It’s been several months since I’ve written here. There have been ups and downs and rough patches, but I haven’t felt compelled to share these with the wider world. Just suffice to say it’s been a bit crazy around here since November.
Loyal readers will remember that I was writing last year about my EWB team’s strategy development process. A lot has changed since I last wrote, but I’m not going to try to summarize all of it today – I’m sure it will keep changing at a rapid pace. Instead, I want to write about my personal reflections on this process.
I’ve been reflecting a lot on our strategy lately, and on my role in developing it. I’m now a Team Leader for the Agricultural Extension (AgEx) team in EWB. With this leadership role comes a lot of responsibility, and I’ve been learning a lot about what kind of responsibility I thrive with and where I think I fall short. For example, I love the administrative responsibilities of managing a team. I also love the opportunity to invest in the personal and professional growth of every member of my team. Those aspects of my job are thrilling! I am also thrilled by thinking about the “big picture” of the sector we’re working in and how we’re making change in that sector. But that is also where I struggle the most.
I was told when I took this role that one of my challenges would be developing a strong vision and leading people toward it. That prediction has proven to be very true. I am someone who has always excelled more at poking holes in ideas than in building them up myself. I always chalked it up to a lack of creativity, but there’s more to it than that. My naturally critical mind can think of a million different ways for a project to fail. That makes it pretty damn hard to design a solution that I truly believe in, and even harder to sell it to a whole team of people who are here to commit years of their lives to realizing that vision.
Our team has landed on a ~20-year vision of an agricultural extension sector that is innovative, coordinated and customer-service oriented. We’ve imagined a competitive market where extension service providers come from the public, private and civil society sectors to meet the needs of different segments of customers (farmers) to promote socially and environmentally sustainable agriculture. We see quality being added to these extension services at many points, from training and education, to a strong management structure, to well-developed field tools and approaches, to a strong enabling policy environment. And this vision has me PUMPED UP!!
But how do we get there? That’s where it gets a bit more messy. To dig into that question, our team has been designing a Theory of Change (see some great posts on Theory of Change by Duncan Green from Oxfam). We started by identifying 8 key changes that need to happen in order for our vision to be realized, then worked backward to understand the steps needed to realize these changes. We are still working on that part, but the hope is that the Theory of Change will define where our team needs to work in order to realize our vision in 20 years.
So we have a strong vision, we have a Theory of Change, now we need to get started. And this is where I get stuck. How do we, the five members of EWB’s AgEx team, create the change we want to see in the extension sector? There are seeeeeerious challenges ahead. Most of the major changes in the agric sector are created by those with money, power, political influence, or (more often) a mix of all three. We have none of those things. So how do we change the system?
We need to build a solution. Not just a theory, not just our assumptions and hypotheses, but an actual work-plan for how to move forward. Where should I post the new staff I’ll be getting in June and September? Who can they work with? Will their placements be based on learning, or experimenting, or scaling, or influencing? What about the staff on the ground right now? Who are the most influential partners we should be working with? How do we get others to start thinking about extension in the same way we’re thinking about it? Questions swirling in my mind… and very few answers.
Now, back to my struggles as a (non-)visionary leader. What does this mean for my ability to lead my team toward our exciting-yet-difficult-to-attain future? (Stick with me, I’ll land soon.)
I remember someone asking me a few years ago about my Principle of Leadership. At the time, I stammered and mumbled and generally had no idea. But the question has stuck with me and now I know my answer: my strength as a leader is defined by my ability to leverage the strengths of my team. This is really the principle I rely on in all situations. I have some strengths, but I also have lots of weaknesses, and it is only be relying on my team that I am able to bring the best out of us as a whole.
I look to Robin for bringing unbridled passion for the public sector and making sure we always connect our work to poor farmers. I rely on Miriam to bring insights and approaches from her background in development studies. I lean on Siera for a connection to current field realities from being embedded with extension staff and farmers. I depend on Don for his selfless work ethic and insane networking skills to find new partners for our team.
I am grateful for all of these people, and all those I have worked with in the past in EWB. There is so much talent around me, it’s overwhelming! I feel privileged to be in a position to harness all this potential and move us toward an impactful change in the agricultural extension sector. I may not be leading the way with my vision, but I have no doubt that we’ll get there. How could I, when I have an amazing team-ful of talents at my fingertips?