The last two foundation years of building Intrepid Landcare has been a bit of a blur. It only feels like yesterday when I met Megan for the second or third time in a Sydney cafe in Chatswood only moments before meeting Landcare Australia to pitch our idea of a national movement that connects, inspires and empowers young people to act and lead with Landcare. Back then it was just the two of us, and our parents and friends who were probably like, yes, this is another great idea, “go for it and best of luck!”
I knew it was a great idea, and so did Megan.
From that initial meeting with Landcare Australia it took us about 3 months to figure out if we should be our own identity or be part of another identity. Having hindsight from many failures before with trying to setup young people movements I knew that we had to be our own identity. An identity for young people, created by young people so that it can become their identity. A movement becomes a movement when people embody the core of who you are, and part of this is your organisational identity.
So, how have we created an identity for Intrepid Landcare?
We soon pooled together a brilliant tribe filled with passions and skills that were similar yet different to our own passions and skills. We knew we needed what we didn’t have, along with having what we had lots of, that being energy! We pieced together a constitution, governance structure and without any face to face meetings we soon became an identity over Facebook chat, phone meetings and Google Hangout. We then raised enough cash through our initial crowdfunding campaign, which we are always grateful for the donors who initially backed us, to fund flights and food to pay for our first Board Retreat, our first face to face meeting. Thanks again!
It was as if we already knew each other but didn’t. We met in Berry NSW, and stayed in this beautiful log cabin filled with love and international treasures, the home of Bill and Leslie Pigott, who are worldly legends on all things Landcare and leadership. The Pigott’s opened their home to us for a weekend, and also baked muffins and refilled (and still do) our hearts with worldly insights into Landcare and leadership.
We had a packed agenda for this first face to face meeting (which we now call Board Retreats), yet somehow had lots of time for laughing, sharing stories and enjoying nature (which is of no surprise when you are around Megan!). First off the agenda was how we expected each other to communicate, recognising that we all are different, have different needs and work and live different lives and in different parts of the country. We started with this because we knew we wanted to create the right culture.
We are ever so grateful for this initial work we worked hard to get right, and still do! We continually put ourselves on the line to share our deepest flaws and greatest assets. We discuss what we like and don’t like to do, and work out how to share the load and keep us moving forward. We clearly know what we don’t want what people think comes inherently with organisations – gossip, hierarchical structure, power and generational indifference with gender, age, ethnicity and disabilities, among much more. None of us either have time or want to tread water through murky waters. Our cause doesn’t deserve the impurities of human beings’ inequalities, it deserves equality.
It has been two years and if we wrote a plan – which we kind of did – it wouldn’t have been filled with the characters we have met and the conversations we have had. Although while I think it is important to have a plan, it is not essential to be first off the rank with designing and defining organisations, rather, you need the right culture to be the heart of what is and has to come. This is my biggest lesson thus far, and it is the why of what Intrepid Landcare is and is becoming.
Culture is the beating heart of any organisation. We can talk about intellectual and emotional intelligence all you like, or the super-drivers of organisations. I think the most important part is getting over yourself and having the listening of others and granting yourself the listening of others that speaks what you or your organisation wants – collaboration and all that super-driver talk. What other organisations do not do enough of is working hard on the essentials, and that is figuring out what organisational identity do we want to create and need to have to be and do what those strategic and business plans suggest we need to achieve.
Once you have the right culture sorted (which is always in a state of flux, meaning that this part needs consistent work, and needs to be the heart of every conversation) in a blink of an eye your movement will have its own wings. The next challenge is not letting others’ impurities diminish your identity – it is best to leave gossip, hierarchical structure, power and generational indifference with gender, age, ethnicity and disabilities, among much more at the door 🙂