Life, Liberty & the Pursuit of Recreation

an inalienable right

Last year, I participated in a provoking thought exercise with my counterparts from other states. We attempted to develop an alternate term for “recreation and parks.”

Schuylkill River Trail. credit: Visit Philadelphia

Because recreation and parks means something different to practically every person, and carries unwanted baggage of being regarded as trivial, even laughable, and less worthy than more “important” things, we wanted to explore what single term could encompass all its comprehensive benefits.

Eleanor Warmack, CEO of the Florida Recreation and Park Association, declares, “If our industry was a corporation, we would have rebranded ourselves 20 times by now. This profession has evolved—we cannot keep using terminology from 100 years ago to limit what the public thinks of our value, nor to allow our profession to be defined by three words.”

Such a new term could indeed rebrand our entire industry and lead to universal recognition of its value! But whatever the word is, it must express all its connections to health and wellness, environmental sustainability, social equity, economic stimulation, infrastructure and resiliency, people development, community livability, and, of course, recreation and leisure services! (See Recreation & Parks’ Internet of Things, 50 Ways Parks and Recreation Pay Out Every Day, and Are We Building People—or Just Running Programs?)

Now hold that thought.

In the book The Blue Zones of Happiness, author Dan Buettner cites research from 141 countries to distill what contributes most to life satisfaction all over the world, and offers practical lessons to making happiness a personal lifestyle.

It’s fairly easy to be happy in any particular moment, of course. The challenge is to sustain an ongoing pursuit of what he calls the three P’s—purpose, pleasure, and pride—the universal keys to life fulfillment, regardless of culture or personality. And while personal discipline can go only so far, Buettner advocates “for strategies that make changes to our surroundings…that constantly nudge us into doing the right things so we don’t have to remember them on our own.”

Our governments, communities, and workplaces; our social networks, homes, and finances; and even our inner lives can be “happier by design,” he asserts. Each of his designing blueprints for happiness enumerates specific action steps for advancing our personal and collective purpose, pleasure, and pride.   

In the book’s foreword, Ed Diener summarizes, “We now know that happiness is an essential part of functioning well, and that it gives a boost in well-being not only to individuals, but also to those around them, their communities, and their societies. Rather than being a luxury to be pursued only after we take care of the more important things in life, happiness is beneficial to everything else we desire: It aids our health and helps us live longer; it aids our social functioning and makes us better citizens; it helps us perform better at work; and it builds up our resilience, which enables us to bounce back after setbacks or when bad events occur in our lives. The happier we are, the better we are for our friends and family, our workplaces, our communities, and our society as a whole.”

Doesn’t this passage sound like what we strive for in providing recreation and park services?

Now back to the rebranding term for recreation and parks.

Our creative thought exercise was tough. We identified what we wanted the new phrase to embody. We noted that some park and recreation agencies are transitioning to alternate terms, like the Community Enrichment Department in St. Petersburg, Florida. We tried out new phrases. We even enlisted ChatGPT to invent a new word, which came up with such disastrous results as “recrarks,” “culturisure,” “leisureplex,” and “communivital.” Our discussion was quite stimulating, but so far, we’ve failed to invent anything that conveys so much so concisely.

But—doesn’t the above description of happiness come so very close? There might be a case for it. After all, its pursuit is singled out as an important tenet in one of our nation’s founding documents. And as everyone knows, it’s one of the inalienable rights of “We the People!”

What do you think? All comments and suggestions are welcome!

Ascending the levels of leadership

Those who strive to rise through the various levels of organizational leadership must contend with the particular challenges of each successive level to attain the top spot.

The neighborhood playground where I grew up contained a popular multilevel merry-go-round. Mounted above its rotating platform were three higher levels of successively smaller diameter.

The wildest ride was always found on the crowded, lowest level where centrifugal force could fling you out on the grass, where your head could continue to spin. Climbing to the second level where it was less crowded, but where you could grasp the rail, offered an easier go-around. On the third level, where there were even fewer riders, it took only one hand to anchor your soul to the earth while turning in a smaller orbit. But the pinnacle of derring-do was in achieving the post-top of the merry-go-round, where there was room for only one to stand, unassisted by any device, save your own guts, and pivot seven feet in air.

(By today’s safety standards, it was a veritable spinning factory of kid-tested hard knocks—it’s truly a wonder that so many of us survived such childhoods!)

In his excellent book, 5 Levels of Leadership, John Maxwell describes the advantages and challenges of each level of leadership, as well as the beliefs and behaviors that enable the ascendant professional to continue the climb to the pinnacle position. But as that old wooden whirler illustrates, those who strive to rise through the various levels of organizational leadership must contend with the particular challenges of each successive level to attain the top spot.

Can you identify the levels at which you are currently operating? (You won’t be at the same level with every person you lead!) What level do you aspire to?

Level 1. Rights. People follow because they have to. At its lowest level, leadership is a matter of title only, where potential is recognized and some authority is awarded. However, those who rely on their position to force others to follow often wind up devaluing them. Emphasizing rights over responsibilities can strand both the leader and the organization at this lowest level. Because the organization cannot function on a level higher than its leader, the best people bolt for better business elsewhere.

Like the crowded merry-go-round, leadership is difficult at this lowest level, where forces tend to keep both people and priorities unsettled. The astute positional leader, therefore, realizes that rights are not enough, and people, not position, is his or her greatest asset. She must aspire higher!

Level 2. Relationships. People follow because they want to.  The leader builds a foundation of relationships that focuses on the value of other people, creating an enjoyable and energetically-charged atmosphere nurturing trust, two-way communication, and possibilities.

Relational leadership eases the wayward pull on the followers, yet the upwardly-mobile leader understands that relationships alone are not enough. He or she must also deliver the goods!

Level 3. Results. People follow because of what you have done for the organization. Productivity brings reality to the vision, momentum to the mission, and credibility to the leader as others clamber aboard for the ride to results. The results-oriented leader helps people define, commit to, and experience the success of the vision.

Although exertion declines as the leader ascends, he or she realizes that productivity is not enough to reach the next level; developing people is where that’s at.

Level 4. Reproduction. People follow because of what you have done for them. Developing people is a distinctly higher level than most leaders reach, but it ensures that organizational growth can be sustained. Because only leaders can develop other leaders, level 4 leaders focus on recruiting, modeling, equipping and empowering their people to succeed as leaders themselves.

Level 5. Respect. People follow because of who you are and what you represent. Pinnacle leaders create a legacy within the organization and extend their vision and influence beyond what they could see on the lowest level. Honing all their skills, they and their followers develop a collective strength equal to the expanded mission.

While it takes considerable time, commitment and growth to rise through each level of leadership, going the other direction can happen very quickly! (As a couple of my old playground pals can attest!) But the time to mount the ascent is now. Assemble your followers, treat them right, teach them well, and together climb!

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