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be clear that you want people to take the opportunity to try some of the programs, services, training or other innovations they may have been excluded from trying.
Listen to all points of view. People need to know that you will listen. (This doesn't mean you have to take action on all of their wants or desires.) Give staff the opportunity to meet with you, including (and this is key) part-time staff After all, in most park and recreation agencies, part-time staff are the bulk of the work force and they are the people who generally have the first contact with our customers. They need to be heard. Think of how it would be if you didn't have this key component of the work force.
Let the staff be the process. A sure way to smother change is to make it yours alone. Articulate your direction and let people help you get there. You've heard this before, yet you feel a responsibility to do it all. After all, the board hired you to get the job done. In reality, the board hired you to lead, provide options and facilitate, so let the staff do the work they were hired to do. This is a key point. Remember to praise them for a job well done. You hardly ever hear people saying, "My boss always gives me positive feedback." There is a reason for this: we don't do it often enough!
Don't promise anything you can't deliver. Our natural tendency is to try and please everyone. In the real world, the person who promises and doesn't deliver will discredit himself and the agency. This usually happens when the individual takes on more than he/she can handle thereby becoming ineffective at executing job responsibilities. In the director's office, the problem is magnified in that staff might begin or already has begun to place the responsibility of all decision-making on the director. When staff feels that the director does not come through, the blame is put squarely on the director's shoulders. The side effects can be devastating for the organization. Morale drops and people begin blaming others for not delivering on their promises. You can stop this downward spiral by telling people that everyone must be part of the process and they will be held accountable for their role in getting the task accomplished.
Be fair and consistent. Do not play one staff member against another. And be objective. Provide the same level of information to all the parts of the team. Make sure there are as few surprises as possible
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Reach out. Let people know you are human. We can no longer separate business and home. A bad night at home has a bearing on what happens at work the next day. It should not be used as an excuse but you need to be sensitive to the fact that it happens. Let employees know you understand various stress points.
You must GET OUT OF THE OFFICE. You have heard about "walk around" management and you may have used it. The way to hear, see and build is to see people in action. Let them know that you are not out looking for problems, but you're there to support them.
Try to establish a staff task force mentality in order to reach a goal or solve a problem. This helps establish a sense of urgency for getting a project completed. Choose members for the task force from all levels within the organization. Everyone has something to offer and, yes, they want to feel part of the team.
Don't think that everyone will support your every decision or direction. Remember, we are all individuals and opposing viewpoints are healthy. Always remember you are the tiebreaker and you need to decide what is best for all viewpoints. Contrary to popular opinion, not all decisions can be a win/win situation.
Don't forget that you, too, are human. You will make mistakes. Be honest when you make them.
These tips are not just for directors: they can be used for any employee level within the agency. You need to understand that two groups are going through change:
the employees and YOU. Your transition is in a new job and position while your staff is adapting to you. Remembering why you-are-where-you-are and why the staff is employed at the agency will help forge a healthy relationship.
Your new job will be fun and rewarding. You've worked long and hard to be in this position, so enjoy it! You deserve it! And, the benefits are endless!
RICHARD GRODSKY
is the executive director of
the Elmhurst Park District
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