Covid, Ebay, United States discussed on Zo Routh Leadership Podcast


Stay anything 'cause I got. I believe that other people can can mold me. In terms of way, we should automatically be going. Can you think of a time when you've done that? Were you've turned to your team? And and said I don't know where the answers are. Let's work on this together. Let's mold away forward and you've had your own perspective turned around. As a result and it could be a radicalled new view of the world life a particular topic. Can you think of a time and happened? As recent suggestions about one of the best examples that we have. As your way of the Pasta only two months, we've been involved. In, not Business usual looking in often people experiencing homelessness of homelessness and Family Services, food insecurity poverty disadvantage, etc.. But then we had the suggestion of the of the droughts and the famous on the DACA July two at night time through that and. As I mentioned in my boss experience. And I think that the suggestion from the bushfires. is by point for me. I will the bushfires gyration with a very specific view of what an emergency response plan should look like? and must it. It was turned on its head. And the way it was, the his head was essentially that the environment that we operated in there. With that people didn't necessarily trust government that necessarily trust. In a charities or any support infrastructure. What I did trust with the people who were. At the bushfires exposed to the fires. And who were in the site position as they were? And, what you've seen developed a work community relief organization. She had people metro, responding and becoming like community relief coordinators now some of the with Dutch on the show that many of them came out by themselves, and saying on Ebay too tight on a sheep off providing foods clothing support. And that changed leadership for me in a way that he would have expected well. Here's a national bushfire at coordinator disaster this to step in and going to put all of that implies ordeal as a charity, we would walk in there as responders and as recovery agents, and we would assist at all that it didn't happen. It was something that they created which was important to them. And that changed my view of of leadership and management, and also has set the direction for being Tim's of Covid. Nineteen, in terms of how we need to operate post, covid, nineteen. Because I think that. A focus on people focused on the community. If is about on on what they would do themselves, and how they would ensure that there is a solution for them as a community. That's the key. That's what we need to look at and from a welfare by speaking. I think that's a strong focus that we should have going forward. So instead of going in like Superman to save the day showing up with questions and saying, what are you guys want? Would how do you want to run this and being support as opposed to the rescuer? Absolutely absolutely because I think that what we sometimes do, we underestimate the resilience of people. And we end might've our knowledge. They're unskilled. And you know how they as a community can operate together. We spent his in actually decades educating people that at through educational. Institutions Etcetera, and then we still believe that they're not able to think for themselves and to pull together and bravado solutions. I think it's about trust Zoe in for me. If I look at that as I think that is the way that I look at my people from. US Kobe for instance that I need to trust the skill I need to trust the diversity I need to trust commitment on need to trust. The dice subscribe to the mission of the organization and most of all I. think that I need to try to provide the solution. I think that's That's a big one right, so it's about changing perception about what people are capable of. And then he's been talking about that. In terms of the people that they serve for a long time, and that the people that you work with are not helpless, useless beings by any means, and they're worthy of dignity and support on their own terms, and certainly a lot of aboriginal communities have been saying that for a long time. You know, don't just come in and try and fix us. We know what we need. And let's work together on. That list listened more rather than trying to come in and dictate how it's going to go. That's an astonishing awakening, and I love it. I think that's beautiful, and it's very empowering, and you actually see that a lot in the real regional communities where people have banded together neighbor to neighbor to sort things out and those are the best solutions are the ones that are manifested on the ground. So with all this experience across different cultures, different or Different sectors I, wondering if you've noticed, are there common people challenges that you experience as a leader and the people that you deal with like our common patterns that you see time and time again that come up as you're leading teams. Yes I'd I'd do it I it is. It's sometimes people have by had been exposed to. A situation where they're not allowed to homeless when a cool thing for themselves. I my dad used to coat Dundas I do do as I tell you. That top of a bridge and any. That's one concern. I think the other point is is basically commitment. We give up too easily and we not. Committed to the commitment that we've might. I quite often have conversations with people when they start in the organization that I talk about the mission and our took about the the values of the organization. And then quite often, you you experienced. Some activity will behind yet. That's not reflective of it so when you go back and you ask the questions. What has changed for you in this journey, because something must have happened that changed your original thinking, because that's what what you mentioned to me, then he would find that there's been a communications attraction or is. It's a matter of our did not have the link. To the believe system that I thought I had. What it's about the motivation, you know to say that I can make a change now. That comes back to the People's suggestion it is. It's a game about. How do you operate and provide? A new horizon for people in constant isis and as a leader. And I think that's the big thing that that sometimes lacking because we just saw chasing the delivery of the program and the living of the KPI and providing the report and making should art got all the meter data available at etc that we often miss the horizon. What what is arising new horizon that work? As a collective, or as for individuals are, both I think it's more I do believe that you would get that as a collective as well, but I think it's mostly as individuals, and that's mostly we find it so that you find that their motivation jobs off if they don't have something else to grow into or grow with. Absolutely absolutely. That's the leadership challenge that we have and that he's the that's way. Part of my coaching comes in and that his way the coaching of The people that spot of my executive team you know, we all have to pull together. I got find that you go into this whole M, capability assessment and I say well. Let's do this this this capability. Review the you look out the key performance indicators etc.. But what we miss out in that process, the people issues he's the age the thing that drives not people that provides the.

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