Archive for the 'Leaders Change First' Category

When we are committed to being our best selves…

Dennis Sparks

When people make a fundamental choice to be true to what is highest in them, or when they make a choice to fulfill a purpose in their life, they can easily accomplish many changes that seemed impossible or improbable in the past. – Robert Fritz

My personal experience and observations of others tell me that Robert Fritz is correct – that is, when we more consistently act in ways that are aligned with our most important purposes and best selves, we can often accomplish things that previously seemed impossible.

While there are no guarantees, being true to what is highest and best in ourselves and recognizing it in others enables the “extraordinary,” not only in ourselves but in everyone with whom we interact.

What can you do today to enable the highest and best in yourself and others?

The challenge of developing your point of view

Dennis Sparks

The most difficult work many professionals do… is getting someone else to agree with their point of view and take action. The second most difficult work professionals do is developing a point of view in the first place. – Seth Godin

In my experience, Seth Godin has it exactly right. It is common sense: Without clarity regarding one’s point of view it is virtually impossible to get others to agree with it. If we don’t know what we think and cannot express it clearly, it is very difficult to influence others.

Many leaders do not know and therefore cannot clearly express what they think about many important educational issues because:

  • they devote more time and attention to developing the clarity of others than they do to their own clarity;
  • developing clarity requires time and attention, both of which are in short supply in the daily lives of leaders, and
  • developing clarity is an intellectually demanding task that is easy to postpone.

It is essential that leaders sufficiently value clarity to make it a daily priority. To that end they:

  • clarify their thinking through writing, often in multiple drafts, before sharing their thinking with others, and
  • further refine their views by explaining them to others with an openness to having their views refined and even altered in those conversations.

What processes do you use to develop your clarity, and in what ways do you interact with others that you find most influential?

Aren’t leaders supposed to know all the answers?

Dennis Sparks

Here’s something that’s counterintuitive for many leaders: Admitting that you don’t know something (which is usually obvious anyway) helps others become more skillful in identifying and solving problems.

Leaders who pretend to know everything disempower others. As a result, problem-solving abilities atrophy rather than grow.

Ellen Langer explains it this way in her book Mindfulness:

“Of all the qualities in a manager conducive to innovation and initiative, a degree of uncertainty may be the most powerful. If a manager is confident but uncertain—confident that the job will get done but without being certain of exactly the best way of doing it—employees are likely to have more room to be creative, alert, and self-starting.”

If my goal as a leader was to deplete energy in the school community, I would:

• Tell people what the problem is,

• Tell them the solution,

• Tell them it was their job to implement my solution, and

• To make certain that I was 100% successful in discouraging them, I would label as “unprofessional” those who disagree with me.

In what ways have you seen leaders meaningful engage others in the school community in finding and solving important problems so that their problem-solving skills grow rather than decline.

Why “crazy busy” is, well, crazy

 

Dennis Sparks

In a culture that venerates overwork, people internalize crazy hours as the norm.  —James Surowiecki

I have heard people say they are “crazy busy” with a kind of pride that indicated they viewed it as a badge of honor. Exhaustion is viewed as a status symbol, and productivity and self worth become dangerously intertwined.

There are only two things wrong with “crazy busy.”

The first is ‘crazy,” which is self evident. Administrators and teacher leaders who are stressed are toxic. Not only does that stress negatively affect their performance, it infects the emotional lives of others and undermines their performance

The second is “busy.” Many of us—me included—thrive when our lives feel full and rich. We would rather have too much to do than be bored with too little to do.

However, busy also carries with it the possibility that there is no down time in one’s professional or personal lives, that we move from one activity to another without opportunities for restoration or reflection.

So, the next time you hear someone say that he or she is “crazy busy” or some variation of that theme, invite that person into a dialogue about whether that state of affairs is good for them and for others.

And don’t allow “I don’t have choice” to put an easy albeit superficial end to the conversation.

Go deeper, without judgment, to help your colleagues consider the effects of such craziness on themselves, their families, their colleagues, and their students.

What do you do to avoid feeling “crazy busy”?

 

What Mother Teresa can teach school leaders

Dennis Sparks Knowing my interest in leadership, a friend gave me Mother Teresa, CEO, whose authors, Ruma Bose and Lou Faust, extract eight principles from Mother Teresa’s work:

1. Dream it simple, say it strong.

“Mother Teresa is one of those humans who had a simple dream that profoundly changed our world. Her dream was helping the poorest of the poor. She began with that vision, then developed a clear plan for making it come true. Everything Mother Theresa did in her life stemmed from defining her vision and aligning and rallying all of her resources and supporters to her goal….

“‘Saying it strong speaks to the constant need for a leader to consistently speak with passion and conviction about her vision for her organization. She also must act in ways aligned with that vision.”

2. To get to the angels, deal with the devil.

“Leaders need to know where to draw their lines. Sometimes you have to compromise. You need to have the courage to decide which compromises are acceptable and which are not. You will not always make the right choices and you will get criticized for them. Mother Teresa was criticized about many of her choices. Her response was to stand by her beliefs and focus on getting her job done.” 

3. Wait! Then pick your moment. 

 “A balance between action and reflection is critical to keep focused during the emotional ups and downs of leadership. When reflecting, ask yourself if you’re moving toward your vision, laying the groundwork to ensure you are ready once the time is right.” 

4. Embrace the power of doubt.

“Doubt isn’t necessarily a crisis of faith. Obstacles are a daily part of life. You can have faith that something good is going to happen, but doubt how you were ever going to get there. When we embark on journeys into the unknown, it is important to acknowledge and process our feelings of doubt. Unprocessed doubt can lead to paralyzing fear, but using doubt to question yourself can strengthen your beliefs and free you from that fear.”

 5. Discover the joy of discipline.

“In leadership, as in life, discipline is about doing…. Discipline is about the long-term benefit. There is no shortcut or miracle pill. It takes effort and willpower to succeed at business and in life. Procrastination is the enemy of discipline. Mother Teresa believed that if you took care of your small responsibilities, life would reward you with bigger responsibilities.”

6. Communicate in a language people understand.

 “Many people approach communication as a matter of consistency, clarity, and presentation style.… Mother Teresa took the opposite approach. To her, communication was often more about listening and observing than about speaking.… She used this information to adapt her language, naturally but intentionally, to that of other people, while paying close attention to their responses. Did they understand what she was really saying? Were they open to her words and intentions? Did she need to stop and listen some more?”

7. Pay attention to the janitor.

 “One reason Mother Teresa touched people so deeply was that she made them feel heard and valued. She understood that at the most basic level, we all want to feel valued in what we do, whether by our families, our friends, or our colleagues….

“How do you make people feel valued? Pay attention to them! Acknowledge who they are. Ask them questions. Know their names.” 

8. Use the power of silence.

“For a leader, applying the power of silence means clearing your mind and listening to your inner voice. Silence of the mind – stopping your mind – is critical.…

“To silence your mind, begin by eliminating all distractions. If you are in your office, close the door and turn off all devices that would be distracting, such as your cell phone.… 

“If you take time to silence your mind regularly, your mind will find the answers you need for every aspect of your life.”

“You don’t have to be a saint to benefit from Mother Teresa’s leadership principles…,” Bose and Faust conclude. “Start today by picking one principle that resonates with you. Implement it and begin to change how you lead your life or your organization. It will make a difference.”

Which of these principles most resonates with you? 

 

5 essential skills for every leader…

Dennis Sparks

I have seen leaders rise or fall based on the presence or absence of one or more of the following skills:

1. The ability to discern and paraphrase the assumptions, values, and points of view of others with sufficient skill that those with whom they interact would report that their leaders accurately understand their perspectives.

2. The ability to effectively manage one’s feelings and to discern and respond appropriately to the feelings of others.

3. The ability to manage one’s responsibilities efficiently and with integrity, which includes but is not limited to email and social media, short and long-term planning, and task and project management.

4. The ability to effectively delegate meaningful responsibilities to others in the school community without micromanagement by providing appropriate support and skill development to ensure success.

5. The ability to facilitate meetings (or when appropriate delegate their facilitation) that achieve their stated purposes and are satisfying to participants.

Do you agree that these are essential skills? What skills have I missed?

Why it’s essential for school board members to be intentional learners

Dennis Sparks

First among many superb ideas to be found in A School Board Guide to Leading Successful Schools: Focusing on Learning by Stephanie Hirsh and Anne Foster is this one:

“Exemplary school boards are made up of members who come to the board for the right reason–to provide quality public schools for the children of their school system.… They are committed to serving and learning, and their example can become a model for the entire school system and community.…

“Each person on the school board brings a unique set of experiences and knowledge that can be valuable to the group as a whole. But regardless of the knowledge and viewpoint that each member brings, the entire board is on a continuous learning curve. Board members can grow together in their knowledge of public school issues, school system business, and their role as board members. How they go about learning and continually upgrading their knowledge will determine to a large degree how successfully they will work together and lead the school system. How deeply they are willing to learn about important issues will determine the quality of their decision making, their attempts to reach consensus, and their ability to support the superintendent and staff. (bold mine)

In my experience, a system of learning schools requires a school board and superintendent who are intentional and public learners.

There are no exceptions to this requirement if the goal is high-quality teaching for all students in all classrooms in all schools.

Do you agree?

If so, I encourage you to read and pass on Hirsh and Foster’s book to a school board member who seeks to better understand the importance of Board learning and teamwork. Better yet, if you are in a position to do so, provide copies for the entire Board and ask members to devote as many sessions as possible to its study.

 


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