Conducting an Orchestra

In an orchestra, it isn’t the performance of one instrument that’s remarkable; it’s the coordination of all parts in unison. Every component has to be aligned: all instruments tuned to the same pitch, all musicians on the same page, each performer exactly on cue. If one person is off, the dissonance marks the whole, and its impact falters.

The same practice applies to our programs: the role of every person is unique - training chair, staff advisor, team leader, participant - but not siloed. In fact, our work is only as unified and resonant as the least engaged of us - like the team that fails to meet its service objectives because of miscommunication with a community partner, or the group that doesn’t reflect daily because one of the Site Leaders couldn’t make a training session.

So how do you build program unity? By communicating a shared vision, and encouraging transparency from all involved.

Consider: how do you convey expectations to each person in your program? Are the responsibilities of each role transparent, or reserved only for those who get the job?

By adding visibility for all the moving pieces in your program, you contribute to a shared vision of this work - and with this transparency comes greater accountability and trust.

We can do reliable work, even good work, with the buy-in of most. But remarkable work is possible only when every individual believes in their significance and operates as part of the whole. This is movement building.

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