First things first—thanks for clicking into my column. I have to admit, having read a few of these leadership posts, it can be a bit intimidating to write something for you all. So, I hope to join the ranks of the above average here. Like many of you, I’m excited and heartened by the investment in our work that Congress and the president committed to last year with the Wildfire Crisis Strategy. And like many of you, I’m also somewhat daunted by the expectations for results. I know we can deliver, but only if we make changes in how we do our work and only if we continue to work hard.   

As a forest supervisor with a WCS landscape, I am also very cognizant of my peers and neighbors who are not receiving the same resources and attention. I feel a real responsibility to help ensure this rising tide of resources and attention really does “float all boats.” While I think most of us support the agency’s strategy of delivering targeted results, we also have to deliver in other places and in other programs as well. Do all of that without burning out employees, including ourselves? Not easy. Of course, most of us didn’t get into this line of work because it’s easy.

At the end of the day, or the end of the year, each employee wants to be proud of what they individually accomplished, in addition to what the larger agency accomplished. I’ve been admittedly surprised at how many employees have volunteered to change their planned work for the year to support WCS landscapes and how many forest supervisors have done the same. It is so impressive and humbling.  I think the way we have come together to contribute to this agency priority is a level of teamwork and organizational maturity that bodes well for our potential to succeed. It also feels really good.

The WCS is not only a unique opportunity to make changes on the ground and in the communities we serve, it’s also a mandate for us to improve our internal operations. I do hope that some of the business process improvements we’ve made and will make to be successful will benefit everyone—because they have to. As an example, the changes in match requirements for agreements with our partners and the improvements in flexibility and process in our grants and agreements benefit all. WCS is simply a driver to improve efficiencies in our agency operations and any improvements will be enjoyed broadly.   

We have a chance right now to make a difference in many ways, and I’m going to work my tail off to make the biggest difference I can right now. We must take full advantage of every opportunity. And we should have fun doing it!   

Yes, the issues are serious. Yes, the consequences of no action or taking the wrong actions are severe. Yet I have so much confidence in our agency and partner knowledge of how to tackle these issues, that I’m not sweating it—figuratively… I’m sitting in a hot hotel room right now, so I am literally sweating a bit. We’ll be at our best and most successful when we are happy and healthy.

We’re ready to do this. So let me know how I can help, and I’ll see you in the woods (or in a hotel conference room or online). 

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