The Power of People

In the 21st century where technology allows organizations to move faster than ever, change is a constant.

While some people are wired for dynamic environments, for others it can be a challenge to learn new things and adapt when presented with new information and tools to reach objectives. Leaders can no longer simply use authority to push their reports into compliance—modern leaders must motivate their followers by supporting their needs and helping them understand their place in the bigger picture. This involves creating psychological safety through transparency and trust, providing people with the skills and information needed to get the job done, and creating opportunities for collaboration.

I recently led an internal culture working group at my organization established to support the growth of DEIB. Each working group was trained in skills like active listening and examining how unearned privileges can impact biases. Despite the consistency of this training, some groups suffered from a lack of psychological safety which impeded their ability to progress in their objectives. My working group rated psychological safety at the highest level across the board in an anonymous poll, and as a result we advanced our deliverables more quickly than any other group. Because we started with trust building exercises, we were able to explore ideas without fear of criticism, and we quickly arrived at consensus by allowing each person dedicated time to express their opinion. Although this working group was temporary, each member retains a good working relationship with one another across divisions and departments, which increases collaboration and decreases information silos.

Another key aspect of modern leadership is providing the training needed for staff to get the job done. As an operations support coordinator, part of my job is creating materials that teach people how to get their job done, but learning tasks for a current job is not enough to develop staff so that they can grow in their role and their career.

I make it a priority to get to know my colleagues and to understand their histories, strengths, and aspirations.

From there, I keep an eye out for new job roles, educational opportunities, or projects that would align with their goals. For instance, a younger colleague who took on my previous role coordinating animal transports enrolled in the master’s of interdisciplinary studies degree at Southern Utah University with a focus in Contemporary Animal Services Leadership, and she was uncertain about what kind of Capstone project would fit her interests. In the course of our conversation, I discovered that she had a background in data science, which is a large and growing component of contemporary animal services. I connected her to our company’s enterprise data team, who were able to collaborate with her on a project that would build her skills, forward the company’s objectives, and give her new connections within the industry.

Finally, no organization succeeds on the talents of a single person— big things happen when people work together toward a common goal. Uniting people by giving them a role where they can make a difference is one of my deepest passions, and I did just that when I developed large networks of foster caregivers and other volunteers to save the lives of pets at risk of being killed in Houston’s largest municipal shelters. Many people wanted to help, but often resorted to criticizing the government agencies or bemoaning the tragedies of animal death and suffering. I created a positive outlet for them by structuring programs and roles that empowered these individuals to contribute to a long-lasting solution. The draw of helping animals gets people in the door on its own, but retaining their support as volunteers is harder.

I created a successful network by offering a listening ear, opportunities to develop, and connections between people.

Sometimes all people need is to feel heard and validated in their experiences, and I always scheduled time to be present with my volunteers and respond to their concerns by adapting the programs and clearly communicating changes. In spending that time with them, I came to know about their background and interests, and was able to design and offer new opportunities for them to contribute more and build their skills. As these programs grew, I had to find ways to scale the program without losing that personal touch, and so some volunteer opportunities included roles as mentors or assistants who could take on the responsibility of supporting and engaging fellow volunteers. These programs built relationships between individuals as well as between the shelters and the community, ultimately ending the killing of animals in that shelter and creating a sustainable framework of community-based support.

Modern leadership is about building groups of people who want to progress their own skills while working together in a fast-paced and constantly changing world. Effective leaders understand that their people are the first priority, and by putting people first, they can achieve outcomes more efficiently.