They are there to help you both work through problems and find solutions that are consistent with our EB processes.  It never hurts to run things by them and keep them informed – that way they know what is going on and can be part of the solution.
  • Problems do not just magically “go away” by themselves – avoiding/ignoring a problem or issue only causes it to fester, snowball and break down trust.  Deal with it fairly and objectively – but act fast to prevent it getting worse.  Performance management is critical.
  • Never, ever tolerate bullying, harassment or victimisation.  You have a “Duty of Care” to act fast, preferably catching it before it does damage.   If you are seeing signs of someone being bullied or people ganging up on/excluding/gossiping about an individual – act fast!  Also be very clear on the definitions of these – I find people use these terms too loosely, when they mean something else entirely.
  • Impartially investigate claims and complaints.  There are often several sides (at least 2, but usually 3-4) to every story and your role is not to take sides, but ensure a fair and proper process is in place to protect the wellbeing of everyone directly and indirectly involved.
  • People are complex.  Where there is an issue (be it performance or attitudinal) I’ve found that, on exploration, things are never what they immediately seem.  Ensure you seek to understand what sits behind someone’s behaviour.   It may be nothing to do with work – but instead a personal crisis.
  • Give credit and positive reinforcement where you can.  Remember:  a leader gives credit when things go right and takes responsibility when things go wrong.
  • Promote fun while doing great work.  Fun increases energy, boosts relationships and drops stress levels.  Bring enjoyment to the work place and know that laughter is an indicator of a healthy workplace.
  • When it comes to all living things – kindness and compassion are invaluable qualities.  Empathy always and tread lightly….

Managing Up

  • Among other things general managers are there to provide organisational context, progress, value and sustainability, ensuring priorities are realised and support you in delivering outcomes.  They are also working to build strong networks with key stakeholders and interest groups and will have a good understanding of who they are and how to work with them.
  • See your direct manager is a “co-owner” of your business.  They are your partner and are well within their rights to work with you to set direction, adjust and know about what is happening in your team.    Involve them, be open and keep them in the loop and informed of issues and situations that could go pear shaped.  They are your #1 advocate.
  • Take time to really understand their priorities, values and language – knowing this goes a long way to reducing misunderstanding and develops mutual appreciation and a firm foundation for mutual trust.
  • Respect their workload – look for ways to make their roles easier – the more you can do to help them help you, the better off the relationship becomes

Budget

  • In Local Government, your budget is RATEPAYERS money – treasure it and act responsibly.  Think of yourselves as custodians of their investment.
  • Know your budget – keep an eye on it and watch for variances – both in relation to variance to budget and actual net.
  • The bottom line (net position) is what it’s all about – $0 variance is the goal.  Both high savings and losses are clear signs of an unmanaged budget (*blogger’s note:  this is specifically for community teams in local government and certainly does not apply for commercial enterprises where it’s all about the profit!!!).
  • Forecasting is critical – anticipated savings should be redirected either to organisational offset or reinvested in real business to bring community outcomes.  Savings = wasted opportunities (*again as above)
  • Continue to look for efficiencies and continuous improvement – how can you save Council $ and maximise value back to the community. (*as above)

Strategy & Project Management

  • Know your Strategic Plan: you should know the organisation’s priorities and have a clear idea where your project/service fits and the imperative for it happening.  Same goes for legislative requirements. You should always be asking, “What is Council’s role in providing this service/initiative”, to what degree and why.
  • Never underestimate the value of a project plan – outlining the purpose of the project, the key actions/milestones, timeframes and accountabilities.   It is often the difference between project success and failure.
  • Good management process identifies risks and considers approaches to minimise these.
  • Understand your audience – know who your initiative will affect (both directly and indirectly) and plan to inform and include them.  Engagement at a levels is key.  Face to face is always best – it gives people a chance to be heard, feel their contribution is immediately acknowledged, builds trust and gives you a chance to clear up misunderstandings with those who are sensitive to the matter.  Be brave – it’s worth it.
  • Celebrate success and completion of milestones.  It doesn’t have to be huge – but recognising achievement is important.

See it’s simple (easy peasy right?!?) :)  There are more top tips of course (I could go on forever), but want these to be useful, rather than bore everyone silly.

I hope you find these useful too and I’d love to hear any of your top tips for leadership and thoughts on the above…

Meg

Just keep moving…..

Just came across this fabulous HBR article titled “Four Reasons Any Action is Better than None” by Rosabeth Moss Kanter and thought it was well worth sharing.  I love her reasoning that high performance cultures have people with high levels of initiative and innovation: looking to simplify problems and projects into small, manageable chunks, recognise the value of small wins, have a go and push through uninspired moments by creating energy through action.

Along the same lines, this lovely quote came from this week’s Brain Pickings, with musician Jack White quoted as saying “Inspiration and work ethic – they ride right next to each other…. Not every day you’re gonna wake up and the clouds are gonna part and rays from heaven are gonna come down and you’re gonna write a song from it. Sometimes, you just get in there and just force yourself to work, and maybe something good will come out”.

I’m sure we all can relate to moments of low inspiration and energy, and/or being mentally constipated from analysis paralysis, indecision and lack of clarity.  It resonates with me that, in these moments where flow and inspiration are lacking, the best way to push through and drum up energy and drive is by doing something.  Force yourself to keep going.  Just keep moving.

Meg

Changing the World

I love this quote by Margaret Mead – it’s like a warm hug, full of hope and community values.  Together  we can indeed achieve great things….

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

*Imaged sourced via Northland Poster Collective

Getting Down and Dirty in the Quagmire

Last week I was lucky enough to attend a masterclass (yes fancy) on Place Making by Creative Communities guru, David Engwich.  From where I sit this was pure genius and what made it extra spech was that so much of the theory and discussion is firmly planted in sociology and behavioural science.  What David talks of makes complete and utter sense to me and, not surprisingly being the freaky receiver that I am at times, several things have revealed themselves this week that match these learnings (I give thanks).

The first gold nugget of an idea I want to share is related to the ideal environments for evolution and change.  Essentially, David’s revelation is that sustainable, ground breaking evolution rarely occurs in clear, cool, sterile water.  These conditions are just not optimal for growth.  Instead major change generally takes place when the conditions are muddy, dirty, sticky, stinky, bubbly, hot and gloopy.  Amphibians didn’t grow legs and journey out of the water in nice, clean surrounds.  They mutated and evolved in quagmires, bogs and marshes.

So too, with organisational and social change.  It should be expected that during times of change people may respond with heightened sensitivities, be more easily upset and/or defensive.  Naturally this may be an uncomfortable time with temporary divisions, people may choose to be unhappy, have a bit of a winge, resist what is proposed and, possibly, they may decide the change is not for them and leave (which should be seen as totally okay too).  Or they may just love it, thrive on what is proposed and think “’bout time” and “where has this been all my life”.  The crowd is often divided during these times and, as David points out, you can’t have difference without expecting on upsetting 50% of people.

So with all this in mind, it seems rather strange to expect social and organisational change to be all squeaky clean and nice.  It’s a bit putting like plastic covers on sofas expecting people to feel comfortable.  Not really gonna happen.   The perception that everybody should be overjoyed, playing nicely and getting along, with consensus revealing the ideal direction is both unrealistic and unattainable.  Muddy times are not a reflection that the organisation or community is broken, but more that a shift is in play.

Also, I’ll be clear – it’s not that I’m saying that we should intend to upset or disenfranchise people (absolutely not).  We still need to be respectful, plan to bring people along with us as well as plan for an approach to respond when people aren’t happy.  It’s more about recognising that you can’t please everyone all the time and the progress train must chug on.

On a similar note,  I posted the article “Wonder Weeks” just over a year ago, in which I  paralleled those difficult times at work with the CAFS concept for those tough, trying weeks kids have which inevitably lead to quantum shifts in their growth.  Essentially the moral of the metaphor is that with pain comes great gain and growth.  Same deal.

So what I put to you is this: If you are in the position of shaping change consider that, instead of going all chicken little on the situation or crying foul play (excuse the double chicken entendre), it may make more sense to embrace and work with the muddy vibe, knowing that what will result will be spectacular and bring immense value compared to what is currently on offer.  And the reality is when the dust settles, most people will find that they like the new and improved a whole lot better than they’d ever imagined.  The quagmire is not a negative, but a positive, full of rich opportunity.

More on David’s “gold nuggets” to follow soon….

Meg

Tell us your reckons

Long time between drinks in the blogosphere for me.  Sorry about that, but I’ve been a busy bee.

One of the things that has kept me so  totally engrossed is the development of a new Community Engagement framework.  This has been a real labour of love – a product of applied knowledge, hard work, continuous improvement and many good times. It’s terribly exciting to now be at a point where we have now finished the first draft ready for the gentle edits of my peers *punches the air, followed by an air guitar riff, followed by a self rewarding high five*  Awesome!

Anyhow, was remembering back to where it all began and the hilarious video (by the brilliant Mitchell and Webb) that has helped shape my view of what engagement shouldn’t be.  Wanted to share because it is bloody funny and describes many of the experiences people have of providing feedback.

Enjoy

Meg