There is something to be said about a manager who follows a set routine day in and day out. Every day they arrive at work, take breaks, and leave work at the same time. Their predictability and dependability projects a sense of security to their employees. This type of rigid, structured behavior is usually good for an organization. However, there are times when managers have to be willing to change their behavior, think outside the box, when situations call for it.
Change is inevitable. Whether you are handling constituents in an organization setting, dealing with parents in an education setting, or visiting with clients in a business setting; you, as a manager, will experience change.
Let us look at one example of change on a macro level and one example of change on a micro level that managers in Indian Country have to face, and how the traditional values of courage, honesty, perseverance, and generosity will help weather these changes.
1. Change on a macro level - Probably the most significant change happens when, after an election, new tribal council members are sworn in. A manager will worry about changes the new council implements. This is where the courage and honesty is important. A manager should not be frightened about what changes might be made. Instead, a manager should continue to manage the way he/she always has been. Do not make changes to the way you run your program just to please a new council. Especially, if you are doing a good job in the first place.
Of course, if you are an unethical manager, and the new council is intent on cleaning up unethical behavior, you have something to worry about. If that is the case, then honesty is the best option. Once a manager admits, at least to himself or herself, to unethical conduct, and stops those practices, the new council might take notice and the manager should not have anything to worry about.
2. Change on a micro level - What does a manager do when a long time employee, who holds a key position, quits suddenly, and the program can't deliver a vital service to the community? Once again honesty is critical. A manager in this position should be honest with their constituents and announce if and when the services will be continued. ... or, they can immediately appoint or hire someone to the vacant position temporarily. This will take courage as a temporary hire will have to be approved by the CEO or the governing board. Finally, a manager needs to persevere. He/she should not stop taking calls, or receiving visitors who are annoyed when the change in services occurs, and they definitely should not call in sick and stay home.
Do you have the courage and honesty to accept that (some) change is inevitable? Will you embrace change? Are you flexible enough to change? Will you role model how to embrace and accept change to your workers? Will you stay focused on what changes need to be made? Finally, will you recognize and reward those employees who embrace change?
How do managers in Indian Country handle change? Under most circumstances, managers who cannot change are doomed; however, some tribal members will argue, in Indian Country if they are well connected politically nothing can dislodge them from their position.
What I have written here is but a small fraction of the knowledge a manager needs to know to deal with change. If you want to learn more enroll in my course, Courageous and Ethical Managers, which is scheduled to be completed in a couple of months.
