While driving and listening to a personal growth podcast, something the host was talking about caught my attention. It wasn’t the main point he was hitting on at the time, but for me, it stood out as something so profound that I needed to pull over and write it down.
The host was saying we should be asking ourselves questions such as, where are you in life right this second? Where do you want to be? Are you willing to put in the work? Brendan asked if we are living up to our expectations? This was the moment I said, “wow.” I am just “being” or am I “becoming?”
This question, simple yet deep, resonates particularly with those in municipal management. In this field, the distinction between being and becoming can determine not only personal success but also the impact one has on their community.
Being, in its essence, is about presence and contentment with the current state. It's about fulfilling daily roles, maintaining the status quo, and managing the present responsibilities effectively. This state is crucial for stability and provides a necessary foundation in any municipal role. However, it can also lead to complacency, a state where innovation and growth are stalled.
On the other hand, becoming involves growth, aspiration, and the pursuit of improvement. It's about setting visions for the future and striving towards them. For municipal leaders and employees, becoming could mean pursuing further education, advocating for transformative community projects, or implementing new technologies that enhance public services.
The importance of this distinction is supported by research in organizational behavior. Studies suggest that professionals who engage in continuous learning and challenge themselves with new goals tend to achieve higher levels of job satisfaction and performance. According to a study by Noe et al., employees engaged in developmental activities are more likely to feel competent and motivated, which in turn enhances their performance and satisfaction at work.
Furthermore, the concept of becoming aligns with the Biblical principle that God has plans to prosper us, not just to maintain us. This idea is echoed in Jeremiah 29:11, which speaks of hope and a future. In the context of municipal management, this can be interpreted as a call to not only manage but also to innovate and improve the communities we serve.
However, the challenge often lies in balancing the act of being with the process of becoming. Municipal managers must ensure that current operations run smoothly while also planning for future improvements. This dual focus requires a strategic approach and the ability to prioritize effectively. According to Covey’s time management matrix, effective leaders spend most of their time on tasks that are important but not urgent, which includes planning, relationship building, and recognizing new opportunities.
Implementing this balance can be facilitated by adopting specific strategies. One effective approach is setting clear, measurable goals for personal and professional growth. This could involve regular training sessions, attending industry conferences, or participating in higher education. Additionally, fostering a culture of innovation within municipal teams can encourage both leaders and employees to think beyond the status quo and aspire for greater achievements.
Another strategy is reflective practice, a method well-documented in educational fields but equally applicable in management. Schön’s reflective practice model encourages professionals to reflect on their actions and decisions to foster continuous learning and improvement. For municipal managers, this could mean regularly reviewing completed projects and community feedback to identify areas for improvement.
Moreover, embracing technology can play a pivotal role in transitioning from being to becoming. Digital tools not only streamline operations but also open up new avenues for community engagement and service delivery. For instance, implementing smart city technologies can enhance urban living, improve efficiency, and reduce costs, thereby directly contributing to a manager's growth and the prosperity of the community.
Ultimately, the journey from being to becoming is a personal choice and commitment. It requires introspection, determination, and the willingness to step out of comfort zones. For those in municipal management, it also involves a dedication to public service and community betterment.
So, as you sip your morning coffee, consider where you stand. Are you content with just being, or are you actively working on becoming? The future of your career and your community may depend on your answer.
— Photo by Ales Krivec
Sources:
Covey, Stephen R. "The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change." Simon & Schuster, 1989.
Noe, Raymond A., et al. "Employee Training and Development." McGraw-Hill Irwin, 2017.
Schön, Donald A. "The Reflective Practitioner: How Professionals Think in Action." Basic Books, 1983.