New Fruit: Staff Retreat for Virginia Poverty Law Center

We’re delighted to be spending another day in May at the gorgeous Rosslyn Conference and Retreat Center overlooking the James River with the staff of the Virginia Poverty Law Center.

This will be the third year we’ve designed and facilitated the VPLC staff retreat, and we’re taking a new tack this time around.

Our first two retreats were decidedly strategic in nature. The first was a catalyst for VPLC’s new strategic plan, while last year’s session attempted to build on elements of that plan – which was heading to the VPLC board for adoption.

We’re dialing it down this year.

After two VPLC staff members attended one of our Insights Discovery self-awareness workshops earlier this spring, a conversation ensued about using the content for the retreat.

Rather than using the staff retreat as a teaching space – introducing everyone else to Insights, and reviewing their personal profiles – the VPLC staff is leveraging our public workshops to get everyone up-to-speed. That allows us to spend the entire day at Rosslyn using Insights to explore team dynamics, and best approaches for the whole team to function most effectively – and for each individual to best adapt their style to help the whole team be successful.

Our promise to the VPLC team – the day will be fun, interactive and illuminating!

New Fruit: Hitting the Books with Old Friends

Self-awareness. Team dynamics. Effective influencing. Adaptability.

These are a few of the lessons we explored last winter with a small group of Library of Virginia employees. Now, as the state’s official library and archives launches into the implementation of a new, bold and ambitious strategic plan, Floricane has been invited to lead 170 employees through a four-month training program around many of the same lessons.

Using Insights Discovery’s powerful self-awareness tool as a starting point, we’ll be exploring all of the ways the Library’s employees can contribute to a stronger organizational culture, and a more focused and effective future for one of Virginia’s best assets.

It’s not a surprise to us to see the leadership of the Library take such a democratic approach to developing its team and transforming its culture. The institution is, after all, intimately familiar with 200 years of American political and social culture.

Playground Perspectives: May 2012

Just last week, Thea was glued to the preschool antics of Sprout, the PBS kids channel. In the blink of an eye, she's taken the plunge to the pre-kindergarten land of Disney Junior. The developmental leap of small children as measured by the distance between Curious George and a bevy of princesses.

As hard as it is to believe our tousle-headed tot is now four years old, it isn't hard to map some of her behavior forward a decade and seriously consider boarding school. My current favorites - the eye-rolling when she thinks I'm being absurd, and the periodic tantrum anchored with a screaming, "You're not the boss of me!"

I feel more than a little chagrined when I think of my own workplace behavior in the past, and the sorts of things my past managers might have considered. But I also think back to some of those managers and think about the ways in which they helped me grow and develop, and move past my periodic employee tantrums.

Simple things. Stephanie Halloran, who hired me in the PR office at Virginia Commonwealth University as a student intern treated me like an adult. She also brought me groceries when she realized that she was employing an honest-to-God starving college student. Her own boss, who became my mentor and remains a close friend, recognized the importance of listening and connecting on a personal level.

My manager at Ukrop's for many years, John Burton, always greeted me with a smile, worked shoulder-to-shoulder with our team, and let front-line employees determine their schedules - he'd usually take the less attractive time slots for himself.

At Luck Stone, my best managers gave me opportunities to grow and develop - and held me accountable. Leveraging very different styles, Tammy Cummings and Jay Coffman gave me honest feedback, supported my success, and helped me appreciate the contributions others made in my life.

Little things, right? Respect. Friendship. Teamwork. Hard work. Choices. Ownership. Growth.

And one big thing. My best managers rarely acted like they were the boss - of me, or anyone else. My best managers have been my friends, mentors and teachers. They inspired me to do my best work. Every day.

Tom Poe, my mentor from VCU, officiated my marriage to Nikole in his Ginter Park garden seven years ago this May - and serves the important role of third grandfather to Thea. He continues to teach and influence me.

How much time are you spending on the little things - with your team, or with your family? Am I inspiring my daughter to do her best every day, am I helping her grow and learn? What lessons is she learning from me?

Letter from John: May 2012

Over almost four years, Floricane has fumbled more than one consulting engagement. None have been complete disasters, but each concluded with a sad sense of remorse -- and, in the worst of cases, a strong sense of failure on my part.

And while I've been fortunate that we've hadamazing successes to counterbalance the missteps, I can't help but regret -- and learn from -- each of these poorly concluded engagements.

Recently, a small but significant project cracked wide open at the seams - just days before we were to put the effort to bed. Over the four months of working with this client, things periodically felt clunky -- but we were truly surprised by a bolt from the blue email from a client, and its vehemence.

After limping across the finish line, some difficult-to-digest feedback from the client and a lot of internal discussion, this latest stumble reminded our team a few things about our best work. It benefits from (at least) three things:

•     Relationships. When we connect with, and genuinely like and believe in, our partners, we're more likely to do great work. 
•     Contracting. When we take the time to get -- and stay -- on the same page as our clients about the nature of the work, the outcomes to achieve and the definition of a successful project, we're more likely to do great work.
•     Communication. When we check in frequently -- to strengthen our relationship and check on our contracting -- everyone is more likely to do great work. Including our clients. 

Our team's boldest commitment, our vision for the work that we do, is to change the world. It's important to remember that a powerful vision requires "discipline and a strong will"* -- and that we'll occasionally fall short in our efforts to do excellent work for each our clients.

And so, read on! We have a lot of new opportunities ahead of us to be excellent.

Everyman His Own Historian, and Filmmaker, and Urban Planner…

Last fall, Floricane’s John Sarvay casually asked whether the Library of Virginia could supply a staff member who knew something about Richmond for a project he was planning. I distinctly recall the Librarian of Virginia quickly pointing my way. I had just been volunteered, but no problem. After all, I’ve spoken hundreds of times on Richmond and spilled copious ink describing the twists and turns of the cit y’s celebrated and at times tortured past. Piece of cake.

In preparation, I reviewed an entry on Richmond that I had written years ago for the Encyclopedia of Southern Culture. I then did what everyone else (the 99.99999%) would do -- I googled the Wikipedia entry on Richmond. Duly ar med with the “official” and the crowd-sourced versions, I ambled out onto Broad Street for the short walk to the Valentine Richmond History Center for our first meeting.

The gathering opened haltingly, as our hosts pressed us for new ways to engage our audience. This was not intended to be the top-down, voice-of-God, Ken Burns THIS IS VERY IMPORTANT style of history telling, but a meaningful and active engagement with the participants.

I thought about Wikipedia’s “Richmond.” Could we crowd source the city’s story at an event? The ideas began to flow.

Christy Coleman, director of the American Civil War Center, wondered if groups could create their own Richmond timelines; what if folks created their own personal maps of Richmond and assembled those into a collaborative cityscape?  Bill Martin of the Valentine Richmond History Center wonder if a call could go out for aspiring filmmakers to document their city? The ideas were limitless.

And out of those ideas came a four-part series of interactive history events centered on the ways Richmond tells its stories, and the changes that have shaped those stories. “RIC/RVA: 400 Years of Revolution, Innovation and Change in Richmond” engaged several hundred people in unique, and very personal, storytelling.

At the first event at the Library of Virginia, I was struck by the wide range of ages in the crowd. As I circulated, sipping wine and chatting up my audience, aspects of this age difference became apparent. Older attendees asked about the “lecture,” while younger people simply assumed this would be an interactive experience.  As striking was the number of folks in attendance who had called Richmond home for only few years -- or less.

Christy and I passed out a deck of cards emblazoned with images and descriptions of key events spanning the breadth of Richmond’s history: riots, disasters, momentous meetings, political chicanery, and cultural milestones -- the good, bad, and the ugly. Groups would take ten of those cards and create a narrative with a “wild card” event of their choosing. They were now the storytellers.

We watched as people swapped ideas and argued themes to create their story. With event lists plastered to the walls, everyone joining together to interpret the broad patterns. There was no single “Richmond.” One was racked by conflict -- bus boycotts, bread riots, political strife, and rebellions. Another focused on culture and arts, a story of creativity. Others focused on Richmond “firsts,” the economy, immigrants, and so forth. Finally, groups sat down with volunteer designers to create posters that encapsulated the narrative ideas. Each subsequent session strove to achieve the same degree of interactivity and engagement.

RIC/RVA reaffirmed my belief that Richmond is undergoing a dramatic transformation in its collective zeitgeist and self-image.

The passion for and innovative thinking about the city that I witnessed in these sessions, often displayed by people who were relatively new to the community, was awe-inspiring. When I first arrived in Richmond more than twenty-five years ago, the city’s history was as a much a weight that dragged us down as it was an inspiration. Today, people look at the past not just as posterity but in search of possibilities. That is an enormous change.

The event also taught me lessons about my primary craft: Public History.  It demonstrated that an innovative, team approach can make history exciting and relevant to a much younger audience than most historical institutions currently enjoy. Success will come if we truly engage people in the real work of history making rather than in the memorization of rote knowledge.

Oh, and I still want to re-write Richmond’s Wikipedia entry by way of a wiki-thon with the public.

--

Gregg Kimball is Director of Public Services and Outreach for the Library of Virginia. The Library of Virginia was an organizing partner in the RIC/RVA series, along with the American Civil War Center at Historic Tredegar, i.e.*, the Valentine Richmond History Center and Floricane.

The Power of Leadership and Storytelling, and 60 Young Professionals

Everyone loves a great storyteller. I, however, am not a great storyteller, but a great story collector. It is a favorite thing to settle into the fringes of a room andobserve; the people, the expressions, the energy, the connecting, or sometimes the lack thereof. Last Friday at the Bon Secours Emerging Leaders Summit in Williamsburg, nestled into the back corner of the room, I had a prime perch to take in the day's stories. Lucky me - and lucky all fifty of the Bon Secours up-and-comers in attendance - the inimitable Christy Coleman of the American Civil War Center at Historic Tredegar, and our own hilariously self-deprecating and poignantly on point John Sarvay, were the day's masterful storytellers. The energy quickly shifted in the room and the engagement of the crowd was palpable, as John and Christy shared their stories of personal growth and triumph, underlining that the journey really begins when we first know ourselves; our strengths, our weaknesses, our values. Though I'm not certain that vulnerability was meant to be the lesson of the day, it is the word that best describes what I observed, as slowly, slowly we were offered the opportunity to see ourselves in each of them. Perhaps the place to begin is with that step just before career trajectories are dreamed of, planned and plotted, at the true beginning, with a good close look in the mirror.

Changing the World by Engaging the Planet

Last Friday I was lucky enough to be part of the Floricane team that lead a staff retreat for the 60 employees of the Daily Planet, a Richmond based nonprofit serving the homeless community.  We were fortunate to get to work with an internal planning team to design a day that was informative, focused and fun.  They asked two big things of us:

1. They wanted to have fun and to laugh and enjoy them selves.

2. They wanted to see a change on Monday.

FUN

I know lots of fun activities, but fun for fun sake isn't really going to cut it for an 8 hour retreat.   Some activities we customize for clients, and some are so awesome that we might use them over and over with the right groups.  The Balloon exercise is one of those.  As members of the VCU Advancement Department and RVA Leadership Lab can attest it is a high energy thirty minute exercise that includes laughter, competition, rules, and change.  With the Daily Planet I was overjoyed to see the teams sprouting unlikely leaders and really getting into it.  But the ah-ha moment where fun becomes purposeful came in the debrief, this group of sixty people got the connection between balloons and leadership and the application of this experience in their daily life more than any group I have seen so far. 

CHANGE

Part of facilitation is the ability to be nimble in the moment.  I always warn our clients that while I give you an agenda, we might have to divert from it if we need to chase a concept or build out an idea.  Usually, this is something we just do, but sometimes the magic happens when we listen. Towards the end of the day a staff member came forward and asked that we design an activity that would capture what people thought was the best idea they had heard all day.  So, we grabbed 10 minutes from the schedule and captured the information.  The answers ranged from hilarious to really poignant.

MONDAY

At the end of the day we asked that every person make a commitment to do something different on Monday based on what they had learned about their co-workers, the Daily Planet, and its opportunities. So what happened Monday?  If you see a staff member of the Daily Planet, ask them. So far I've heard that the building was buzzing and  the Management Team started acting on some of the best ideas the team generated.

All in all, a powerful and fun way to spend a Friday.

Getting More GOOD Ideas for RVA

You can’t turn around in RVA these days without a good idea hitting you on the head – while that can be exasperating at times, it’s an amazing turnabout from the days when everything in Richmond was half-full and the same 35 people showed up in the same rooms to rehash the same perspectives. Fresh, optimistic perspectives seem to be a new normal in the creative and entrepreneurial quarter, and last week’s GOOD Id eas for Cities event at the Virginia Historical Society is a case in point.

More than 200 people – not your usual suspects, for the most part – came together to hear three randomly formed teams of creative, businesspeople and civic do-gooders share their ideas for attracting more people to the James River, getting more tourists to get off the interstate and explore RVA, and repair our struggling middle schools.

Ross Catrow at RVANews was on the team exploring the interstate question (as was I) and provides a solid summary of the event, and the ideas:

The first group was asked to think about bringing people and dollars to the Canal Walk and the riverfront. They decided that one of the obstacles to attracting actual humans to the river is the lack of businesses near the river. Easy to solve right? Just get more businesses down there!

But have you ever tried to actually start a business? It’s a morass of confusing terminology and a web of links to a trillion different city departments. Here’s the current page from the city designed to “help” you start your new business. This could be SO MUCH better!

The team suggested creating a very straightforward, easy to use resource (Pop-up RVA) that laid out the simplest and quickest path to getting your new business up and running. They suggested focusing on mobile and cart-based business, as those would be easier to “pop-up” down by the river.

Ross also spoke about the new vibe I mentioned a bit earlier in this piece:

I… really do think that this is a special moment in time for Richmond. We need to take advantage of the momentum created by things like Art 180, g40, and the RVA Street Art Fest. We need to start implementing creative, diverse, and good ideas throughout the city.

As always, implementation is the key to turning good ideas into good works. Here’s hoping the GOOD Ideas for Cities launch transforms into GOOD Works for Richmond.