A lot, I would argue. A special education teacher’s job is to assess the individual learning styles and needs of each of her students, and create learning systems in which each person can thrive. IEPs, for example, outline a specific set of action items based on a thorough assessment of a student’s goals and abilities. Or they should, anyway; some programs are better than others. In the business world, IEPs are called “Performance Plans,” except they’re not as individualized and they’re not always mutually beneficial. They’re usually just a series of goals that will improve the company along with a financial reward if and when the goals are met (or sometimes, repercussions if they aren’t). That’s great if your business:
a. Has a lot of money to give, and
b. Works with employees who value the financial reward above other benefits
But because most nonprofit leaders won’t be working in a world where both a and b are true, they need to get a little more creative with their employees. And by “creative,” I mean “totally intuitive if you just focus on getting to know your employee and what s/he wants and needs.” That’s what IEPs are so good for. When I worked for Americorps, we didn’t really get paid a very livable wage, but one thing we did get was the privilege of devoting a certain amount of time every week to personal and professional development. This meant we could work on projects, take classes, volunteer at other organizations, meet with other people in our field, and just generally feel like our lives as well-rounded, multi-faceted people were being respected. For me, this made all the difference; incidentally, it’s also how I came up with the idea for the Great Exchange and started working on it.
If and when I’m lucky enough to hire employees, I’m never going to presume that their entire lives exist at the Great Exchange. It’ll be a lot more fun for all of us if we see each other as people. I really believe that people who work at nonprofits are motivated by being seen. Well, all people who work anywhere are probably motivated by that. I think it’s undervalued by a lot of leaders, though, and that the basic concept of empathy becomes replaced by band-aid solutions and abstract explanations of where the organization is going.
So, you want to be a good leader with happy employees? Here’s what I propose:
Sit in on a special education class. Notice how many unique learning styles there are and how many people react in different ways to different stimuli. Notice how the teacher treats each student as an individual. Notice how the language gets tailored to each kid, notice the use of visual cues and the amount of space each student is given. And then scale back and realize that, in a much more subtle way, your employees are just like this.
One of the reasons I think non-disabled people can learn so much from disabled people is because people who have intellectual or social disabilities are a more extreme, and very illustrative, example of how we all have brains that work differently. And if you look at any great leader, you’ll probably notice that they understand this concept very well. I’m not completely there yet, but I hope to get there when I’m ready to lead.