The parable of the bus has shaped my leadership style. It took a while for it all to come together in my mind, but once I saw that there are clear categories of people—Runners, Joggers, Walkers, Riders, and Drivers—who all approach their jobs in different ways, I could apply those insights to my team at RCA. I could empower people to accomplish seemingly impossible goals. I could even bring about wide-scale change on a level that affects not only my teachers and students, but our nation’s entire education system—by showing other school administrators how to build their own dream teams and change the culture at their own schools.
Everyone who reads this book will take away something a little bit different and will find different ways to apply the parable to their own goals. Whether you’re currently running or walking, it’s important to realize that every single person within an organization has a contribution to make. It doesn’t matter what job you were hired to do—your contribution matters. You can always find a way to contribute at a higher level and do a better job, even if you were hired to clean the windshield or put air in the tires of the bus. You can fine-tune some of the small details of your job. You can support the Runners, by volunteering to take over some of their basic tasks. You can look for ways to uplift the people around you—your colleagues, customers, clients, business partners, everyone you come into contact with during your workday. At the very least, you can find a way to complain less in order to change the conversation and contribute to a more positive environment.
And if you don’t know where to start, please don’t underestimate the value of asking someone what you might do differently. You can go to your supervisor and say, “I want to improve. I want to be a better contributor to this organization; could you please give me tips on how I could do things differently?” And if you’ve made a mistake, remember that you can humble yourself sometimes and say, “I’m sorry. I did not know how to handle it better. If you could help me, next time I’ll make sure I get it right.” That is a powerful thing, and it will earn you respect within an organization.
If you’re the Driver, please don’t fall into the trap of doing something the same way forever because that’s the way it’s always been done. You can always find ways to be a better leader, while using strategies that will further the goals of your organization. Above all else, you can look for ways to better leverage the Runners and not ask them to hide their achievements. Let them run, give them the tools they need to fly.
If you want to inspire everyone on your team, stand up in front of them and tell them this story about the bus. Explain what you want. Describe the type of environment you hope to create. Paint a detailed picture, with specific goals and expectations. And don’t forget to equip your staff to meet those expectations. The bottom line is that people can improve and change. They can find their passion and learn better, more effective ways to do things. Businesses can become better places to work when leaders lay out clear expectations. We just need to have the right tools, and that’s what this book is trying to do.
When you are with a team of Runners and you are all supporting each other and doing amazing things, it’s the best feeling in the world. It’s exactly like the “runner’s high” that top athletes experience, that biochemical reaction that makes the run feel easier, more exhilarating, maybe even euphoric.