The Together Leader. Heyck-Merlin Maia
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with an important mission at stake. I see Togetherness as a combination of prioritized, planned, efficient, organized, flexible, predictable, intentional, and reliable.
In the painful personal example that opened this book, a more Together Leader may have thought, “Maia knew the training for the veteran teachers was incredibly high stakes. Because she regularly reviewed her calendar three months in advance, she knew it was coming down the pike. Because it was a new training, she proactively scheduled a series of meetings with her deputy director to outline the objectives, create the activities, and design the practice in the month leading up to the training. Because Maia realized that the materials aspect of the workshop would be a huge crunch, she carefully delegated production to a summer intern and set several meetings to check on progress. The day before the training, she ran one more dress rehearsal; invited her deputy director to ask her the tough questions she anticipated would come up in the trainings; packed the materials in her car; printed out directions, a premade pacing guide, and a sheet to take questions and contact info; laid out her outfit; and got a good night's sleep.” That leader would have been much more Together – and clearly would get to a better outcome, via planning, prioritizing, delegating, anticipating challenges, and operating efficiently.
Togetherness means being
• Prioritized
• Planned
• Efficient
• Organized
• Flexible
• Predictable
• Intentional
• Reliable
Of course, Togetherness is just one aspect of effective leadership. There are so many more facets of people management, such as setting vision, investing in others, leading with heart, designing strategy, marketing and selling ideas, and so on. There are tons of books, executive courses, and grad school syllabi that cover this stuff. This book, however, focuses on just one aspect of leadership, one I believe is often neglected or discounted. There are very few classes in high school, college, or graduate school that really teach you how to design and execute personal, team, and organization-wide systems to reach your goals. As you head deeper into the following chapter, you will find several self-assessments about your tools, routines, and mind-sets to help you determine your Togetherness strengths as well as where you may have some gaps.
Why Togetherness Matters Even More in Your Context
I entered my first job as a nonprofit leader at Teach For America immediately after working as a classroom teacher – where I basically had no time. Teaching was an efficiency and prioritization game. But in my new role, everything was suddenly about choices: how to use my time, how to spend our limited money, and which staff to hire and when. With each new decision I was reminded of whose future was at stake. Yikes!
Togetherness is a means to an end. You can lead a strong organization without being completely Together. Many top-notch organizations do not subscribe to a culture of Togetherness and instead place strong value on turning on a dime, dropping everything to pursue an opportunity, and swooping in to flawlessly solve a crisis. I respect this. And a small percentage of people want this excitement on a daily basis for the rest of their lives.
The former chief talent officer in me would argue that this approach, though invigorating, will not build the teams and organizations we want over time. People get burnt out by late-night, never-ending meetings, and eventually even the most mission-dedicated individuals decide they want more time with their families. The Together Leader is about finding the right balance between systems and spontaneity so that you can meet all of your organization's goals – and have a life!
FAQ
On the flip side, it's also possible to be incredibly Together yet highly ineffective. I'm sure you have all met the color-coded colleague with her notebook always at the ready along with a specific set of pens and a very neat desk. But at the end of the year, she actually didn't accomplish any of her goals. This person often has a very mechanically clean calendar but doesn't always prioritize. She might get the next steps from meetings accomplished without issue but can't stop to reflect on if she is actually doing things that will ensure she reaches her goals.
Can you be effective without being Together? Yes, but only for a short period of time. Eventually your disorganization will catch up with you in some way, whether it's your team getting tired of operating in crisis mode, losing enough sleep that you get sick all the time, or your family forgetting what you look like.
The goal is to be Together enough to achieve your goals, do your job to the best of your ability, and enjoy your life. This can happen when you and your organization routinize all predictable work, make processes more efficient, and ruthlessly plan ahead. I want you to have more headspace to think innovatively and creatively, react smoothly to true emergencies, and minimize as much job-related stress and overwhelmedness as possible.
My Own Togetherness Journey
It all started with my button collection when I was two years old … just kidding! In reality, I've been fortunate to work in leadership roles for several high-performing nonprofits and school districts. And I've served as a Together coach and trainer for organizations, traditional school districts, stand-alone charter schools, and more. I've directly coached leaders in start-up mode, those in rapid-growth mode, and veteran leaders trying to sustain systems. And my own Togetherness journey directly mirrors the way I decided to set up this book. Just as I had to learn to create and define systems for myself, systems for my teams, and then systems for my organizations, you will likely follow a similar path over the course of your career.
As I settled into my first nonprofit leadership role as an executive director at Teach For America, I needed to set a clear direction for my team. This helped me appreciate measurable goals, detailed plans to accomplish an ambitious set of objectives, and transparent roles and responsibilities.
After that, I oversaw a large summer teacher-preparation program that required me to manage an even larger team, this time spread out across the country. Together we learned about the value of managing our energy and ourselves to pull off a successful summer.
Following that, I took on an executive-level role in a growing charter school organization. Oh, and I got married and had two kids of my own. And so I really came to value organization-wide practices to support Togetherness – my organization and my family were rapidly scaling! Similar to you, I was interested in creating good in the world —and having a life.
Why This Book Is Different
Lots of good resources already exist on time management and leadership. Check out my website, www.thetogethergroup.com, for my ongoing list of favorite books, articles, and blogs. So why write (or read) another one? What's out there seems to split into two camps: the technical and the philosophical. On the technical side are outstanding titles such as Getting Things Done by David Allen and Total Workday Control Using Microsoft Outlook by Michael Linenberger. For those who want to focus on prioritization and the philosophy of leadership, The 7 Habits of Highly Effective People and First Things First, both written by the dearly beloved Steven Covey, and 168 Hours by Laura Vanderkam, are amazing. And I'm a big fan of Your Best Just Got Better by Jason Womack and The Power of Habit by Charles Duhigg for routines, habits, and efficiencies.
Yet none of these speaks directly to the unique challenges faced by leaders in mission-driven settings. Effective writing and training on Togetherness has to be practical – focused on tools and rituals – and neutral – applicable to anyone who leads people – whether in a school building, nonprofit, central office, or volunteer organization. I can't tell you what your goals or priorities should be, but I sure can help you achieve them by helping