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Return to Calm
The unexpected happens, how we maintain a sense of calm when all around seems to be in chaos shows our true character. At a time when there has been so much uncertainty, so many opinions, conflicting views, shifting landscapes and changing narratives that it has left many feeling drained, confused and looking for guidance, we need leaders who will return us to calm. Successful leaders know how to eliminate the noise, return to a central equilibrium and focus on what matters. Leaders who are able to bring those they lead to an environment of calm will be well positioned to take advantage of the opportunities that present themselves as we emerge from this pandemic.
In times of uncertainty we look to our leaders for direction. How they react to changing circumstances and obstacles sets the tone for others to follow. Whilst reputations precede us and shape how others look at us, our character is what emerges in times of turmoil and places our strengths and weaknesses clearly on display for all to see. When these moments arrive you see the true colours of those that lead, as the pressure mounts and the uncertainty increases do they remain calm and steady the ship or do they scramble and fuel a sense of panic and uncertainty. The latter creates a level of anxiety that can ripple across an organisation and intensify as it spreads, destabilising an already tilting ship.
I found that the most successful leaders approach uncertainty with a level of acceptance which seems to settle the nerves of those they lead and instils confidence that the challenge presented is not insurmountable. They tend to shift the language from we are presented with a problem, to we are presented with an opportunity to look through a new lens, which demonstrates an attitude of acceptance and directs focus away from the chaos towards the task at hand and the process that needs to be followed. In short, successful leaders acknowledge the challenge and don’t get caught up in emotion, they remain self aware, managing their emotions and thought processes. They understand that whilst they may not have control of external factors, they do have control of how they react to the environment around them. Strong leaders manage to portray a sense of calmness even though they may be scrambling inside.
As the uncertainty emerges strong leaders step up to the plate. They remain patient and try not to act impulsively gathering as much information as they can before choosing a path. They look objectively at possible solutions identifying what they can control and what is beyond their sphere of influence, listening attentively for any additional information that may assist in providing a roadmap out of the current predicament. By maintaining a calm environment people will be more comfortable to come and share information, ideas and solutions with you. In times of crisis information is critical, if you create an environment that is calm and encourages sharing and collaboration you are more likely to have access to the relevant information at the right time. Clearly and confidently articulating very deliberate choices and reasons for next steps eases the anxiety of those you lead and encourages a sharp focus on a plan for the future.
Uncertainty brings with it a degree of pressure which seems to increase as the uncertainty continues. At this time bringing a level of perspective and balance is vitally important. Too many people start to catastrophize and lead down a negative path imagining all the things that could go wrong. Thinking logically about possible scenarios, whilst not downplaying any possible negative outcomes, is a skill that some have naturally but many of us develop through experience. Those with experience will notice cycles in their industry and will be able to use this knowledge to provide balance and perspective of lessons learned previously. Past experiences allow you to get a read on possible scenarios, think through previously tabled solutions and look for any similarities to use as a starting point for discussion. Drawing on this knowledge or talking to others who may possess it is a key strategy when faced with mounting chaos.
When the challenge arises and others scramble for cover, strategic leaders demonstrate a level of vulnerability, acknowledging that there may be no obvious solutions available but balance this with a calm determination that there is no obstacle that can’t be overcome. Whilst vulnerability will be welcomed by some it is a fine line between this and sending an unconscious message that you may be in over your head. It is critically important to use your EQ and read the room to know just how much to open up. This is a time when your team needs to feel confident that you are the person that can lead them out of this scenario. Starting your address with “I’m not sure how we get through this’ will lose those you lead regardless of what follows next. Research has shown that leaders who appear calm are viewed as more capable and are able to build the trust of those they lead more readily. Those you lead will be more willing to listen and take direction from you if you appear to have everything under control.
When the chaos comes and it will, think about the steps below to get you through.
- Slow Down – Take a few deep breaths and clear your head. Sometimes the clock is ticking and the faster you try to problem solve the more mistakes you make. When you slow down you can process information more accurately which allows you to be more deliberate in your actions and choices.
- Ask Questions – Information is key at times of uncertainty. Ask questions, listen carefully and dig into answers. Sometimes when you ask the right questions the answers have a way of revealing themselves.
- Identify the Experts – No-one can have all the answers, understand that there are people with greater subject matter expertise than you. Identify them and seek their assistance.
- Focus – If this is the priority, all other things can wait. Give yourself a few minutes to focus by putting down the phone and stop checking your emails. If this really is a crisis then it needs your attention, stay focussed.
- Stay Optimistic – Regardless of how chaotic the time is there will be an end to it. Trust in your ability and that of your team. You will overcome this challenge and will seize the opportunities that lay ahead.
- Watch Your Messaging – Not just what you say but also your tone and body language. Those you lead will pick up on inconsistencies and subtitles in your messaging. Keep it clear, calm and consistent.
In leadership positions there are always time of uncertainty, being caught up in the ensuing chaos will serve no-one. As a leader in these situations you have a choice, create a calm environment or feed the chaos. Your role is to focus on what matters most at that time and in most cases it is keeping your people and organisation safe, the best way to do this is to lead with a calming confidence. Knowing that these times may be uncomfortable and accepting it and leaning into the discomfort rather than finding ways to avoid it will be what separates you from other leaders. Our instincts will be to duck and weave, that’s basic self preservation but in times of chaos we all have a choice, step up, stay calm and lead through.
The Strange Paradox with Vulnerability
Some of the biggest challenges to leading with vulnerability are the structures around us that project the perfect ideal. This can be our own immune systems that we develop to protect our sense of self or the social construct of our organisations that fuel our shared assumptions about leadership. We must change the narrative that describes vulnerability as a sign of weakness. Whilst in professional circles it is good to project an image of a leader who is at the top of their game, has all the answers and is considered on every occasion, it can leave you chasing an unattainable reality. If you are seen as the all-knowing leader you run the risk of discouraging those you lead from speaking up and offering opinions as they may feel they are not able to live up to the image you project. Sometimes allowing those you lead in so they can get to know other aspects of your personality builds trust and develops culture. It’s reassuring for those you lead to know that you too have days when you are not always the highly polished leader you appear to be.
Unfortunately it’s been built into our DNA that leaders are strong, bold and all knowing. Our leaders are placed on pedestals and from that vantage point it’s not a widely accepted position to show any form of weakness or uncertainty. Whilst there has been a volume of research conducted to dispel this myth there is still that little voice inside each of us that casts enough doubt to make us pause, rethink and try to talk our way out of any situation. If there is one thing I’ve realised throughout the pandemic it’s that we’re pretty vulnerable. I’m not sure many people were able to predict the seismic shift that the pandemic has had on the world. This has really highlighted that some of us are better prepared to deal with uncertainty than others. What I’ve observed is that there are occasions when we must lead from the front and times when we must stand next to those we lead and admit our vulnerabilities.
I’m not suggesting that being vulnerable means you must fully disclose all your faults at all times. It certainly doesn’t mean that you tell those you lead all the details about everything that is happening, or that you fall on the floor, sobbing in an open display of insecurity. You have to have boundaries in your leadership. You need to be able to determine whom to share with and when. There will be certain people whom you can share with more openly than others, it’s about knowing your people and your audience. By displaying a level of vulnerability at the right time you can create a space that feels safe for others to be vulnerable and open to learning. In doing so you establish an environment where it’s ok to share a mistake and use it as a learning opportunity whereby creating a culture that recognises that we all have things to learn, we don’t hide or cover up our mistakes we use them as learning opportunities to ensure they don’t happen again. For this to occur you’ll have to let your guard down and open up. I’ve written previously about working in the discomfort zone, a place where we have doubts, where we question our skill set and we make comparisons with others ability to perform in similar situations. It’s a scary place to be at times, especially when we open ourselves up to criticism. We must avoid the natural reaction to become defensive. In this space you may hear negative feedback from those you lead and it may feel personal. Rather than seeing the feedback as an attack, use it as a learning opportunity by asking questions and digging deeper into responses to gain a better understanding. Trying to understand why this opinion has been formed is highly valuable. Using the information to adjust where necessary demonstrates that vulnerability is a constructive behaviour and creates authentic connections with teams. Putting yourself out there sets a tone for others to follow.
Like most skills, being vulnerable may require a degree of trial and error. It will take time to find your feet and know when and what to share. There will be times when you potentially over share or even share the wrong thing and this is all part of the process. It’s always good to reflect afterwards but don’t beat yourself up, learn from each experience. If you are not sure about stepping into this space I’d encourage you to consider a few things:
Start small – Just dip your toe in the water to see how deep you want to dive in. The last thing you want to do is jump in over your head and feel like you are in too deep.
Try with a trusted colleague – Who are your trusted colleagues that you can test this with? It’s like swimming between the flags with the lifeguards on patrol. They’ll make sure that you get the experience in a safe and productive way.
Seek to understand – Ask questions and get to the heart of the matter, actively listen, clarify and be prepared to answer difficult questions honestly.
Be self-aware – be truthful to yourself about what is going on for you emotionally and recognise how this may influence your behaviour. Try to identify the underlying assumption that is making you feel a particular way.
Modelling vulnerability allows those you lead to do the same which helps to break down silos and the self-protective walls that exist. Keeping up barriers takes energy that can be better spent working together in an environment of collaborative transparency. If you get it right you can develop a sense of belonging that will energise those you lead to reflect on and refine their practice because they will feel safe to do so. Nothing builds credibility like admitting that you don’t know it all. When those you lead see that you too can learn from mistakes it amplifies a learning culture.
You’re in the position because you’ve worked hard to get there and have the attributes to fulfil the role, you don’t have to be the perfect leader on every occasion. Trust your instincts, build your credibility by leading with a level of vulnerability. Remember a courageous leader shows up no matter the situation and responds with authenticity regardless of the personal challenge that’s presented. Vulnerability takes courage. We know that trust grows gradually, demonstrating to those you lead that you are human can only enhance trust in your leadership.
The strange paradox with vulnerability is that when we see others display it we believe they’re courageous, yet displaying it ourselves is like shining a spotlight on our own inadequacies. Showing vulnerability is challenging and managing the emotions that come with being in this space can be confronting especially when we identify the chinks we have in our armour. The reality is we all have weaknesses and admitting this will require a level of courage that may make some of us feel uncomfortable. If you’ve been in leadership long enough you will know that it’s inevitable that your team will come to the realisation that you don’t have all the answers. Understanding this and accepting it is more important than trying to keep up the illusion that we’re infallible. Shifting the language from I have all the answers to I want to get the right ones shows you are open to learning and have a level of maturity in your leadership. Strategically facing your challenges by taking advice and seeking support rather than racing towards the solution speaks volume of your ability to lead. There is a vast difference between being courageous and fearless. The fearless leader charges towards danger whereas the courageous leader weighs up all the evidence and makes an informed decision.
The Implementation Gap
Regardless of your profession the outcome is reliant on how well you execute. All the planning, professional learning, strategy and ingenuity in the world will make no difference if you are unable execute with fidelity. When the rubber hits the road it’s the implementation gap that’s hinders progress.
When the rubber hits the road it’s the fidelity of the implementation that makes the difference.
We spend a great deal of time and energy trying to determine why some of our initiatives are not making the gains they are intended to and why some are driving forward exceeding expectations. We analyse, hypothesis, review and try to identify the specific strategies that have been successful. Why is it that this one worked and this one was not as successful? In my opinion we sometimes over-complicate our analysis and need to look at one simple but vital question, how well did we implement? Why is it that the plan we formulate is not always the plan that is implemented? You see ideas are easy, execution is more complex.
We know that successful outcomes can be found when they are underpinned by research. Given the global connectedness we have available today there are not many professions that are not awash with research. In short we are generally able to analyse data, draw conclusions, consider a strategy and find some research to back up our plan. For the most part we have access to high quality professional learning, in most instances we are afforded time to participate in professional learning, partake in collaborative discussion and design a plan of action that we believe best meets the needs of the context within which we work. What then happens in many cases is that we return to our individual environments and begin to implement the plan. Now in many cases we have observations, walk throughs, instructional rounds and opportunities to observe and discus how well we execute; however what happens when no-one is watching. What happens when it gets hard and you’re tired and it’s not going to plan? For many of us we revert back to what we know. I often think about going to the gym. I know how to do the exercises. I’ve had a personal trainer show me how to use the equipment. I know what ‘good form’ looks like when I have to execute an exercise movement or a routine, but when I get tired and no-one is watching the first things that goes out the window is my ability to do the exercises precisely as they are intended, my elbows come out, my legs don’t fully extend, I move a little slower. In other words I take short cuts. Strategies and initiatives do not fail on their own. It’s our disciplined attention to implementation that is the most consistent impediment to success.
The main issue for us to overcome with the implementation of any initiative or strategy is the change in behaviour of those tasked with its implementation. Medical research is littered with countless reports of people not following advice provided for treatment of medical issues. How many of us have started a course of antibiotics only to forget to take the last two or three tablets because we felt better. The World Health Organisation reports that 50% of scripts prescribed for treatment of illnesses are not taken correctly and 40% of patients do not adhere to their treatment regimes. Changing behaviour is difficult even when faced with the prospect of your own health. With this in mind it can be increasingly difficult to change behaviour when implementing new skills and knowledge in a profession.
Overcoming behavioural changes will be critical. There are a few strategies that you can implement that can assist. Firstly you need to have a series of short term wins and you need these quickly. It’s no surprise that immediate positive reinforcement of the desired changes to behaviour are more likely to embed the behavioural changes you are seeking. Its basic psychology. This is where side by side and shoulder to shoulder support is so important. To have your peers working alongside you in your context, guiding, supporting and encouraging allows you to trial the new strategy with the confidence that you have a safety net. If it’s not working as intended you have someone there with you to adapt, refocus and try again. Without this safety net it’s easy to think this won’t work and revert back to previous techniques. Having someone there to assist you and share in your successes is a key factor in successful implementation. Creating conditions that allow for this close level of collaboration will be a vital structure when supporting fidelity of implementation.
Another one of the difficulties with implementation is that the landscape is constantly changing and we need to be agile enough to adapt. When we plan we are planning for a static environment, however as soon as we interact the environment changes and we are faced with new elements that we may not have considered. How then do we overcome this? I believe that this is best supported by process. Disciplined attention to detail and sound processes to guide our implementation allow us to review, realign and re-engage. Whatever your process, framework or guidelines are they need to be clearly understood by all members of the team. These are the guiding principles that will assist with fidelity of implementation. How many times have you heard a sportsperson say that when the chips were down they knew that if they stuck to their processes they could overcome any obstacle. It’s the same when we implement, if we have sound, well thought out processes to guide us then there is less of a chance that we miss the mark on implementation. Alignment of processes across disciplines allows our whole context to understand that this is the expectation for how way we work around here.
Implementation is best supported when being implemented in the right conditions. An environment that supports ongoing improvement, trust, collaboration and accountability supports consistency of implementation. I’ve written previously on the power of culture. Understanding our purpose, creating the customs, beliefs, values and attitudes that focus on continuous improvement should be the foundation. Feedback loops and sound processes that support the culture you are establishing are critically important. Never underestimate the power of an underlying culture that may be resistant to change. Find the early adopters cultivate their skills, support their implementation and celebrate their success. Establishing the right culture is fundamental to fidelity of implementation.
Effective and consistent implementation is complex and multi-directional being impacted from a range of influences. The gap between theory and practice will never be closed through careful planning alone. It’s the on the ground, shoulder to shoulder support and collaborative practice that will make the difference. To change practice we must change behaviour and to do so we must change mindsets, change skill sets and provide processes that support implementation. This is complex work that requires disciplined attention over an extended period of time. When thinking about how you implement initiatives consider whether your implementation has changed practices, routines and structures in a concrete way on the ground and how you know? What concrete evidence do you have that it has had any impact and that it is being implemented consistently? These a key questions that will assist you with reviewing the way you implement within your context. Remember when the rubber hits the road it’s the fidelity of the implementation that makes the difference.
The Power of Face to Face
The world has changed. We’ve gone through an enormous shift in how we communicate. We’ve undoubtedly become accustomed to and comfortable with communicating via text messaging, social media and emails. This has been a mainstay for many years now. What has shifted, due to circumstance, is the rise and competency of using technology across platforms to communicate. We’ve actually become very good at it. What it’s highlighted though is the fundamental need and significant benefits of face-to-face interaction.
The feeling of being in the physical presence of others can never be replicated online.
Humans are social animals. This has never been more evident than now. Whilst many enjoyed isolation and the chance to maybe slow down elements of their world, this only lasted for so long. Ultimately there came a yearning for contact with others. The virtual world has its place and is here to stay but nothing compares to a real community, spending physical time with people in a place with shared purpose, collaboration and support. The feeling of being in the physical presence of others can never be replicated online.
I’ve written previously about how we must learn from the last few months and identify how we can keep the best of the technological revolution. This period has certainly given us time to master the tools at our disposal. Over the last few months we have started to understand how powerful technology can be in allowing us to collaborate virtually. We’ve Zoomed, Teamed, Skyped, shared on Google Drive, connected in hangouts, brainstormed on Trello. There has been a widespread embracement of technology as an effective and efficient tool. Those who may not normally contribute to meetings have found their voice and stepped out of the shadows, they’ve found a way to overcome whatever it was that may have held them back in the physical meeting world. We’ve found more efficiency in splitting into virtual breakout rooms with counters timing us and bringing us back to share our contributions. I’ve noticed in the virtual world that the more people can actually see each other the greater the virtual collaboration. The ability to see the person you are connecting with is so powerful. The visual provides connection. The one common denominator across all platforms has been has been the presence of people. Regardless of the tools there is no collaboration without people and without relationships.
There has certainly been a change to the way we work. Many of our professional interactions have now transitioned online. In our online professional world we don’t have to carve out travel time, we have the flexibility to move from meeting to meeting instantaneously and then exit straight into another body of work. There is no doubt that this is more time efficient and has the potential to increase our productivity. At times, I have enjoyed working without the distractions of a physical office, the ability to concentrate and maximise the cognitive load without noise has had its upside. At times though the isolation has left me reaching out feeling professionally isolated from a collaborative space. The ability to walk past a colleague and have the incidental conversation, the opportunity to bounce ideas around whilst waiting for a coffee, or standing by the photocopier, to walk into a colleagues office and be able to brainstorm or problem solve and then reach out again when that next thought comes to mind are parts of the physical office space that have the potential to enhance our creativity. When new ideas start to emerge you can actually feel the energy in a room, the enthusiasm increases, the vision builds and the motivation to act becomes palpable. These elements combine to make the physical office space an effective working environment that is potentially lacking in the virtual world.
I acknowledge that professionally, the use of technology has brought people together by allowing us to easily connect with colleagues through the click of a button. We are not completely isolated. The opportunity to easily connect across geographical boundaries has been extremely beneficial. What I miss from the physical meeting space though is the ability to read the room and get a feeling for the conversation or the mood of participants. We know that research suggests that 93% of communication is non-verbal. In the online environment it’s difficult to identify the micro elements of body language, a shift in energy, the non-verbals that allow you to adjust your delivery are components lost in our online world. It’s difficult to tell if you are capturing the audience, if you are able to maintain their attention, the temptation for participants to multi task can be overpowering regardless of how good your message is. The research suggests that 65% of your audience are sending emails, checking social media, eating or marking off their task list whilst you are delivering statics. The social nature of our make-up requires you to interact, ask questions and get feedback to keep people engaged and on task. This is a challenge for our online presentations and again demonstrates the power of face to face.
At some level almost every person will be looking to embed the use of technology in their professional world and use the lessons learnt to enhance what they do. Technology used correctly has the power to enhance relationships, we must ensure though, that it doesn’t take them over. Having our heads buried in a device can have a negative impact.
Quite often when we have to deliver an important message with a degree of detail we default to using email. It’s quick, it’s effective, it captures all the information and is an efficient method. It is can also be couched in professional language that can appear to be quite impersonal. At times perception plays a part as the recipient tries to ‘read between the lines’ or misinterprets the message, the tone of your voice and your body language reinforces your message and underlines your intent. I challenge you next time you are going to send that email pick up the phone and have a conversation or better still when permitted and if you are able, walk through the building, find them and have the conversation face to face. To tailor your message to the recipient in person is a highly effective strategy. I guarantee it will be more productive, more enjoyable and potentially more empowering for the person receiving the message as they can clarify, question and deepen their understanding.
In our fast paced digital age we need to slow down and take time to interact in person. Successful leadership requires personal interactions. We are in a people-centric profession. The personal interactions that build a sense of community set the foundation for trust and ultimately this is the bedrock of relationships. As we all know the 3Rs in education are so important. Relationships, Relationships, Relationships. Technology has its place but it will never replace human connection.
Why Would Anyone Be Led By You?
Just recently I was asked this question ‘Why would anyone be led you?’ It’s a pretty big question and one that I found difficult to answer. The natural reaction was a well-considered “I’m not sure”. There is certain degree of humility required to answer it properly. It definitely provides a significant pause point for reflection. I started by thinking about the most influential leaders that I have worked with and others that I know of or have read about. I considered the leadership traits that they displayed and tried to compare how I lead with how they have led me or lead their teams. It’s an interesting point of comparison. What was it about their style that had people follow them and, in some cases, actively choose to enlist support for them? They certainly displayed a range of highly developed leadership attributes that they were able to draw upon depending on the setting/context they found themselves in. As I started to cross reference the skills and try to identify if I shared similar attributes, I came to a conclusion. People follow you because you are you. Whilst I may collect elements from each leader, ultimately it is how I choose to implement the various skills that make up my leadership. I can’t try to be like another leader, I need to be me.
If you are always trying to be copy of somebody else then your talents and gifts never get an opportunity to shine.
It’s not just a compelling vision or an ability to inspire that will see people willingly be led by you. Vision and inspiration help to get a journey started but they only last for so long. When the day to day work begins and the routine sets in it’s your leadership that helps keep the momentum. There is a wide range of leadership characteristics that form part of any successful leaders’ armoury. Courage, honesty, integrity, humility, instinct, empathy are all key qualities and not every leader has access to them all. The one quality that every leader does have access to though is themselves. Why would anyone be led by you? Because you are you. Being authentically you and not trying to be anyone else is a significant leadership lesson. I’m not suggesting we are all perfectly made, we all have flaws, but they make up you. The is no definitive list of leadership attributes because as the context shifts and relationships change successful leaders must adapt to the circumstances and call upon the skills needed at that time in that context. When circumstances change and they will, trying to lead based on someone else’s style can be difficult to navigate and leave you feeling like a fraud. If you are always trying to be copy of somebody else then your talents and gifts never get an opportunity to shine.
It continues to surprise me how many leaders try to be someone who they are not. It takes a great deal of energy to be someone you are not and those that we lead get a sense that there is an incongruence between your words and actions. Being ourselves and showing that we have areas for development sends a very strong message, that we accept growth, that we can’t do it all alone and that we will always strive to improve because we can. Being authentic in your leadership by knowing who you are, what your strengths are and your areas for development will do far more to enlist support than striving to be someone you are not. Authentic leaders show a self-awareness that allows them to display their vulnerabilities without losing influence. These leaders have a sharp sense of timing. There are times for strength in leadership, when everyone is looking to you for guidance and there are times to share vulnerability. Authentic leaders are astute at taking the temperature of the environment and picking the right time to share. It’s not a case that they are trying to manipulate an environment but more an emotional intelligence that allows them to determine that this is what is needed at that point in time. Sharing one of your less glorious moments can certainly take the heat out of a room and lighten the mood, whereas a well-crafted narrative about a success can rally support and inspire action.
Authentic leaders hold to their principles. Principles are different from values and beliefs. Your values and beliefs can change over time as you become exposed to a range of experiences. Your principles however are fundamentally you. These are the things that you will not compromise on. Authentic leaders stick firm to their principles, and this shows through in their leadership behaviour and decision making. I’m not suggesting that authentic leaders display a stubbornness that does not allow for compromise. It’s more a case of their moral compass being strong in particular areas and this will always drive their decision making and leadership behaviours. These leaders are often described as being genuine. They are honest and don’t have hidden agendas which leave people guessing about their intent. They may not be open books and are certainly gifted strategists knowing when to share and when to keep information close, but their purpose is always aligned to their principles and is perfectly understood by those they lead. There is a consistency about their leadership that provides a degree of certainty and dependability. You know in times of complexity these leaders will roll up the sleeves and get to work to ensure that those they lead have the confidence to get the job done. There is a great deal of trust that develops when our leaders provide certainty amidst the chaos. The calming influence of a leader who has both hands on the wheel as they navigate the obstacles can never be understated.
The one significant challenge that authentic leaders face is growth. Being authentic can mean sometimes the default position is to rely on the skills and talents that have been successful for you in the past. The difficulty here is that what has gotten you to your current level may not be what is required to get you to the next. It’s been described as being caught in your stylistic comfort zone. Expectations change as responsibility increases which can leave you feeling like you are not being authentically you as you are challenged to move outside your comfort zone and potentially re-invent your leadership style. This is where a strong sense of self awareness is needed to identify what it is that you need to do next to continue to develop your leadership capacity. Successful leaders have the self-discipline that is needed to test themselves, to move outside their comfort zone and take on new challenges that will expose them to new learning. The attitude of ‘if you wait until you are ready, you’ll never be ready’ is a driving force here. At times being able to move toward a goal and keep moving forward despite setbacks displays more about your character and authenticity than the actual achievement.
The paradox of authenticity and leadership growth is a natural part of the leadership pathway. I guarantee that you are not the same leader now that you were 5 years ago. We must learn from other leaders. It would be foolish not to examine different styles, but it is your responsibility to take the various elements of leadership and make them your own. You can then choose to implement them in your way, in your context with your people. As you grow and adapt your style you are making it your own which brings authenticity. Herminia Ibarra, a Professor of Organizational Behaviour at London Business School, describes this as being playful with your leadership development. Just like a child would explore and experiment during play, leaders too can extend themselves by moving outside their comfort zones bringing new dimensions to their leadership. Trying on different styles and seeing if they fit your purpose and work for you is all part of the journey. In the end being authentic in your leadership is about being you. Yes, we need to develop, yes, we need to grow but when you look in the mirror you will know the truth. It’s not the title, the position or the power that makes a great leader, it’s the ability to add value to the lives of those you lead. Authentic leaders build trusting relationships, they understand it’s about the people they lead. How do you know if your leadership has left a positive impact? How might you identify this? Take some time to reflect on these questions and then maybe you can answer , why would anyone be led by you?
Culture is King
Culture and strategy are two of the most powerful tools that a leader has available to them. They shape the lived experience of every member of a school community. Culture is like your school’s personality, it can be welcoming, supportive and encouraging, it can also be the very opposite. The culture of your school is evident as soon as you enter the front office, it’s there when you walk through the playground, when you go into a classroom or sit in a staffroom. With a sharp focus on meeting a range of performance measures, this critical element of school performance can often be overlooked. It can be a strong multiplier in overall school performance when all members of the school community contribute to a positive school culture.
Every interaction you have as a leader will have an impact on culture
Unlike a strategy that can be copied and shared across schools contexts, culture is comprised of a wide variety of elements that all need to combine in just the right dosages. Culture is embedded and takes a great deal of effort to shift and get right. It’s a moving target that grows over time in response to how we interact with the varying elements that make it up. It sets the expectation and unifies a school under the one umbrella. A strong successful culture is based on a shared set of beliefs that is supported by structures and strategic decisions that help it flourish. Culture helps guide behaviours and decision making. You often hear “this is the way we do things around here”, that’s your culture outlining the expectations.
In understanding how culture is formed you must recognise that people come into an organisation with certain beliefs and assumptions formed through previous experiences. Recognising these beliefs and assumptions, whether they are true or false is crucial as they form the basis of values and can impact on your culture. Our job is to clearly articulate what it is we stand for. Carefully challenging underlying assumptions to assist in shaping values is critical in developing culture. Our values turn into norms which if guided in a skillful way can develop a shared and acceptable way of behaving. This in turn will become our social norms. The power of social norms can never be understated as people generally conform to the norm. If treating people respectfully and approaching life and learning in a positive manner become our norm, imagine what we can achieve.
With this in mind we need to consider how we induct new people into our schools. How are we socialising them into the setting? What are they seeing as the norms? What are they observing that will shape their beliefs and assumptions? Obvious things like how do people interact with each other? How are conflicts resolved? How do leaders interact with other staff? How do we interact with students and community? These are all clearly observable interactions and send a very clear message on the way the school is developing an environment which is conducive to teaching and learning.
Whilst there is usually a dominant culture within a school there can be subcultures that can be quite powerful and if not monitored can work against your overarching direction. This is where the skilled leader needs to ensure that they consistently support all members of the school community in building a positive culture. It is not enough to have systems, routines and structures in play. The strategic leader takes the opportunity to respectfully challenge negative subcultures outlining why the environment they are working towards is achieving the vision of the school and draws upon positive examples that are assisting in creating it. In many cases where sub cultures have differing views on how things can be achieved, looking at our moral purpose can assist in finding common ground. It’s difficult to argue when decisions are based on positive outcomes for the students we serve.
One of the most important elements and perhaps the one that either reinforces or pulls apart a school culture is relationships. The basis of any solid relationship is trust. Where there is a strong sense of trust across the school and we know we can completely rely on the person next to us, then anything is possible. There is a proven connection between positive relationships and student achievement. A school culture that is focused on and celebrates positive strong relationships where people feel valued, respected and supported will generate whole school success across all domains.
As a leader I firmly believe we need to work on getting the culture right. The ideas below may assist you with your work.
Model a mindset – A positive mindset can go a long way to assisting in maintaining and developing a positive school culture. As a leader modelling a ‘can do’ attitude and demonstrating how hurdles are not barriers but opportunities for growth can set a very powerful example.
First impressions – From the time you walk into the front office there is a feeling associated with a school. Make yours a positive one. First impressions are lasting and set the tone for future interactions.
Challenge opposing forces – Establish sound protocols for challenging ideas respectfully. Negativity can be contagious and can gradually seep into a culture. It’s ok to not agree and for things not to always work out. What’s not ok is to constantly complain about them. Use the energy towards refining, reworking and improving. An environment of continuous improvement is much better to work and learn in than one of ‘I told you so’.
Communicate your message – Think of your message as your brand. It needs to be publicised and communicated. In the world of business advertising sells, why, because smart operators get people to believe in their brand. Build your brand with your school community with positive news stories.
Invest heavily in your staff – A strong focus on professional learning that is focused on classroom practice with a balance of support and accountability empowers staff with skills and knowledge but also sets clear expectations. Supporting this to be transferred into the classroom is pivotal in improving student outcomes. When people feel that there is a real investment in their growth, they are more willing to buy into the culture.
Students first – They have to be the top priority in any decision making across the school community. If we are to truly putting students first they will know. They will be able to see, feel and hear that we are placing them at the centre.
Culture over technical skill – It can be far easier to develop technical skills than adjust to a new culture. Our work is relational, technical skill alone will not develop the supportive trust and bonds that underpin a positive school culture. A culture of continuous improvement will allow technical skill to develop in the right environment. As Dylan Wiliam says “If we create a culture where every teacher believes they need to improve, not because they are not good enough but because they can be even better, there is no limit to what we can achieve.”
There are many elements that make up the culture of a school and every interaction you have as a leader will have an impact. As a leader you need to live your culture every day. It needs to be more than just a poster on a wall or a well worded address at a staff meeting or assembly. As the leader you need to live it, breathe it, model it, inconsistencies in this area create doubt and uncertainty. It’s one thing to say you want a great culture; it’s another task altogether to strategically build and maintain it.
Scott.S.Davidson 