Giant Pumpkins. Low Bars and Pulling Weeds

Over the last 2 and half months we have worked intensively with six organizations (The Lucky 6) by contract with the State of Georgia. We visited each one twice for two days of jam packed information and inspiration. Their missions were similar though their sizes varied from relatively small to fairly large.

Half the training was mission related; the other half specific to values based human relations practices. The latter, human relations, is the topic addressed here.

GIANT Pumpkins

Deb is a valued veteran of our staff. She and her husband share a love of gardening. They are the most serious gardeners I know. Their specialty is growing giant pumpkins. When asked the secret to growing 1500 lb. goliaths Deb told me there are two; starting with great seeds and plenty of nurturing (five whole gallons of miracle grow every day to be exact).

We use this metaphor to help organizations understand what it takes to build a world class team of staff. We help them understand the critical importance of holding out to find the best talent. Then we show them how to improve their recruitment practices so as to attract and select world class candidates. Then we move on to the nurturing part which includes new dimensions and vast amounts of orientation, training, coaching and support.

Stages

As each of the Lucky 6 organizations grasped this new paradigm of human relations they quickly realized they have current employees who do not meet the standards they are about to set for new hires. Just as quickly they realized they need to use the tools we provided to communicate this new understanding to current employees.

The Stages of Development is a tool we developed to graphically enable managers to view performers in one of four boxes. Those in Box 1 need to be told what to do. They need specific instructions and certainly shouldn’t be expected to be trusted with any significant duties or responsibilities. Brand new employees and recently promoted veterans always spend some time in Box 1 .

Eventually people develop some basic skills and move out of Box 1. They need coaching not direction and become Box 2 performers. Eventually they gain more mastery over their jobs and their confidence grows to a point where all they need is a sufficient level of support. These folks try things and report back often saying something like, “This is what I did, what do you think?” We call this Box 3 performance. With more experience in varying settings and circumstances they become independent in their jobs and reach Box 4.

The Lowering of the Bar

Our experience with The Lucky 6 has confirmed observations made over the last twenty years with dozens of organizations throughout the country. A sad and conflicting scenario has repeatedly occurred. Due to better advocacy, enlightened families and institutional closures our field has witnessed dramatic growth. Yet as our jobs have become ever more complex; government support insufficient and labor supplies have tightened far too many organizations have watched helplessly as their performance bar has lowered and sunk.

Over this period we’ve heard executive after executive bemoan they are hiring people today they would never have even interviewed 10 or 15 years ago. When we ask them if any of their current employees with 2 or more years of experience are still performing in Box 1 (they don’t do anything unless specifically told to do so) they quickly and regretfully respond, yes. When we ask if any with 5, 10 or 15 years experience are also performing in Box 1 their regret turns to embarrassment and then distress.

Certain industries have compensated for this lower bar through technology. Just push the button on the cash register that looks like a hamburger and hand back the amount of change the machine tells you to. But we haven’t figured out yet how technology can be of similar assistance in direct human service systems. So, too many organizations find themselves with more and more Box 1 performers.

Pulling Weeds

In our way of thinking, human service organizations are left with two choices. Provide sufficient training, coaching and support to help those who are motivated improve. For those who are satisfied with their poor performance, resist change or do not respond to additional training we are left with only one alternative. Keeping with the gardening metaphor they have to be viewed as weeds, which need to be removed from the garden before they choke the vitality from the giant pumpkins.

Using labels is dangerous. Metaphors are fun and often useful teaching methods. When considering this one, please remember that by definition weeds are plants which are out of place. In another garden or another place they will be appreciated and will thrive.

Georgia is Making the Shift!

Hi Mr. Suess,

I hope all is well with you. Everyone here at East Central is still filling buckets in various ways. The atmosphere seems so much more positive! The Champions have been facilitating the consumer groups in the manner that you showed us and we have already seen great results. One consumer has reduced her episodes of SIB. Consumers are paying more attention, and the staff seem to be having fun assisting with the implementation of the programs. The best news of all is that our accidents and incidents dropped to 128 for the month of March! (We generally average around 200+).

We have also completed our caring assessments. We have had daily reading sessions in order to allow all staff time to read the "Shift Happens" book. I enjoyed the book, "How Full is Your Bucket". I have also printed the water drops from the website and have given several to staff within the division.

Just wanted to give you a little update. Talk to you later...

Denise Bartlett
Developmental Disabilities Chief
East Central Regional Hospital, Georgia

Poem: George Is In Georgia

The following poem was written by Sharon Suess, George’s wife, as a tribute to his dedication and passion in spreading the word of Delarc’s proactive, positive approach.


George is in Georgia. That's where he is.
He flew there this morning, it's all about biz.

He teaches and charms the good people there.
He expends lots of energy and shows how to care.

Delarc is amazing, they've worked really hard,
The proactive approach deserves high regard.

He comes home exhausted yet strangely delighted.
His audiences listen, their hope is ignited.

He never stops working, not even at night.
I can tell what he's thinking and I'm always right.

He closes his eyes at the end of the day.
But helping his people never goes away.

He's a true warrior for people who need him.
He fights the good fight, his goals never dim.

His work is his passion, he's spreading the word.
Sharing his wisdom, his vision unblurred.

Reflections from participating in Training in Georgia

Although I've been part of training and consulting a few times over the last 10 years, my participation always reaffirms the blessing I feel to work and provide high quality services for the consumers at The Arc of Delaware County.

Many organizations across the country are eager to learn how to improve their service provision to consumers to achieve even greater benefits. It's really terrific that The Arc of Delaware County is such an inspiration for other agencies serving individuals with developmental disabilities. The staff at these agencies truly devour both the behavioral technology and the leadership approaches we use to such great effect in our own organization. It is humbling yet very gratifying to be told that we are such a motivation to them. We are able to provide them with hands on knowledge and skills. It makes a hugh difference to agencies that we walk the same walk every day and understand the realities and challenges. We were told on this trip that we're their heroes!

I always return invigorated and energized, which positively impacts the work I do for the individuals we serve in Delaware County.

Barbara Rothenberg,
Chief Operating Officer
The Arc of Delaware County