Waste Not. Want Not.
I did not fully appreciate how important garbage and recycling services were until I started working in local government. It came as a bit of a shock when I did a survey of residents to find out what information they most wanted to receive from the City. You guessed it – garbage schedule updates. Since then, I’ve paid a lot more attention to garbage and the increased expectation for recycling. Back in the old days – so let’s say 15 years ago – our family tossed everything into the garbage. I wasn’t aware of recycling programs and wouldn’t know what to do with them even if I knew they existed. Our small family filled two garbage cans up every week and didn’t blink. When I first heard the term “zero waste” I considered it a nice ideal but unlikely in terms of any practical application.
Jump ahead to today. We recycle everything we can, including dropping off items like electronics and paint cans at depots. We separate our food scraps. We make sure that paper, containers and glass are kept out of the garbage. We sort our refundable bottles and cans. We use one small garbage cart that is collected biweekly. We experience guilt if a recyclable item inadvertently makes its way into the garbage. We are converts to the aspiration for zero waste.
This evolution to conscientious recycling isn’t complete. I know there are holdouts. I suspect there is less personal pressure when you’re an anonymous resident in a multi-family complex with centralized collection. But I believe the pressure and the acceptance of the responsibility to recycle will continue to spread. The trick for local governments is going to be keeping up with demand.
In Sustainable Waste: Not an Oxymoron in the summer 2016 Exchange, it was interesting to see how different areas of the province have developed their own best practices to suit the needs and challenges of their communities. It’s nice to know that one solution doesn’t need to fit everyone, and that a mix of approaches can still support the same outcomes in the long term.
Even more exciting to me is the growth in new industries to turn waste into a resource that can be used and/or sold by local governments. Instead of looking at this waste as, well, a waste, these organizations are tapping into ways to sell their waste as new products. The examples shared in Waste Not. Want Not. Generating Products from Waste, are creating new revenue sources for local governments to help offset their operating costs while also supporting waste diversion goals and extending the life of their landfills. Whether its high tech or low tech, the outcomes and benefits for taxpayers and the environment are impressive. Plus, the idea of turning garbage into a product that adds value is something everyone can celebrate.
Waste management will continue to be a critical service, and residents will likely continue to list it as one of their top priorities. It’s nice to see the progress in how these services are being delivered, the progress towards waste diversion goals, and the potential for creating something new and valuable from garbage and recycling someone else has tossed out. Kudos go to the local governments embarking on these projects and the organizations that support them.
Supporting Mental Wellness
I would describe this edition of Exchange as being an enjoyable challenge. The topic is sensitive, and there are limits to what we can fit into a magazine story. We have done our best to touch on some of the essential information. Tied with this is the importance of providing clear parameters around an employer’s responsibilities and what individuals can realistically do. And quite frankly, this was challenging because for some people, mental health issues are still considered murky – or even scary – waters.
I used a composite story format again in Exchange because we are delving into sensitive topics. Most people do not feel comfortable sharing the intimate details of their battle with mental illness. Not surprisingly, they do not want to shine a spotlight on their personal health matters in a magazine. But sadly, statistics indicate that many people don’t want to let anyone know they are experiencing challenges – including their physicians. It seems that even with proactive campaigns like Bell: Let’s Talk (which coincidentally was running a series of television commercials leading up to the spring edition of Exchange), there is still stigma associated with mental health issues. I was shocked to learn that many people still believe that mental health is something that an individual should be able to control, as though all it takes is mental fortitude to knock out depression, anxiety or trauma responses. Or even worse, there are situations in the workplace where people are either quietly or openly critical of individuals who are struggling with a mental health challenge.
When you consider the statistics of how many people are dealing with mental health issues, including stress responses, depression and anxiety, it seems strange that this topic is still considered awkward. Stigma is clearly hard to shake off. As I wrote the composite story Battling Inner Darkness, which was developed using information about the symptoms of depression and post-traumatic stress disorder (PTSD), I was careful not to exaggerate behaviours or experiences. I felt the story needed to feel very real and relevant for anyone who may be struggling with these types of symptoms. When I captured some of the statistics in Get the Facts on Mental Health, I wanted to shout “It’s an illness, for crying out loud!” and then realized the sad part is that people are crying out silently. The stigma related to mental illness still plagues individuals, groups and organizations, but the good news is that more people are talking openly about the challenges and resources that can help individuals onto a path towards improved mental health. Local governments and other organizations are gaining a better understanding of their role and responsibilities for a safe workplace, and legislation that identifies mental health impacts as a workplace safety consideration. I encourage you to read the composite story and then use Spot the Signs to test out your ability to spot key symptoms of mental health concerns being experienced by Jack and Jill – the characters in our fictional story. See what the experts say about the behaviours exhibited by Jack and Jill, and learn more about the impacts on the workplace and the role of employers in Workplace Impacts and Employer Obligations. Our goal with this edition is to encourage conversations and openness, and to provide the context of how mental health issues can affect individuals and organizations.
Effective Change Management
Change is integral to everything we experience in life. In local government, you can practically set your calendar for change. Even if there are no other changes planned, such as in technology, staffing, processes or policies (which would be odd), local governments can predict that there will likely be strategy and policy changes every four years. Change is therefore anticipated and experienced regularly, but most organizations still say they struggle with implementing change effectively.
I find it odd that when we are young, change is exciting – something we look forward to and embrace enthusiastically. As we get older, many of us start to resist change or even become fearful. When change is something we dread, we also tend to look for ways to avoid it at all costs. This shift from embracing change to avoiding it is apparently linked to our natural instincts when we feel threatened. I guess we feel more easily threatened as we get older.
It was interesting to learn more about the neuroscience behind how our brains react to change. As a communications professional, I know the importance of targeting messages to audience needs. By understanding the information needs of different individuals based on their reaction to the change, managers can improve how they motivate people and shift their attitude to be more accepting of the changes underway. In the feature story for this edition of Exchange, Leading Through Change, we learn about how people react differently to changes, options for how to communicate with them effectively, and the tactics and processes that leaders can follow to help employees adjust to change.
In the second article, Managing Employees: Back to Basics, experts share ideas on how to address the challenges that stem from dealing with difficult employees. As the article evolved, lyrics from Eric Clapton’s song kept running through my head: “Before you accuse me, take a look at yourself.” Essentially, managers may find that they could have prevented difficult employee scenarios before they become serious issues. I learned this lesson myself back in the day when I was responsible for staff in my division. I was always so caught up with all my daily tasks, I neglected to do my job as a manager in terms of setting aside enough time every week to support my staff, listen to their concerns and acknowledge their contributions. I received some great coaching on how to be a better manager, and I believe my entire team’s performance improved when I was more responsive and tuned in to what they needed to be successful.
At the same time, there are situations when a manager needs to address behaviours that are disruptive or undermining the success of the organization. That’s not a job anyone wants to tackle, but in this edition, experts share advice on the steps managers should follow that help guide them through dealing with difficult employees. As well, in Tips and Tactics, there is expert advice on what to consider in terms of employee and employer rights and responsibilities.
Overall, as this edition evolved, it became clear that leading a group of people, whether through change or as part of ongoing management responsibilities, involves dedicating time and attention to individuals based on their needs and communicating regularly and effectively. The organization’s success lies with the employees who work each day to deliver services, operate programs and provide administrative support. Creating a culture where managers understand the importance of “managing” in the context of supporting staff who work for them is essential to improving performance and facilitating change