The last blog post was titled "Everybody Loves the Parks People!" this title originated from the current - but almost past - Director of Arizona State Parks, Bryan Martyn. When he said this, his grin stretched from ear to ear while he lean back and place his hands at the nape of his neck and responded to my question "Everybody loves the park man!"
His response surprised me. Overall, after leaving his office that day from conducting my interview with him, I still did not know how to react. He had a background in the Air Force and then once retired from there reserved a seat as a Supervisor for Pinal County. Coincidentally, as his elected time was up as Supervisor, the Executive Director of State Parks opened up. With no park experience but loads of leadership skills, Bryan Martyn was appointed by Governor Jan Brewer.
Now, with a new Governor, Doug Ducey, also comes a new Executive Director. Staff at ASP seems nervous more then anything for this transition. I do not think Bryan was a bad Executive Director, he was excited, motivated, and worked well with people. The new Director coming on is a women who has a lot of experience as a Parks Director. Today I found out she is big on innovation. This excites me because that is why I am there. I want to help innovate ASP into an organization that is fiscally responsible along with producing services that the public wants while remaining transparent and legitimate.
However, the transition between the new and old Director's bothers me. For a week it seems as though everyone has been walking on eggshells and waiting to progress in their endeavors until they know the general direction the new Director wants to go. Government agencies are already slow moving in their processes and this only further slows things down. Can any government agency conduct business without their head honcho? What would that look like? How would the decision making process change? Would the organization become more resilient?
I know exactly what you are talking about when it come to dealing or being in a transition. I challenged the CEO, CEO assistant, and the district manager. I ended up leaving because at age 17 I had far more to look at than being stuck there dealing with the nepotism, lying, embezzlement, racism, and all the dirty political games. Sadly, When I left there was only room for disruption than positive changes. The people abusing their power were slammed hard in the media and the truth eventually came out. I am glad I stood up for what I believed in and although we cant make a difference in that moment, I took my knowledge of what I went through and I applied it to do better in other jobs.
ReplyDeleteAs jphillips04 mentioned in his comment prior, periods of time that follow abrupt transition in leadership tend to shake everyone up a bit. I've experienced a similar predicament at my job in the private sector, prior to transferring to ASU a couple years ago. Luckily though in my case it was an employee from within the company that most everyone respected and generally liked. With that being said, I know the process can go much, much differently, especially in the public sector.
ReplyDeleteBrianne,I really like your blog overall, It has a genuine feel to it and says a lot about you as a person. I kinda feel like i know you in a way..weird huh. Anyway, I worked for 14 years for the state prison system and only wish the directors(3) we have had during my tenure were open and innovative but that wasnt the case. It seems no one wants to bring in new and progressive thinkers....well I guess (Director Schriro kinda fit that bill). Other than Schriro who was appointed by govr Napolitano, the 2 we have had since 1999 are from the same"network" group of old schoolers that keep getting rehired and recycled---I call them "command and controllers". I have news for public agencies..... innovation is here to stay. If your not innovative then you are not using tax payer funds to full potential. Wake up.
ReplyDeleteJoe