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EYE ON THE PROFESSION A CLOSER LOOK AT TRENDS AND ISSUES IN THE PARK AND RECREATION PROFESSION
What's Your
When corporate powerhouse Enron, the nation's largest buyer and seller of natural gas, announced its demise in early December of last year, its public relations department churned out a company-wide memo and media release saying, "We want each of our employees to know that—despite our situation—you will be getting a pay-check tomorrow." The following day, checks were distributed. Attached was a note saying no layoffs are in the works. Collective hopes were revived. Had the company found a bailout, everyone wondered? They got their answer the following day when the downsizing began. As managers responsible for the care and feeding of employees, it's easy to understand why Enron would, in a moment of panic, take such a radical communications gamble. The powers-that-be were desperate to short-circuit the panic spreading up and down the halls of the Houston-based company. But, how fair was it for upper management to circulate the "no layoffs" memo when staff cuts were a done deal? Ask yourself this question: What would you have done in Enron's situation? Support the PR spin? Say nothing? Or, are your agency personnel practices such that you would never think to raise the hopes of the people in your care? Would telling the truth, despite the negative impact the news conveys, be more your style? Employer-employee relations are complicated and getting more so as people blur the line between home and work. While men and women might be from Mars and Venus, oftentimes it seems as though management and staff are operating in different galaxies. It's easy to see why. Managers—especially those answering to boards—are obsessed with the big picture, worried about their bottom lines and anxious to avoid becoming involved in the day-to-day personality squabbles that saps their time and energy.
On the other hand, folks on lower rungs of the ladder have concerns ranging from when lunch is being served to whether their dental coverage will be increased. They also tend to spend more time worrying about interpersonal relationships on the job, whether they are being perceived as valuable assets to the organization and what their chances are for advancement. The dance gets more complicated because each group has such a diverse list of needs. That said, is a meeting of the minds impossible to achieve between these two groups? Of course not. But, like the parent-child relationship, managers must understand that the tone and policies set at the top are the stuff of which day-to-day operational procedures are made. Given that reality, formulating a sensible communications plan to cover every conceivable eventuality (including catastrophes) is not just desirable; its essential if your agency (not to mention your mental health) is to survive. We recommend sitting down with your staff and asking everyone to submit an anonymous list of work-related situations and dynamics they're most fearful of encountering in the future. Encourage candor and respect each persons anonymity. Use the results of the lists as a barometer to gauge employee reaction to any catastrophic news you might have to deliver in the future. Based on this collection of gut feelings and candid feedback, you'll know exactly what you must do if and when the time comes to deliver the kind of news your staff fears the most. Realize that there is an up-side to this whole issue, too. An inquiry into personnel worries will reinforce your year-round message that you give more than lip service to your employees' biggest concerns. • 8 Illinois Parks and Recreation WHAT'S YOUR CATASTROPHE STYLE? The Last Word The fourth in a series of reflections from retiring park and recreation professionals
In the 30-plus years that I've had the privilege of working in the park and recreation field for the Rolling Meadows Park District, I've witnessed tremendous growth and changes. The vast majority of the growth and changes have been of a positive nature. Our parks are better equipped and maintained to service our public. Our facilities are state-of-the-art and cater to all ages and interest groups. Our ability to communicate with our residents in a variety of diverse ways has never been better. Our new professionals are better trained and educated coming into our agencies. All of these positives make it difficult to walk away from a career I've truly loved. I won't miss the lack of funding brought about by a politically expedient tax cap or my perception that our new, young professionals don't possess the same dedication and willingness to devote the time and energy to our field that I believe my contemporaries in parks and recreation did as we grew up in the field. I was very lucky to begin my career with much older, seasoned professionals as my immediate neighbors. Fred Hall and Jerry Handlon have been tremendous mentors to me and, more importantly, they have been my friends. I don't think you could find two better professionals, and I want to thank them for sharing their many decades of experience with me. No director can be successful without the cooperation and support of his board. I have had a great group of board members over the years and want to publicly thank them for their support and encouragement. Finally, I want to let all of the people who I have worked with know how much I have appreciated their efforts and how much I have enjoyed my associations with them. I know I am leaving our district in very capable hands with Amy Charlesworth and hope to be able to remain active in some area of our profession. • January/February 2002 9 |
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