The Rule of 5

In a true learning and flexible organization, the ideas of contribution and legacy become two important driving factors for success. Throughout my thirty years of experience in the field of local government but with different organizations, I have seen the value in team work and open communication. As I pondered about my personal and professional experience, I have come to the conclusion that effective leadership is such only if it is shared. This is what happens with my current team and has happened with other teams in the past.

As part of a “Good to Great to Best” mentality and culture, it is important to work with some foundational principles in mind. Particularly, In making any determination about how you wish your team to work together and to be a true multiplier for the benefit of the organization and, ultimately, for the benefit of your customers, you should consider the following factors:

• What is best for the organization
• Growth expectations
• Complexity of issues we deal with
• Succession planning
• Individual growth opportunities
• Capacity needs
• Budgetary considerations
• Board/Council and stakeholders/shareholders priorities

I could probably add more, but these are the most evident points at this time.

I realize that change comes with anxiety. But true, intentional change – not change for the sake of change – is really improvement and in many ways it is also increase – in productivity and success. And again, as I ponder over my personal and professional experience, there are five “rules” that I think apply to any organization, which we should be aware of whenever we make organizational efforts and advancements:

1. Size does not matter. Whether you have more or less reporting is not a reflection of your abilities and value within the organization. A great example of this to me is the Director of Engineering in my organization. He is one of my most trusted advisors and team leaders. I look up to him in many ways and yet he has only three people reporting to him. His department handles a tremendous volume of work. In addition, his work is critical to our organization and the community. Throughout the years, he has been very gracious and gregarious in supporting the many changes that have happened to the District and to him personally. While, in a traditional setting, he could have interpreted all that has happened to him and his department as a demotion, he actually showed a positive and ethical attitude that has provided an enormous level of support and expertise to the organization and to me personally and I am extremely grateful for this.

2. Change must happen. To continue to do business the way it has been done it in the past or it is currently done, is a mistake that many organizations make. If we did, in fact, we would stifle and put the customers or community in grave danger of dysfunctionality. Through change, we ensure a fresh approach to things and an ability to shape according to customer need changes. By accepting change we actually help ourselves to become more resilient to life challenges and are prepared for crisis better than those who resist change. Rather than thinking about who moved my cheese, it is better to look for the new cheese and relish the journey. A wise man who I met and highly respect once said: “Come what may and love it!” (Joseph B. Whirthlin)

3. Control is our worst enemy. In every organization I worked, I tried to instill a culture of individuality, excellence, and empowerment. By applying principles of openness and willing accountability, most of the times, if not always, I have seen organizations going from a culture of command and control to one of respect and value where individual contribution and trust add more quality to what is done. I have also noticed that, by fostering this culture, accomplishments have greatly multiplied, and the organization experienced a tremendous quantity of work done. By relinquishing control, there is an opportunity to further implement this culture and find joy in what we do.

4. True leaders do not need titles. I have learned from a wise father that titles are just a way to define accountability. Unfortunately, I worked for organizations where titles, for some, meant power. I also saw the devastating effects of these people’s behaviour. It literally ruined lives. True leaders do not need a title to shine and they are successful at all they do because they are not attached to a specific position. An example in my current organization are our Customer Service employees. They are true leaders and this shows in all they do. I am amazed at how they contribute to the community and the organization and I always listen when they have something to say because they have passion in what they do and feel empowered to do what they do.

5. Contribution is based on quality not quantity. I often speak of a “slow down” approach. By saying that, I mean that our focus is truly in the quality of what we do. To go from Good to Great to Best is about relationship building that lasts for a very long time. This takes time and is never fully achieved or accomplished because it is an ongoing process when the process itself is the result.

I can see within my organization that we have gained much improvement in the past years about what we do and how we do it. But I am also very aware that the five rules I just touched upon show a great opportunity to improve further. In the spirit of Good to Great to Best, we can improve further systems within any organization and we can accomplish more of the strategic visions that are built over the years.

I truly believe that any organization has much seed to be a good organization and that we can make it even better.