In this economic crunch it is time to pull together to survive and prosper. If you have been hit hard or even not so hard by the state changes, economics, and just the general changes going on in our field it is time to come together. I mean that it is time to have a staff meeting and put the cards on the table. Tell them what is going on and what the center needs. Are the numbers down? Is the income down from the state? What are the issues you are facing as a leader? I elicited their input and suggestions. More heads (brains) are better than trying to do this all on your own. You might be surprised.

Let me tell you about a situation that happened to me, different but the solution Is what I want you to hear.

 “One of the struggles I experienced in my years as a director happened when the advisory board of the child care center became too powerful.  The board was totally focused on the financial issues and less concerned with the quality of care and education we were providing for the children.  This board was made up of wealthy white males who thrived on power and control.  They decided, since the finances were down a bit, on a salary cut, and I was instructed to cut salaries by $1000 in the next 24 hours.  I was devastated.  How was I to do that?  I called an area director I had recently met, and surprisingly, she dropped what she was doing and came down to help.  Marty and I did the best we could and cut everyone’s salary.

 I was naive and inexperienced and believed what the board told me.  Let me tell you, this was by far the worst decision I have ever made.  I did so because the board mandated it - at that time they were an advisory board - and I believed that they had the power to make these decisions.  First, I did not consult with the staff and this just threw everything upside down.  Two of my best teachers quit, and the damage took me a long time to repair.  Those of us who did survive spent a great deal of time rebuilding relationships.  I know now it was the wrong way to handle the situation.  Second, I realized that listening to a board that came from the profit sector, which had no idea about the not-for-profit world and even less about childcare, was the wrong thing to do.

 I decided that this board had to change.  Working with several support people, I systematically began to change the structure and the power of the board.  It was extremely difficult and scary for me.  I do not like confrontation, but I knew that it had to be done.  And slowly, over a period of time, I dismantled the board.  I think one of the most important things I did was to recognize the power I had.  I realized that if I didn’t attend the board meetings, there was no meeting and no one to implement their ideas and changes. I quit attending the board meetings for a short time.  After a year or so, as people dropped off the board, I hand picked people who worked in non-profit business environments, nurturing and caring adults with a better mix of people who represented the center. This was turning point in my life where I began to stand up for my staff, the children, the center, and myself.  I learned it was easier to say I’m sorry than to ask for permission, and it served me well.

 I thank my friend, Marty, for being there and spending over 6 straight hours with me trying to figure out a way to cut wages - wages that I later learned didn’t need to be cut.  (The finances of childcare are an up and down affair that over the entire year, if planned properly, evens out.)  Marty was a mentor who was there for me in my time of need.  The difficult part for most directors is to reach out and call someone and to be able to ask for help.  I still ask for help and it serves me well because I learn from others.  I recognize that I don’t have all the answers and that I will always have more to learn.

I learned to open up and speak from my heart, and for the most part this worked well for me.  I felt that honesty and openness were what I would want from someone I worked with and so I tried to offer this in return to my staff.  I constantly searched for new and better ways to do things.  I looked outside the field of ECE and helped start a local organization of area businesses.  I went back to school, finishing my Associate degree in ECE (which I started in 1970, finished in 1986) and going on to do my Bachelor’s in business at Antioch and then to do my Master’s at Pacific Oaks.”

Okay, so you say what’s the point here? Well, the point is that the next time I had a crisis I called my staff together. We were looking at a lean summer that would turn around in the fall when registrations came back up.  I put on the table the problem WE FACED, yes, this time it was all of us contributing to the situation. I posted options of ways they could help the center cut expenses, save jobs, and avoid layoffs. I suggested people take time off without pay, time off with pay, shorter workday etc. I believe even the staff came up with other suggestions. We left it like that after talking about different options. Then this amazing thing happened.

One by one everyone came into my office over the next few days to say what they could do. One person took her four weeks vacation. Another one took time off without pay. Another came in and said her husband was laid off and she could not do anything. Each one of the employees came to me individually and with all the little bits of help, they could offer. We never had to cut hours, or lay anyone off. Now let me tell you major leaders would never do this and that is one of the things I think is wrong with corporate America they never include the employees in the solution. If you pull everyone into the solution and you might be amazed too.

I am including a director needs assessment tool as part of this article to help you focus on what your needs might be in regards to the center, the staff and the overall operation of the organization.

Director Needs Assessment Survey