[0:07] I'm Eva Voss. [0:08] I graduated from Woodbury High School [0:09] this past year, and I'm interviewing [0:12] Janelle Schmitz Community Development Director. [0:14] All right. [0:15] I have a few questions to ask you. [0:16] My first one is, how do you address challenges [0:18] or barriers that you face in leadership? [0:20] Well, it depends on what the challenge or the barrier is. [0:23] So the first thing you want to try to figure out is [0:25] where is the challenge coming from? [0:27] Is it interior or that exterior? [0:29] Once you know the source and you can dig into that [0:31] a little bit deeper. [0:32] The nice thing about working in the public sector [0:34] is a lot of us share information with each other. [0:36] It's not proprietary. [0:38] So maybe you can find another city or another department [0:41] that's gone through a similar struggle [0:43] and then ask them for advice I've learned to really rely [0:46] on others and seek out answers from others [0:48] and help to identify what those strategies might be. [0:52] Can you share examples [0:53] of successful initiatives where women have played [0:55] key leadership roles and made significant difference [0:58] in the community? [0:59] Sure. [0:59] A couple that come to mind right away [1:01] are two things that we're going through right now. [1:03] One is the Central Park expansion [1:05] and renovation, and that's being led by Michelle [1:07] Okada, who is our Parks Recreation Director, [1:10] and the other is our permanent water treatment plant expansion, [1:13] which is being led by Mary Van Milligan [1:15] our Public Works Director. [1:16] So two very influential women [1:18] in our leadership role here at the city [1:20] leading to very important and critical projects. [1:22] I think the other thing that when I had this question [1:26] posed to me, I thought of our mayors. [1:28] We currently have Mayor Anne Burt, [1:30] and prior to her we had Mayor Mary Giuliani Stephens, [1:33] both very passionate experienced, intelligent mayors [1:38] who did great things, worked on very big strategic initiatives [1:41] and really led our city through some challenging times [1:44] and growth opportunities and really led us well. [1:47] What's your biggest lesson you've learned as a leader? [1:49] I think the biggest [1:50] lesson that I've learned is to keep learning. [1:53] If you stop learning, you stop growing. [1:55] And so there's always an opportunity to learn. [1:57] You never quite master everything [1:59] perfectly because conditions always change. [2:02] So that is something [2:03] to kind of keep an open mind to look for those opportunities [2:06] where you can improve or do things better. [2:08] To be really humble is another thing [2:11] to learn in leadership that you will make mistakes [2:14] and that those are opportunities to learn from, [2:17] to reach out to others, to [2:18] not be afraid to ask for constructive criticism [2:21] and to have some thick skin that goes with that [2:23] and really kind of dig deep and look in the mirror and see [2:26] what could I do differently? [2:27] What could I do to bring [2:29] a better resolution to this problem or this [2:31] this issue that we're facing. [2:33] And I think the other thing is, again, listening, [2:36] listening to understand is really another opportunity [2:39] is making sure you really take that [2:41] time to dive deep into things and really get that [2:44] stakeholder input to understand those perspectives. [2:47] How do you handle stress and stay organized? [2:50] Well, I always feel I can be more organized. [2:51] I love to make lists [2:53] and I [2:53] like to do the old fashioned [2:54] going of a handwritten list [2:55] because there's a lot of satisfaction [2:57] in crossing something off my list. [2:59] Usually it's replaced by three or four more new things [3:01] that are coming on that list, [3:02] but that really just kind of keeps me [3:04] focused to make sure that I have that all in one spot. [3:06] OK, here's what I need to do. [3:08] You know, there's [3:08] certainly stress with any job [3:10] and I try to deal with it, by [3:12] again, just trying to be centered, [3:14] trying to make sure that I'm doing, [3:16] know that I'm doing the best that I can to seeking out [3:20] help from others. [3:21] And while this may seem like a big challenge, right [3:24] now, we'll get through it and I'm going to learn from it. [3:26] And on the other side, there will be great things. [3:28] And sometimes going through those biggest challenges [3:31] are the biggest learning opportunities. [3:33] And they really help you to grow. [3:34] So after you get through them, it's sort of like having a baby. [3:37] You go through the labor and it's like, oh, this is intense. [3:40] But in the end you have this really beautiful new child. [3:44] And I think the same thing with some of the challenges [3:46] you go through them, they're not always pretty [3:48] when you're going through. [3:49] And when you get through to the other side, [3:50] you've learned a lot, you've grown, [3:52] and hopefully you've left yourself better [3:54] and the place better. [3:55] What qualities do you believe are essential [3:57] for effective leadership in community development? [4:00] I think listening and caring, especially in the public sector, [4:03] we have a lot of stakeholders [4:04] and again, our stakeholders are internal. [4:06] I have 25 folks in my department, [4:09] but I also have other departments within the city, [4:11] and then I have almost 80,000 residents and, you know, [4:15] lots of business opportunities, lots of business owners, [4:17] lots of business employees like come to work here, [4:21] people who come to visit here, they're all my stakeholders. [4:23] So really caring and being passionate about public service. [4:28] If you're going to work in the public sector, [4:29] you have to kind of do it for those reasons [4:32] and that's again, that's a big part of it. [4:34] And then listening, [4:35] I really think that's how you learn. [4:36] That's how you understand the various perspectives [4:39] that are coming your way. [4:40] How do you foster a culture of collaboration [4:42] and inclusivity within your team and the community? [4:45] Again, listening. [4:45] But one thing I did [4:46] specifically with my team is [4:48] I schedule something called Stay Interviews. [4:51] So I meet with my team typically once a year, [4:54] probably once every 18 months. [4:56] We bring each of them in individually and schedule [4:58] a decent amount of time to just have a sit down with them, [5:00] find out what's on their mind, what's working, what's not. [5:03] What are their concerns. [5:04] Get to know them personally so that I can, you know, [5:07] make them feel like they're part of the team [5:09] and not just another employee, but an actual colleague. [5:12] And friend. [5:13] And so that's part of what I do to foster that inclusivity [5:17] and collaboration and certainly want to make sure [5:19] that, again, [5:20] we listen [5:21] to those various perspectives because they're bringing [5:23] things from [5:24] maybe an angle or a perspective that I hadn't considered. [5:28] And so I want to make sure that I'm looking kind of that [5:31] 360 degree [5:33] field of vision, if you will, and that really helps [5:35] to bring them in and talk to them one on one. [5:37] Can you share an example of a challenging project [5:39] you led and how you managed to overcome the obstacles? [5:42] I took this job [5:43] in the beginning of 2020, just as COVID was hitting. [5:46] So that was it's [5:47] not really a project, but it is certainly was a big obstacle. [5:51] We had never been through anything like that before [5:53] and I was a brand new leader in this role. [5:55] So that is something I kind of dove head in [5:58] because we kind of had to. [6:00] So we had half of [6:01] my team was working remotely and half was in the office. [6:04] And so how do you [6:06] how do you as a new leader bring this team together? [6:08] And so I made sure that I schedule lots of meetings. [6:11] They were on teams or, [6:13] you know, virtual meetings with some people. [6:15] Again, being in person, [6:15] I made sure I came in every few days to make sure [6:18] even though I was working remotely, [6:20] I came in to check on those that were in the office [6:22] to make sure that they felt they had that support [6:24] and had what they needed to get the job done. [6:27] So that was, you know, [6:28] establishing that early communication [6:31] about COVID and about those changing [6:33] conditions, but also just about business. [6:34] We had to change how we did business drastically. [6:38] And so, you know, their expectations. [6:40] What are we supposed to do? How do we handle this? [6:43] So that was, I think, the biggest challenge [6:46] that I probably had and they had it right away. [6:47] What strategies do you use to engage [6:49] and motivate community members [6:51] to participate in development projects? [6:53] In Woodbury [6:54] we have a lot of engagement strategies, and one of those [6:57] that's probably unique from a lot of other communities [6:59] is we require a neighborhood meeting for some of our [7:03] development projects. [7:04] And so it's a chance to get [7:05] in front of a neighborhood and a little more casual, [7:08] informal basis where the developers [7:10] sort of showing here's what we're planning to do, [7:12] get some early contact with those residents feedback [7:16] and even time to maybe adjust things. [7:18] On the plan [7:18] prior to getting it, getting in front of the Planning [7:20] Commission or City Council. [7:22] And a lot of times we're able to make those subtle changes [7:25] that address those early concerns by residents. [7:28] And then things go much more smoothly [7:30] when it goes to planning commission or council. [7:32] We also have through our communication [7:35] channels on our website, are in touch system. [7:38] We have a development map [7:40] that shows what's happening in the city. [7:42] You can click on a little pin on the map [7:44] and it'll tell you what that development proposal is. [7:47] It'll give you a staff contact if you want more information [7:50] are in touch. [7:51] System is an email notification system. [7:53] You can sign up to get email notifications [7:55] when new development is happening or other things. [7:58] And so we really do [7:59] value that stakeholder engagement and feedback [8:02] and we're continuing to to grow that and to [8:06] to make that more effective as people are bombarded [8:10] with more information. [8:11] How do we make sure they [8:12] they get this information that they see it [8:14] and that they do take advantage of those opportunities? [8:17] What advice would you give to someone [8:18] aspiring to take on a leadership role in community development? [8:22] Leadership comes in all forms, and it starts at the [8:24] informal level. [8:26] So you don't have to be appointed [8:28] as a supervisor or something. [8:29] You know, the formal title of leader [8:32] can do things by volunteering, by stepping up, [8:35] stepping out of your comfort zone, [8:37] asking to take on an assignment that's [8:38] maybe a little more challenging, [8:40] showing that you're interested in things [8:41] by doing additional research [8:43] or different types of activities that bring added [8:46] value to the team. [8:47] And the more you do [8:48] that, you're going to [8:49] be seen noticed, [8:50] and then you're going to continue [8:51] to get those challenging projects [8:53] and then hopefully, you know, down the road [8:55] that leads to other leadership opportunities. [8:57] But don't be afraid [8:58] to kind of step outside of your comfort zone and really, [9:01] you know, [9:02] ask for those opportunities, especially if it's something [9:04] that's of interest to you or a passion to you. [9:07] It really, [9:08] really go for those opportunities [9:10] and make that known to your to your boss [9:13] or to your supervisor or to your colleagues [9:15] and and just, you know, can step out of their comfort zone. [9:18] Yeah. [9:18] What do you enjoy most about being a leader [9:20] in community development? [9:22] Well, I think the thing that I really [9:23] enjoy most about this job is the variety that it offers. [9:26] I've been with the city for 28 years, [9:29] four years in this particular position, but 28 years overall. [9:32] So back in 1996, Woodbury was a totally different community [9:36] and so just to watch the evolution, watch things [9:39] progress, new ideas, new business opportunities, [9:43] even new types of housing, [9:44] new initiatives that the city has given to us to work on [9:48] has really been exciting and enjoyable. [9:50] I have a great team of staff as well that also make my job [9:54] very enjoyable. [9:55] They're, they're great at what they do [9:56] they're passionate about public service [9:59] and we like to have a lot of fun as well. [10:00] So we're a good team that way. [10:02] And then I would be really remiss if I didn't say [10:05] one of the great things [10:06] about working in Woodbury is the leadership [10:08] that we have at the elected level. [10:10] Very collaborative, very cooperative and communicative. [10:13] They are really in it [10:15] for the right reasons to make Woodbury a better place, [10:17] very happy to have a very good leadership team, [10:20] both at the elected level and at our city staff level. [10:24] How do you handle disagreements in your team? [10:26] You know, I call it listening to understand [10:28] so many times when somebody comes to you with a problem, [10:31] find yourself listening and you want to respond. [10:33] So you're thinking, Oh, I'm going to answer [10:35] this is way or here's what I would say to that. [10:37] And then as you're preparing [10:38] that response in your head, you miss some of what they say. [10:40] So it's really slowing down and listening, really listening [10:44] to hear them and to understand them. [10:47] And even in the end, if you don't agree with them [10:49] and you come up with a solution [10:51] that maybe isn't what they wanted, [10:53] hopefully they feel heard [10:55] and they feel like you took the time to really understand [10:58] their perspective and where they were coming from. [11:00] And that's really how I try to lead [11:02] my team is to hear them to understand their perspective [11:06] and then if I can't maybe give them what they want [11:09] or I can't settle a disagreement in the way [11:11] that they would have wanted me to, I can explain the why. [11:14] And I think the why goes a long way [11:17] to making them feel heard and valued. [11:18] And so that is, again, probably the number one thing you can do [11:23] in dealing with disagreements. [11:25] And again, listening to all perspectives, [11:26] not just the one person who's coming in, there's usually [11:29] multiple sides to the story. [11:30] So you've got to look at all of that [11:32] together and collectively and then, [11:34] you know, try to sort that out. [11:36] Thank you for answering my question. You're welcome. [11:38] So I understand you're going to the University of Iowa [11:41] this fall. [11:42] Tell me what you're going to study [11:44] and how are you looking at through [11:45] kind of that leadership lens? [11:47] I plan to study business finance and to incorporate leadership [11:51] throughout my four years [11:53] at Iowa, I plan to seek out new opportunities [11:56] and be able to go out of my comfort zone [11:59] to do things that I am interested in [12:01] and just work as a team and help others out. [12:04] Well, that's exciting. And I wish you all the best. [12:06] Thank you so much. Thank you.