4.Plant seeds and give space to sowers. A green thumb leader knows that it is only through dialogue that ideas can sprout and take root. Instead of jealously guarding “my ideas, my client, my territory”, a leader with an eye toward growing a garden takes no ownership, but rather seeks to find which seeds have merit. Like biblical passage, some seeds will whither on rocks or find little moisture in shallow soil. But others will be carried to places where they flourish.

As for giving space to sower, consider my vagabond tomato plant. Where are unexpected business opportunities which can spring up if allowed to flourish? When newcomers bring ideas from other industries and businesses, are they welcomed, or are they rooted out because “that’s not how we do things here?”

5.Feed different plants differently. Not every plant is fed same thing, yet all plants must eat. My roses need a systemic for rust and mildew, and a topical spray. My oranges just need citrus fertilizer every now and then. A green thumb leader understands truism that “nothing is so unequal as equal treatment of unequals”. Just as each voice has its own unique sonogram, each employee, associate, or stakeholder needs a unique blend of “food”. For some, it’s “numbers”. “Give me numbers and I thrive”. For many, it’s opportunity to learn and advance in knowledge. For others, it’s engaging nature of work itself which offers fulfillment. One size does not fit all.

6.Weeding is back-breaking work. A hula hoe alone will not suffice. It was not enough to turn over soil and think that I had rid my garden of weeds. In fact, because I didn’t bend over and get close enough to ground, I picked up only surface “weeds”. What I really had managed to do was to churn stronger ones into a hiding place where they surfaced stronger and more invasive then ever.

A green thumb leader hates this part of task. It means fact-finding – accountability- and time. Not everything that is “green” belongs in my garden. Not every associate belongs with you. In fact, sometimes firing customers can at times be healthiest long-term fertilizer for a vibrant business.

7.Take time to stop and smell roses. I can get so overwhelmed with “work” of my garden that I forget why I planted it. Just sitting in my garden, seeing my neighbors’ delight when I deliver bouquets to their doors, or smelling fragrance in evening are all reminders I need. Why have you planted your “garden”? Are there people who delight in work of your hands? What is aroma that lingers after you have turned off lights for night?

Here’s wishing green thumbs for all of us – in our gardens and our business.

© 2000 by Eileen McDargh. All rights reserved. Reprints must include byline, contact information and copyright.

U: Understand your role. Be competent. Be visible. With voice as well as physical presence, captain and crew were “out and about”. In times of change and turbulence, seeing and hearing leader is important. By walking through cabin and putting a hand on different people’s shoulders, he reassured passengers. The captain also invited people to stay with him and talk about flight if anyone was concerned. In times of change and crisis, it is vital that leaders be seen and available for questions and feedback. Too often, leader meets only with senior people or disappears behind closed doors. Get out and about.

S: See people as trustworthy. Share experience. The captain stated what he would do and that he expected us to follow his instructions. He basically said, “I trust you to do what is right for yourselves and each other.” If a leader wants to be trusted, that presumption must also be present.

The captain also didn’t spend night in Presidential Suite of a hotel. He took whatever was available—just like rest of us. Far too often, leaders proclaim austerity measures and then exempt themselves. One client told of attending a meeting where a 10% reduction in force was announced by company attorney because president and his senior officers were in Augusta, attending Masters Gold Tournament! To preserve confidence and trust, pain should be felt first and hardest at top. The employee and customer loyalty this engenders will be invaluable when turbulence subsides.

T: Take action. Take time to laugh. On Flight #1180, passengers were kept appraised of each action step and results of that step, both positive and negative. Whether in board room, marketing department, or cockpit, an action followed by course correction is a wise mode for handling any change or crisis.

Lastly, captain and crew managed to find humor in situation. “Laughter,” as Victor Borge said,” is shortest distance between people.” Laughing over what cannot be controlled creates that element of bonding which is fundamental in maintaining trust. Laughter puts situations in perspective. It regains focus. It is also canary in mine of commerce. Gloom becomes toxic. One organization started a “frisbee memo day”. Another began holding impromptu ice cream parties. Just because business is “serious” doesn’t mean joy must be absent.

Test your trust quotient by putting asking what would people say about your behaviors during turbulent times. Would there be mutiny and fleeing ship? Or would people stick with you to next destination in organization’s journey? Let’s trust they would.

© 1995 by Eileen McDargh. All rights reserved. Reprints must include byline, contact information and copyright.