We’re excited to introduce you to the always interesting and insightful Joy Davis. We hope you’ll enjoy our conversation with Joy below.
Joy, looking forward to hearing all of your stories today. We’d love to hear you experience with and lessons learned from recruiting and team building.
When I was hired as executive director, one staff member was already in place. I pride myself on being flexible and able to work with anyone. However, there were several challenges with this individual who did not share my vision for the organization and openly disagreed with my decisions and actions. Thankfully, my board of trustees agreed with me, and I guided her into choosing to leave the position.
It is inherently important to choose team members who possess the skills or habits you do not as an individual. We are not built to be all things – great communicators, visionaries, detail-oriented, or task-driven people. Therefore, we must first understand our own strengths and weakness and then be able to assess the same in potential team members. This is especially important when limited to a small team of 2 to 5 individuals.
If I were to start over with building my team, I would demand autonomy over the hiring process from the beginning. Members of my board of trustees felt it was necessary in the beginning to have a hand in the decision of who could work for the organization. This has been demonstrated as detrimental to the effectiveness of my team as well as the organization and those decisions are now mine alone.
As always, we appreciate you sharing your insights and we’ve got a few more questions for you, but before we get to all of that can you take a minute to introduce yourself and give our readers some of your back background and context?
I am a certified economic development professional. I am used to people going a little glassy-eyed when I spit out that title. The most basic definition of what I do is I assist companies who are looking to hire, invest, train, or expand within the specific geographic boundary I represent. Currently, that is Hocking County and the City of Logan. Typically, we focus on manufacturing and large commercial office customers because there are state level programs designed to benefit these industries. We are able to assist smaller retail customers through our revolving loan fund program and other mechanisms at the local level. I deal with property tax abatements, low-interest loans from various funding sources, talent attraction efforts, and location assistance.
My organization, the Hocking County Community Improvement Corporation (CIC) is unique as it is funded through the ownership and leasing activities of multiple buildings or the sale of vacant land for industrial development. Most CICs rely on funding through the general funds of the governmental subdivisions they represent. The CIC was created through legislation included in the Ohio Revised Code so we do perform a public function although we are not a public office. I know, that is the truly confusing part of all of this.
I work as an agent of change for the community. The CIC is involved in community development, workforce development, job creation, and enhancing the quality of life for our citizenry. While we may not be directly involved in each of these activities, we are present behind the scenes providing those gentle nudges toward the future, typically by educating and encouraging those who make the broad-reaching decisions. What is the impact of this decision? What is the consequence of this decision? What is the consequence of action vs. inaction?
How do you keep in touch with clients and foster brand loyalty?
At the CIC, one of my most important activities is to maintain a relationship with the existing businesses in the county and city. I regularly meet and speak with major employers to discover any needs they may have, and if there are ways I may be able to assist.
Do you have any insights you can share related to maintaining high team morale?
Depending on the size of the team, I would suggest regular meetings for open discussion, this could be daily, weekly, bi-weekly, or as necessary. Work and life are now (and have always been) intertwined. One area of a person’s life will directly impact performance in all areas. Trouble at home will impact work. Health issues will impact home and work. Relationship issues will impact health, home, and work. Therefore, being open to discussion and understanding will help maintain morale. This is not me saying it is okay to accept poor performance if someone has a good reason for it. I am saying that having an opportunity to discuss issues is infinitely helpful to team members. Expectations should always be clearly stated, each team member has a responsibility to the team and the team has a deadline to achieve its articulated goal. Flexibility in how the responsibility is fulfilled and the goal is achieved is key to a successful, cohesive team.
Sometimes these conversations are not about issues, and shouldn’t start that way. These discussions should begin as a way to get to know and understand your team on a personal level. Finding out about what they do outside of the work environment. What do they enjoy doing – hobbies, activities, civic duty, creative activities? Who are their family and friends? An open-ended question such as what are your plans this weekend or where would you like to go on vacation this year? Will bring forth a wealth of knowledge about the people who work for you.
Contact Info:
Website: http://hockingcountycic.com/