and a top performer. They become loyal, slowly gaining confidence and greater job satisfaction while providing outstanding customer service.

Working the System "UP" and "DOWN"

At about this point you may be thinking: "How can I use my leadership skills if I'm not in an organization that allows me to influence change and be productive?" Here are some ideas.

· Generate, don't evaluate. Focus on things that are of prime importance.

· Ask if you can help out on a project. Take advantage of opportunities to demonstrate your abilities.

· Create new ideas by amending those that have been suggested. This amendment can take the form of increasing, decreasing, adding, deleting, consolidating, substituting or reversing elements. Offer alternatives.

Your goal is to find job satisfaction. If you don't have it where you are working, be persistent and do all you can to make changes that give you satisfaction. Remember you have choices: 1) to make changes, 2) to accept things as they are, or 3) if you can't find satisfaction you might want to make a job change.

Don't become one of the "difficult people" who needs to "get on board." As a leader in your agency, you can set the tone for the whole work environment. Remember the five characteristics a leader must have which are nonnegotiable:

· a sense of calling

· an ability to communicate

· creativity in problem solving

· generosity

· consistency

Conclusion

"As a manager you need to understand that all employees are unique," says Jeff Fougerousse, superintendent of recreation and facilities and a 17-year employee of the Morton Grove Park District. "Keep in perspective the different characteristics each staff member carries with them which may benefit your district, and oftentimes a simple talent or skill can go a long way in strengthening the team philosophy." Says Gary Balling: "In 1987 when I assumed the responsibilities as director of the Morton Grove Park District, I recall two comments made during an initial staff survey. The first was 'The district is a diamond in the rough,' and the second was 'The employees are great; just cut us loose.' I never forgot those comments.

"In a recent community citizen survey, 88 percent of the residents who responded felt the district's parks were excellent or good, which is a testament to the quality of services being delivered by the most valued asset of the Morton Grove Park District, our employees."

GARY F. BALLING, CLP
is the administrative manager for the Morton Grave Park District.

JEFFREY M. FOUGEROUSSE, CLP
is the superintendent of recreation and facilities for the Morton Grave Park District. This topic was presented at the 1998 IAD/ IPRA Annual Conference in the session titled, "Take This Job and Love It!."