People are individuals, but just the act of watching someone who is engaged, inspiring, transformational, and positive will translate to the subordinates because they can see that this is the expected norm. If coached and mentored correctly, personnel often manage to reach a high bar because they are interested in doing well unless there is a factor which causes them to do otherwise.
Are we just going through the motions to do what is expected of us, or are we devoting a certain amount of energy to the event? If we don’t have a certain amount of passion about what it is we do, how can we expect to create any excitement about what it is we do in order to motivate the people willing to follow us?
Why we can’t get a better understanding across our personal dividing lines, I don’t know. But instead of talking about what color helmets we wear and how many lights we have on our POVs, maybe we should be taking on issues like recruitment of good people, understanding why some communities require career personnel and some must do with volunteers, understanding that some of us choose to be career and some find that they can volunteer in their communities, and some can actually do both, and any number of subjects.
Firegeezer posted a very recent article that reminds us art, as in beauty, is in the eye of the beholder. While there are individuals out there who think that art is only art if it speaks equally to everyone who views it, there are those of us who see things differently and can see beauty and form even in leading others. It’s a matter of being open to what constitutes art.
Like it or not, organizational values define organizational culture. These values help guide you in times when hard decisions must be made under ambiguous situations. When organizations lack defined values, or personnel don’t understand them as the gospel truth, they don’t always reflect those values when challenged.