(Image by congerdesign from Pixabay )
"We were planting seeds of change, the fruit of which we might never see." - Michelle Obama, "Becoming"
Undoubtedly you've heard the old adage, "We reap what we sow"? Good or bad, we may never know the results of our efforts.
Every stage of the process is critical and worthy of attention. Therefore, this will be a multi-part series using the leadership environment framework and a farming analogy.
Leaders most important assets are their people. One of a leader's most important duties is developing their people for the future. Easily said, but not so easily done; otherwise, everyone would be doing it. Leaders have a duty to develop those they lead (including self), the integrity to know if they are fit for duty, and respect for the well-being of those they lead.
The reasons why leaders fail at living our values and principles are as numerous as the stars in the sky and not a focus of this piece. So where does one begin? At the beginning, of course. But in this case, the beginning is also the end. Leadership development is a cycle and not a timeline. Therefore, I am operating on the premise that leaders don't develop followers, they develop other leaders, perpetuating the cycle.
During this blog series we will look at preparation, sowing, tending, and harvesting using the leadership environment framework—the leader (the farmer), the people (the ground), the situation (the seed). Some concepts don't fit neatly within the analogy, but hopefully you get the point.
Farmer Preparation
Well before fields are planted, farmers must be fit for duty—both physically and mentally. "Growing" others is hard work. The hardest work may be personal awareness and having the integrity to know self and seek improvement. Admiting we don't have all the answers opens us up to accepting help from others. Leaders are lifelong learners and should never assume they know everything. Deference to expertise is a leadership strength, not a weakness.
Thought: One shouldn't tend an other's field if they do not know how to tend their own.
Action Item: Nurture a growth mindset, seek for understanding, and become a student of leadership and fire.
Like the farmer, leaders have full responsibility for all development actions and results. Therefore, a well-developed plan is a must. Farmers must know the condition of the soil, when to plant, how much to water, etc. Leaders must know their people and look out for their well-being. A leader should never ask others to do something they wouldn't do themselves.
Farmers and leaders develop a comprehensive plan and provide a solid vision/intent. Things you need to know to develop your plan:
Action Item: Refer to the Self-Development Tool for a guide and checklists to assist your planning.
[Disclaimer: There is a bit of chicken and egg paradox with this analogy (do you see a farm theme here). It is hard to know the "what" and "how" when you don't know the "who." Additionally, I want this to be a brief blog; fill in the blanks.]
Pam McDonald is a writer/editor for BLM Wildland Fire Training and Workforce Development and member of the NWCG Leadership Subcommittee. The expressions are those of the author. Neutral pronouns were used.
Every stage of the process is critical and worthy of attention. Therefore, this will be a multi-part series using the leadership environment framework and a farming analogy.
Leaders most important assets are their people. One of a leader's most important duties is developing their people for the future. Easily said, but not so easily done; otherwise, everyone would be doing it. Leaders have a duty to develop those they lead (including self), the integrity to know if they are fit for duty, and respect for the well-being of those they lead.
The reasons why leaders fail at living our values and principles are as numerous as the stars in the sky and not a focus of this piece. So where does one begin? At the beginning, of course. But in this case, the beginning is also the end. Leadership development is a cycle and not a timeline. Therefore, I am operating on the premise that leaders don't develop followers, they develop other leaders, perpetuating the cycle.
During this blog series we will look at preparation, sowing, tending, and harvesting using the leadership environment framework—the leader (the farmer), the people (the ground), the situation (the seed). Some concepts don't fit neatly within the analogy, but hopefully you get the point.
Farmer Preparation
Well before fields are planted, farmers must be fit for duty—both physically and mentally. "Growing" others is hard work. The hardest work may be personal awareness and having the integrity to know self and seek improvement. Admiting we don't have all the answers opens us up to accepting help from others. Leaders are lifelong learners and should never assume they know everything. Deference to expertise is a leadership strength, not a weakness.
Thought: One shouldn't tend an other's field if they do not know how to tend their own.
Action Item: Nurture a growth mindset, seek for understanding, and become a student of leadership and fire.
Like the farmer, leaders have full responsibility for all development actions and results. Therefore, a well-developed plan is a must. Farmers must know the condition of the soil, when to plant, how much to water, etc. Leaders must know their people and look out for their well-being. A leader should never ask others to do something they wouldn't do themselves.
Farmers and leaders develop a comprehensive plan and provide a solid vision/intent. Things you need to know to develop your plan:
- Who is going to be developed and what do you know about them?
- What is your task, purpose, and end state with regard to developing your people?
- What knowledge are you going to plant? What is the objective of the planting? Are you planting the heirloom variety (a packaged product like an L-course) or creating a new variation (mentoring/coaching)? Is this an annual (one time and done like coaching) or perennial plant needing future attention (mentoring or lifelong learning)?
- What tools and materials will you need for the project?
- What is the proper growing season (is this person a PFT/career-seasonal or temporary) and how long will the project take?
Action Item: Refer to the Self-Development Tool for a guide and checklists to assist your planning.
[Disclaimer: There is a bit of chicken and egg paradox with this analogy (do you see a farm theme here). It is hard to know the "what" and "how" when you don't know the "who." Additionally, I want this to be a brief blog; fill in the blanks.]
Pam McDonald is a writer/editor for BLM Wildland Fire Training and Workforce Development and member of the NWCG Leadership Subcommittee. The expressions are those of the author. Neutral pronouns were used.
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