In Direct Conflict.

I have a new Human Capital client that I will admit is stretching me. This organization is unlike any other with which I have worked. In fact, they are what everyone else says they want to be. When I hear clients talk about organizational culture, community, and inclusiveness it is typically aspirational. At Discovery Horse, it is operational. 

Discovery Horse is a behavioral health and mental wellness agency situated on a 15 acre therapeutic farm in Minnesota. I visited Discovery Horse two weeks ago with my Operations Assistant, Danielle. The staff at Discovery Horse offers NeuroRelational Coaching (TM) in a multidisciplinary approach in working with children and families in crisis- work that is without a doubt, taxing. What makes them different is not found in their mission- it is that they execute their mission without sacrificing their people. 

In Direct Conflict. 

Our first task was to take inventory of all of their “people process” (think recruitment, onboarding, training, sustaining, offboarding). As we walked through the first few processes relating to recruitment, I realized that their approach would be more pliable than what I was used to in a rigid corporate environment. That is to be expected– there was a goat standing atop a snake habitat, reaching to eat a tree branch, not 10 feet from where we were drawing processes on a flip chart. A lot of things were different about this work environment. 

I asked about performance management, specifically disciplinary action. This is where things got interesting (even more interesting than the goat).

One of Discovery Horse’s core values is relationship, which means that as individuals and as an organization, they are intentional about meeting the needs that cause behaviors so that an individual can actively choose a positive outcome. They utilize phrases like “connection before correction,” and “collaboration over compliance” in regular conversation. How does one apply that theory to traditional disciplinary action? 

Raise your hand if your organization has a progressive discipline policy?!

Let’s remember that Discovery Horse hired us to help them standardize their processes so that they have a baseline of expectation as they experience this season of significant growth. The job is to create a framework for their operation to experience normal operational issues (i.e., performance deficiencies) and to plan for how to manage those issues without compromising the relationship or their practice.

I stood on their front porch, flip chart stuck to the window and sharpie marker in-hand. Only three hours into this project and I realized that every piece of advice I have in my HR arsenal is in direct conflict with their organizational norms. 

I looked to my client, Sara, and confessed; “In my experience, disciplinary action only results in the compromise of the relationship with the employee. Further when you learn to deliver discipline, you learn that it’s an information, not a debate. You deliver a message- the employee can agree or not- but the purpose is that the employee is “on notice.” 

Her response: “Ohh, ‘on notice,’ I don’t like that.”

Me either, Sara.

What I learned next about scaffolding was formative. Not since I learned about coaching, have I come across a leadership principle that I can say has been as formative as Sara explaining the concept of scaffolding. In their practice at Discovery Horse, they think about their care in terms of erecting scaffolding around their client. When a person is in crisis, Discovery Horse stands up services that create a safe, sturdy, platform for a client to climb and navigate their way out of crisis. As an outsider, they have the perspective to see what scaffolding needs to be in place for the client’s safety and when that healthy environment exists, the client can take the steps to climb out. 

Sara asked; “How do we erect scaffolding around an employee in crisis?”

At Discovery Horse, it is operational. 

In three hours, Discovery Horse challenged everything I know about people processes. Sara is relentless about creating a work environment where employees can provide services in a healthy, authentic way - without self-sacrifice and burn out. I am relentless about educating leaders that our success begins and ends with expectation and accountability.

Together, we wrote a process for corrective action that offers a collaborative approach for performance improvement. One that sets an expectation, encourages accountability of the employee and the employer, and results in a collaborative effort for improving performance. 

From there, we wrote process after process that ensured clear expectation and actionable accountability that honors the connection and relationship of the employee. It was really hard. It also felt really good.

Discovery Horse is onto something. They are going to set the standard for how to create a sustainable environment for employees to thrive. It is certainly a path less traveled. It is going to be hard to remain connected to the relationship while balancing the needs of an operation but it’s a balance I am certain is worth finding. I am reeling at the fact that we get to be a small part of that. I am so thankful to Danielle, for connecting Discovery Horse to Monyok Leadership and for making this opportunity to learn alongside one another possible!