If you are going to make changes, you had better understand where the agency has been so you can capitalize on those strengths in order to begin putting your program in place.
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You've just been hired as an agency director. Oh, the euphoria, the sense of accomplishment, the "I'm going to do it better than anyone else" feeling, the professional satisfaction, the renewed sense of creativity. This may be the final professional reward! All true, until you begin wondering, "What am I doing here?"
Being a park and recreation agency director is one of the best jobs in America. Where else can you put people and technical skills together and watch customers benefit and improve their quality of life? But you are also in a position that is responsible for the day-to-day operations of a business: a business that is responsible for land management, recreation programs and services, construction, accounting, insurance, legislative and legal matters, personnel, marketing and communications, board policy implementation, program development, involvement in service clubs/community initiatives/other government cooperatives, and the list goes on and on.
You have a vision, the board has a vision and the current staff has a vision. You know the board's vision and certainly your own, but do you know the vision of the staff? And you begin to ask yourself, "How involved should I get in managing individual operations?" Or, "When should I begin making changes based on the defined visions?" Or, "Should I make the changes or have staff involvement?" To make these questions even more difficult, you probably know some of the people in the agency, but do you really know them or their reputation?
How often in your career have you taken the time to really think about those questions and where your answers might lead? Once you are there, you might even think about your mentors. We've all thought about others who we respect and who are good role models: mentors that we try to emulate or the "others" we've observed and then said, "I'd never run my operation that way.
Realities start to take shape after several weeks and months. You soon learn that there is an established corporate culture, a "way of doing things." Some may be in conflict with what you need or want to accomplish during your tenure while others will be right on target.
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You want to be part of the group. You want the staff to like you, but there is a job that must be done. Your immediate task is to learn and understand the corporate culture. If you are going to make changes, you had better understand where the agency has been so you can capitalize on those strengths in order to begin putting your program in place. Although this step may sound like a detour, in reality you should look upon it as an opportunity.
Yes, an opportunity. Your method of learning, understanding and involving people is the greatest business challenge. It's people management. Your staff needs to understand your motives, style and desires. When merged properly with the current culture, you (along with your team) will create an even better agency than you inherited.
There are no quick fixes. The road will be bumpy and you will need to use all of the life and business skills you have learned or picked up along the way. Don't give up. Keep delivering your message and the rewards will come to all who participate in the process. Following are some tips that may help you in managing change.
Give people a chance to show their best "stuff" Sometimes (because of the corporate culture) people hold back from doing their best. Your message should |