Edgewalkers

• Does not feel that they fit the mold.
• Interprets trends and shares important information across departments.
• Quickly volunteers for new opportunities.
• Embodies a strong belief system and sense of integrity.
• Brings positivity and calming natures to their environment.
• Seeks solutions when seemingly surrounded by issues and challenges.
• Takes risks to improve organizational structures and processes.
• Continuously seeks new and better processes and practices.

Adapted from Judi Neal (2006). Edgewalkers: People and Organizations that Take Risks, Build Bridges, and Break New Ground.

In 2010, I was reaching a breaking point in my career. I had risen through the ranks from an entry-level position to regional program manager in a large organization. My organization was a beast – not in a sinister way, but like the Titanic, course correction was difficult because of the massive structures, policies and procedures that needed to respond to a very small rudder. I was a young manager who, like others in my shoes, felt as though there was no room for my ideas. As a result, I learned to remain silent. I had mentors, and mentored others. I was a contributor. I had the respect of my clients and contacts in partner organizations and various levels of government. I found myself breaking internal unwritten rules to provide optimal service to my clients. I found myself in an environment where I felt my senior managers did not seem to share or support my values or to appreciate my methods. I was maintaining a ferocious stride and quickly burning out in the process in an environment where I no longer fit. 

One day, several of my mentors pointed me in the direction of a special assignment outside of my department but still within the organization. The position sounded too good to be true, but I hesitated to apply because I suffer from a strong sense of imposter syndrome as well as loyalty to my teams. But away I went, with faith that my steps would not be in vain.

It was in this new place where I became exposed to others across Canada who shared the same visions, values and ideas as I. We were a small but committed team maintaining a grassroots program that was created by managers, for managers. Our task was to be the rudder on the Titanic – create a space for middle managers from all departments and agencies across regions and the nation to come together under the common theme of leadership development, providing opportunities for new competencies and skills to be learned, practiced and sharpened.

With this team, I learned the practice of walking the edge. It is now a part of me. Together, we are a Community of Practice. We gather on the edge, of acceptable practices, processes, policies and procedures. With our eyes fixed on the horizon, we charge forward in defiance of the edge, redefining it as we go. We are deeply spiritual people, not adhering to institutions, but to powers higher than ourselves, belief systems and values. Our passion in fierce, our footsteps feather-light, our methods nimble, humble, and bold. Our war cry drives ourselves and others to succeed or learn from failure. Our positivity is contagious. We foster positive individual, team and organizational change and growth. 

Do you identify with this story? Do you want to know more? Do you want to define change instead of allowing change to define you? You may have the heart of an edgewalker. There is room for you in this community.