The Chadock Group, LLC

I don’t know what to move forward on, we need many things and I am struggling to decide what is best.

Yep, that was last week’s conversation with a director.

Last week we talked about difficult conversations. This week we lean into difficult decisions, because they often go hand in hand.

My first question was, “what are your priorities for the year?” “Well…” and they continued with about six different potential things they could consider. Yet, no plan.

I asked, “Do you have a strategic plan or a capital budget?” “Oh, no strategic plan. We do have a capital budget that the finance director just puts some money into each year.”

Here lies the issue. If we don’t have a vision to see where we are going, how do we know where we are supposed to go?

Indecision creates stress, confusion, and pressure for everyone involved.

If you are going on a road trip for a vacation and the destination is a place you’ve never been, you need a map. Life is no different. If you are trying to serve your community in the best way possible, you need a map.

Technically you could operate with a capital plan that earmarks money on specific projects and amenities. Relying on this as your vision. It can work and is certainly better than the previous story.

However, even a lightly developed strategic plan covering three years can help so much when making difficult decisions. After all, many times it is not the decision itself that stumps us, it is communicating this to stakeholders with competing interests. People want to know where you are going and when their needs will be recognized and met.

I know this all too well. I lived it years ago.

There I was, first month on the job as director, and the park and rec commission — all seven members — had vastly different desires. Suddenly, I was being peppered with questions:

“Have you thought about adding ballfields?”

“When are we expanding the rec?”

“We need an outdoor pool, how are we making that happen?”

“What happened to the locker room project?”

“How much money can we use from the PRC fund?”

And so the questions went.

I paused, looked at each of them slowly as I moved my eyes across the room. After a couple deep breaths, I responded.

“Thank you each for expressing things that are all important to the community and our various user groups. I appreciate your input. Rather than just ambiguously start spending money and throwing darts for programming ideas, please allow myself and the staff a little time to coordinate plans. While this PRC group will continue meeting monthly, it is September. I’d like to give you our unified plan in Q1 of next year. This plan will incorporate staff, administration, the community, and of course boards and commissions as we detail community needs versus wants. Can we all agree to this? I’ll provide operational progress updates monthly, and in February or March I will provide the details of a full strategic plan for us to review together.”

They unanimously agreed.

I have sat in that seat, balancing seven different opinions and still needing to lead forward.

Before we can cast our plan we need:

1. Values
2. Needs versus wants
3. Priorities
4. Multi year strategic plan to meet expectations
5. Broadcasting our why

I expressed the importance of values in service as these would drive decision making and how we serve a community.

Understanding the actual needs we have for service in comparison to the “nice to have” programs or amenities.

Once we digest this, we must prioritize and begin earmarking money to projects and programs.

The strategic plan serves as a key roadmap and expresses how we will meet expectations.

Lastly, no plan is enough on its own. We must broadcast our message to the community. Explaining what we are doing, why, and timelines so everyone is on the same page and understands the vision.

Without a plan, every decision feels urgent, emotional, and reactive.

We will always face difficult decisions. These decisions do become easier when we have a plan.

Even if someone doesn’t like it and voices negativity, we can still clearly explain the why behind what we are doing while educating them on if and when we will meet a specific item they are looking at.

Let’s face it, sometimes a couple people like a program that simply doesn’t make sense for our department as demand is lacking. Being upfront about this and providing alternatives saves many headaches along the way.

As we continue through these final weeks of a hot summer, remember your values. Communicate your team’s vision with all staff. Show appreciation and remember, everyone loves popsicles and ice cream.

If your team needs clarity, values, or a roadmap forward, I’m here to help you build it.