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There is a direct relationship between high levels of vocational fulfillment and enhanced quality of service. Furthermore, creative and connected, vocationally fulfilled people become the substance of vibrant organizations. Paying attention to the humanity in your human resources is an investment in your organizational culture. And walking the talk is one of the most powerful ways to lead.

Transformative relationships

Relationships are the container for transformation. This is especially true in human services programs that are aimed at improving the lives of other people. Without a solid relationship there can be lack of trust and an air of self-protection that can act as armor in the development of intimacy. The best possible “solutions” or suggestions for growth or change have no place to land without the foundation of trust in a relationship.

When you consider this in terms of supporting creative contribution within your team, the importance of relationship is equally crucial. As a nonprofit leader, you hold a great deal of power and responsibility in terms of putting out the welcome mat for team members’ innovations. But if you have not put in the work to develop the relationship, it is not likely they will cross that threshold. Hearing that I am welcome is not the same as feeling that I am.

What makes a relationship a safe space for potential transformation? Let’s start with openness, willingness, understanding, shared vision, respect, honesty, and a well-developed communication dynamic. One communication style doesn’t fit all. It’s not enough to say, “Here’s how I communicate ~ now adapt.” As leaders we have to be aware not only of our communication habits, but also the diversity of communication needs within our teams. Without this, a great deal of time and energy is wasted in times of crisis and change, just in trying to understand what is being said and what is really meant. Not to mention the conflict and hard feelings that can linger long after a difficult interaction, which can be so destructive to the culture of your organization.

The curiosity, creativity, contribution connection

When was the last time you worked your curiosity muscle? One of the hallmark qualities of impactful leadership is the capacity to retain a curious nature. Capacity for creativity is greatly diminished in the absence of our ability to “wonder.”

Curiosity inherently implies an exploratory mindset. What could be more important when on a solution-focused expedition? Creativity is stimulated when we start asking questions and curiosity is the impetus for inquisition.

Give your own curiosity muscles a good workout by demonstrating an interest in what makes your team members tick. Make time for genuine discussion about their interests and passions with a view toward finding ways to align their personal drives with agency mission. Support team members in the expression of their personal curiosity and creativity. Set time aside in team meeting agendas for free flowing brainstorming sessions. Create safety so that even the wildest ideas can be laid bare without judgment and analysis.

When our curious and creative natures are stimulated and given space for expression, our capacity for contribution goes through the roof. And our sense of vocational fulfillment is greatly enhanced.

Curious, creative, and fulfilled team members become synergistic. This energy permeates organizational culture and does more for morale and quality than any one individual could do alone.

This work takes time and energy but the potential outcomes and rewards are truly priceless.

Co-creative communities capitalize on strength and capacity

Most of us like to think that we are collaborative and transparent. We see ourselves as open to others viewpoints and willing to entertain the alternative perspective. Intellectually, we seem to know that an inclusive approach to diverse ideas is imperative to the process of co-creation. But, do we feel it? And more importantly, do we embody it and subsequently act in ways that demonstrate the principle?

Consider what happens to you on an emotional level when confronted with a perspective radically different from your own. Now, apply that to those times when you are faced with making an important decision and what you are looking for from your team is buy-in but what you get is devil’s advocacy. How well are you able to intentionally enter that space with authenticity and transparency?

We need to start incorporating more time for real debate in safe ways. Let’s design practices that offer opportunities for diverse expressions of worldview. Let’s prepare for these conversations through careful internal observation and the toiling of the soil in our own hearts and souls so we are prepared to nurture the early sprouts of novel notions and various viewpoints.

Look to the strengths and capabilities inherent in your team. What do you notice? What do you admire? What areas do you see as ripe for deeper exploration and explicit expression?  Hint ~ you won’t know the answers to these questions unless you have done the work to create curious and connected relationships. But when you have this awareness, you will know exactly how to convene the collective energy and wisdom of your team. Until then, work on creating the kind of dialogue in your organization that lays the foundation for the recognition of strength, creativity, and personal desire for contribution.

Powerful leaders take the first step

If you are asking team members to be courageous and declare the paths of their curiosity then, as a leader, you must be willing to walk it yourself. In fact, demonstrating your personal willingness to be uncomfortable and expose the ideas and questions you are grappling with can be the most powerful way to create the foundation for the kind of work you are asking team members to step into.

Taking the first step can lead to extreme feelings of vulnerability. It’s not easy for us to admit that we don’t know for sure what comes next. You may have been conditioned to believe that leaders have all the answers or, at least, it better appear that you do. We have come to attach our inner sense of security to external guarantees even when we know in our hearts that those declarations can’t be trusted. It somehow lulls us into the false belief that things will turn out okay and there is nothing we need to do or change to help that along. If we don’t look at the inherent problems, we can trick ourselves into thinking they don’t exist or that somebody else is taking care of it. As a leader, don’t fall into that trap ~ It rarely ends well for anyone.

Instead, be authentic and transparent in your search to understand the next steps. Admit the gaps in your own knowledge or awareness that you are curious to explore. Be bold and brave in the expression of your questioning heart. Allow yourself to be vulnerable as you demonstrate your own ability to be with the unknown even when it’s scary. Get inspired by the journey of discovery. Leaders can’t ensure that team members feel safe, that they will step into the space of exploration, that they will take the opportunity to discover and declare their contributions, but they can create the space for it to happen and be the first one to arrive at the table ready to receive each person in their own time.

Elizabeth Bishop is the creator of The Conscious Service Approach. She regularly facilitates workshops based on the principles of the approach both online and in person. Elizabeth can be reached at www.elizabethbishopconsulting.com, on twitter at @askelizabethb, and Facebook and Linkedin at Elizabeth Bishop Consulting.