CHECKING IN Aftershocks abound

Aftershocks abound

Another discussion on culture? Yes! As leaders, we’ve heard so much about and have a vast spectrum of perspectives on the topic of culture – but how many of us feel we really have our arms around it?

After all, the pandemic created culture shock for all of us. And we haven’t had a chance to articulate where, how and to what extent those changes have affected the culture of our organizations.

The way I see it, we’re now in the “aftershocks” – a smallish earthquake that follows a larger earthquake in the same area of the main shock, and is caused as the displaced foundation adjusts to the effects of the main shock.

Large earthquakes can have hundreds to thousands of instrumentally detectable aftershocks that steadily decrease in magnitude and frequency according to consistent pattern. In some earthquakes, the main rupture happens in two or more steps, resulting in multiple main shocks.

Starting to sound familiar? I thought so.

By now, we’ve arrived at the point of trying to understand the effects of culture shock and aftershocks on our various audiences. For example, when it comes to students, we know that the dashboards we have available to us are out of commission – aftershock No. 1. Related to employees, 77% of global workers reporting burnout – aftershock No. 2. And, of course, there’s our parents who are still recovering from two years of being more involved in their students’ day-to-day learning than ever before – aftershock No. 3.

But there is good news. We can address these aftershocks, no matter how deep and rumbly, with a few simple steps: 1. Determine how we want to be known by our customers. At CASBO, we want to be known as the association that was there for you. That helped make you better at what you do. That responded when you needed us. That gave you a sense of community as staff, leaders, friends and peers just by being a member. 2. Specify what we’re promising our customers. CASBO’s mission is to be the foremost authority on school business. No matter what’s happening to the ground beneath us, that will remain our focus. 3. Translate that to every corner of the organization. This includes staffing, processes, structure, promotions, rewards, leadership development. How can we think, feel and act consistently in what provide our customers across the organization?

Each of you is an integral part of the culture in your districts. And just like at CASBO, it’s incumbent upon you to address friction, processes, policies, budget priorities and more that aren’t congruent with delivering what you promised to your customers.

When we do this, we’ll always be valued by our customers – no matter what aftershocks we face! z z z

Tatia Davenport CEO