Thanks for adding to the discussion, Joe. I wrote a post about this subject. You can find it here: https://letsgrowleaders.com/2019/11/25/how-to-build-a-better-boss/
It’s not uncommon to feel the way you do. Two of the most common scenarios are that leaders are comfortable where they are and don’t want to change. The other is that leaders are confronting different challenges that gung-ho team members aren’t aware of. Either way, the starting point is a conversation. “Hey leader, we’ve done some thinking and it looks like we can achieve a, b, and c if we x, y, and z. Is that something you’re interested in discussing?” Assuming that a, b, and c are things they care about, that’s often enough to start a conversation. If they aren’t interested in the benefits you describe, is there a way you can put the change in terms of benefits they do care about? If not, the next option is to maintain the change at your level.

I feel like our efforts could be quashed in a heartbeat, though. Are there any effective strategies for making a grass roots effort stick?
Strategies for propagating it into the leadership?
I’m sure advocates at all levels would be a start, but how to sell it to an individual manager who has demonstrated a lack of interest in improvement?

Hi Tracie,
First, thank you for the work that you do. In these environments, it can be challenging to take care of these details that feel as though they are less critical to the “real” work you do. Changing behavior will take a combination of activities. It’s awesome that you’re leading by example. Given the work you do, I’m wondering if this should really be a part of people’s job descriptions? Next, you might bring the team together and talk about why vehicle maintenance makes a difference – if you have a strategic story you can share, even better. Then ask the team for their ideas about how you can get there. Come up with 2-4 behaviors that will make the difference as well as a time frame for completion. Set a short time period where the team as a whole will focus on these actions (perhaps 1 week). Celebrate accomplishment. Practice accountability. I have worked with large human service teams who were incredibly committed to their clients. Maintaining their fleet and shared spaces weren’t their first priority, but as we were able to connect those activities to taking care of the clients and practice closing the loop with celebration and accountability, we got there. Thanks for the question – and best of luck!

Karen, wow! As a non-coffee-drinker who loves the smell, I agree. What an awesome example of leading the way. A small gesture with big significance.

Hi Marie, there are several answers to this question. The first is that this article is written to leaders – and encourages anyone who leads to take responsibility and contribute to care for shared resources. Certainly, this would include remedying some of the issues you address. The second is that, in an environment where others don’t care, I still have a choice about whether or not I will. Finally, the ultimate message here isn’t “make sure your microwave is clean” – rather, the message is “As a leader, are you leading a culture that produces clean microwaves and people who support one another’s success?”

John, That’s awesome! It sounds like you have a powerful and positive culture!

Great example, John. Thanks!