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Accept Your Vulnerability and Suit Up

Not since the middle of the last century with the outbreak of Polio has there been such a time as this. Not even the AIDS epidemic, nor the more recent pandemics have caused such universal distress. This COVID enemy is uncontrollable and ruthless. We can use everything we know to try to fight it, yet our experience tells us there are people who will rebuff our attempts. There are those who refuse to wear masks or keep their distance. Young people congregate in masses and we are at a loss to stop them. Yet, these actions put others at risk. It can seem as though the forces against a safe and successful path forward are unstoppable. On top of our professional responsibilities, we have our students, parents, and colleagues, as well as ourselves and our family members to take care of. And that too can feel like an endless and overwhelming task. So, what’s the answer? In truth, there isn’t one single proven answer at this time. But we can adopt a helpful frame of mind: Suit up and be vulnerable. These two actions, on their face, may seem like opposing things. They’re not. In fact, they are two powerful elements of successful leadership, especially in times like these. Some days we need to suit up with a formal suit that says “leader,” other days with the team uniform. But every day we need to be ready to do what’s in the best interest of our organizations and the people we are charged to keep learning and stay safe. When we “suit up” we actually start to prepare ourselves to win—mentally, physically, emotionally, and spiritually—and not merely endure our circumstances. Suiting up mentally also helps us reach inside and activate and draw upon core principles, knowledge, skills, and other strengths we possess. In our case, the battle is about preparing this generation of students for their future. It’s about keeping students and their teachers and support staff safe—so that they have a future. It’s about feeding those students who wouldn’t have two meals a day without our efforts. It’s about making sure every student and every staff member feels seen and heard—and so much more. It’s a tall order. But it’s what we got into this profession to do. If we don’t suit up with the positive intent and passion for nurturing and protecting young people every day —we won’t win the battle. In the absence of easy answers, our real strength, perhaps even our super-power, is to lean into our vulnerability—another keen aspect of our human reality. We do not have to behave as though we have all the answers. We can give others space and encouragement to reflect, imagine, and propose answers to the challenges we face without abandoning our leadership or devaluing our strengths. When we access our vulnerability, the barriers that divide us and arouse our fears begin to crumble and we open ourselves up to the ideas of many others who come to our aide and can help us solve the problems that confront us. Ironically, when we do, it motivates both us and them. We also put ourselves in a position to learn. And it is this mindset of learning that will propel us and our mission forward in new and more productive ways. In truth, all of us are feeling incredibly vulnerable now—because we are. It isn’t a weakness. It’s simply a condition—and one that we can use to unite us rather than divide us. The path before us will not be easy. But know that in actuality, we may experience our biggest victories now. There certainly has never been a time when our leadership was needed more. We won’t get the answers we seek every day, but if we stay alert, suit up, and stay vulnerable, solutions will appear.

September 03, 2020

Advance, Retreat, Adjust, Repeat

The decisions we are having to make right now in the frontier of this new environment can riddle the most confident leader with anxiety. Every path we go down seems to be punctuated with difficulties. Bain and Company, a research firm, suggests that the organizations that adopt the mindset of Advance, Retreat, Adjust, Repeat will come through this period as winners. It may look like this: Make a decision to move forward in a specific direction (Advance), listen to the responses you hear about the mistakes you made that will cause you to have to back up (Retreat), learn from listening and your mistakes and try something new (Adjust), and then (Repeat) the process. In truth, this is what we ask students to do every day—and we deem it the height of learning. Consider the fact that leadership anxiety stems from fear of making mistakes and then having to deal with the consequences. The need to be right in every situation can actually paralyze a leader and lock him or her into short sighted positions that keep the organization and the people in it from learning from mistakes and finding creative new ways to move forward. In reality, there are no totally right discussions in an environment of such huge uncertainty. A close look will reveal that perfection has never been the real condition. Rather, we are imperfect people, leading imperfect students, in an imperfect classroom and school, community, state, nation, and world. But, if we move forward with an adjustable mindset, an ability to admit our mistakes when we make them (and we surely will make them), and an eye for creative solutions, we will be leading a much more vibrant school or district quicker than we thought possible.

August 31, 2020

Three Questions Tell You What You Need to Know—Now

The first weeks of school will reveal the flaws in your plan, but you may not see them. They may be more obvious to others than to you. These are times when we cannot know everything. Complexity, shifting conditions, and the absence of clear direction are present everywhere. No matter how much effort and attention we give, there is always more that we could or need to know. Consequently, we need strategies to avoid potential blind spots and to avoid hearing only what those around us think we want to hear. Of course, openness to disagreement and willingness to accept difficult or bad news are important habits to cultivate. Still, unless we take specific steps to ensure that we are hearing what we need to know and pay attention to, we risk overlooking or being shielded from information important to our leadership and the success of the organization, especially in these challenging times. We can expand and extend the radius of information we receive and process by frequently asking three questions of ourselves and those with whom we regularly interact. First, we can take a direct approach by asking, “What do I not know that you think I need to hear?” This question invites reluctant colleagues to offer insights, perspectives, and information that can expand our knowledge and understanding without having to introduce uncomfortable topics without an invitation. Even in response to this question, we need to listen carefully for what is not being said directly if we want to fully understand what we need to know. Second, we can pose the question, “What would you ask if you were me?” This question can be used with close colleagues and less familiar members of groups and teams. It is less risky to respond to than the first question, because it does not commit the responder to providing uncomfortable information or challenging our opinions or perspectives. However, it can provide important clues to information and experiences about which we need to learn more. Third, we can ask ourselves, “What can I glean and learn from the resistance, criticism, and skepticism I am hearing and feeling?” There are reasons behind the behavior of those around us. It can be tempting to dismiss negative feedback, but we often do so at our own peril. Only by taking the time to listen, reflect, and ask clarifying questions can we gain crucial insights that save us from missteps and offer new ways of communicating and leading that represent a path to greater success.

August 24, 2020

It’s Time to Share What You Have Learned

The past several months have been a time of learning. Not all of the lessons we learned were planned, anticipated, or even welcomed. Yet, everyone has been exposed to conditions and expectations that have called for adjustment, experimentation, and persistence. Teachers have learned to instruct and engage with students in new ways. Some educators learned to expand and refine strategies they have used in the past. Others have had to transform their approach and adopt new tools. Students have also experienced a new context for learning. They have had to adjust to new ways of being instructed and novel ways of learning. Some adjusted easily. Others have struggled. Still others stepped back from learning completely and will learn the consequences soon. Much has been written and shared about the lessons teachers and students have learned. Some of these lessons will inform good learning and teaching practices going forward. Others were lessons that demonstrated what not to do and were likely abandoned as soon as conditions allowed them to fall away. Much less has been written and discussed about what educational leaders have learned. Yet, recognizing and sharing what we have learned is important, maybe even crucial, to the success of our leadership and the reassurance of those who will depend on us to lead in the uncertain and challenging weeks ahead. Now is a perfect time to capture and share lessons you have learned during the pandemic. Some of the lessons may reflect how you experienced and view the challenges faced and how you view those that lie ahead. Others may be accidental insights growing out of rapidly changing circumstances. Still others may be lessons you learned about how not to lead. These can be especially important because they are true measures of learning, not just an application of previously possessed knowledge and skills. You might also share who taught you key lessons and how you learned them. Don’t be timid about apologizing when the learning of a key lesson may have involved missteps, mistakes and even caused hurt to someone around you. Your openness about your learning conveys a message of earnestness and commitment to be a learner. It also communicates your willingness to be vulnerable; one of the key characteristics of leaders who succeed in uncertain, confusing, and challenging times, like we are experiencing now. Of course, many priorities are competing for your time, but as a leader of a learning organization, sharing what you have learned can be a potent model and key connector within the education community. Taking the time to reflect on, capture, and share your learning may pay greater dividends than you can imagine.

August 17, 2020

Reconnecting with Staff

Welcoming staff back after the summer break is always an important part of the process of renewing relationships and positioning the organization for success in the new year. This year, the process is even more important. Not only is this the start of a new school term, it represents the first time many staff members may have been physically present in school since face-to-face instruction was interrupted in the spring. Many staff members will likely be returning with “unfinished business” from the spring. For some, the spring was a bewildering, stress-filled experience that undermined their confidence and left them feeling as though no matter how hard they tried, they were unable to find their professional stride. They found themselves unable to reach students in the ways to which they were accustomed. For others, the spring was a time of loneliness and separation that left them longing for connections and mutual support. Still others may have learned new skills and discovered new tools to support learning. Now they want to find ways to integrate what they have learned within the teaching and learning context they will experience as school opens. With this reality in mind, we can employ a three-step process for welcoming staff regardless of the experience they may have had during the final months of the spring term. First, staff members need to hear that we understand the experience, challenges, and difficulties they faced. They need to know that we appreciate their flexibility, conscientiousness, and commitment despite the circumstances. Further, they want to be reassured of our confidence in their ability to meet the challenges that lie ahead. Of course, they need to hear these sentiments in our words, but they also need to feel it in the tone of our messages. Their assurance of our empathy, confidence in them, and commitment to support their success can have a powerful influence on how they will begin the year. Second, staff members need to see and feel these messages in our actions. We can start by adopting the phrase “tell me” as we engage with employees. As examples:

Tell me what you need.
Tell me how I can help.
Tell me how you are feeling.
Tell me what questions you have.

Our willingness to ask and our commitment to listen will make a significant difference to our staff regardless of their experience in the spring. Staff who struggled will be reassured that we are committed to their success even though they may have fallen short of their own expectations. Staff who suffered from separation will be reassured that we understand their need and want to reconnect with them. Staff who learned, grew, and succeeded in the spring will be reassured that we notice and want to support them as they apply their new skills and insights. Third, we need to follow up and follow through with what we hear. Inviting people to share their thinking and needs is the first step. The credibility of our concern and commitment resides in what people see us do as a result. Following up and following through does not necessarily mean we deliver on everything or that everyone will get what they want. Rather, it means that we take their concerns and wishes seriously and do what we can to improve their experience. When we are able to make an adjustment or grant a request, we reinforce our leadership commitment. Yet, even when we cannot satisfy every need or request, our commitment to loop back with an update or explanation of our efforts and the situation can make a lasting, positive difference.

August 10, 2020

Six Actions for Leading Now

It may not feel like it right now, but you are in a very special place. The words you say, the steps you take, and the decisions you make likely carry more weight and garner more attention now than at almost any other time in your career. The truth is when times are tough, uncertainty reins, and confusion is present, people crave leadership. They want to know what you think, what you will do, and that you are looking out for them. What you do (or don’t do), how you make people feel, and how you communicate what is happening and what it means will be remembered long after this crisis has passed. The good news is that you do not have to be perfect. In fact, your willingness to try may be more important than your being perfect. Your willingness to admit mistakes and learn will be respected, especially over indecision or reluctance to accept and admit missteps. As you contemplate your leadership positioning and focus in the coming weeks, keep these six actions in mind:

Show that you care. Empathize with people and the circumstances in which they find themselves. Your words and actions will convey a message of credibility and respect, two important leadership traits during times like these.
Practice openness and transparency. Doing so communicates confidence, in yourself and in those who depend on your leadership and whom you need to commit to the work ahead.
Focus on what is most important and resist distractions and “shiny objects” that can pull you away from what is most important right now. This stance allows you to be most productive and signals to others in the organization what they need to do and how they can align their work to what is most important.
Be ready and willing to delegate important work and responsibilities. The pressure you feel may fire an urge to do and decide everything. Yet, if you have been developing leadership skills and habits in those around you, this is the time to let them put into practice what they know and can do.
Share credit and accept blame. When things work out, highlight the work of those involved. When things go wrong, accept responsibility on behalf of others and focus on making things right.
Activate and rely on your support system. This is not the time to “go it alone.” Accepting support and advice is not a sign of weakness. It is a sign of humility and commitment to learn. Just be sure to return the favor to others in your support system when they need your insights and expertise.

July 31, 2020

Share Your Tips & Stories

Share your story and the tips you have for getting through this challenging time. It can remind a fellow school leader of something they forgot, or your example can make a difficult task much easier and allow them to get more done in less time. We may publish your comments.

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Engage Your Scouts and Explorers Now

It may be tempting to roll out a full slate of new expectations and role adjustments for your staff from the first day. While there will be some changes made out of necessity, attempting to make wholesale shifts with all staff members from the start will likely lead to disaster. For now, consider limiting major changes to those aspects that will most directly impact the learning and health of students. At the same time, there are likely a number of staff members who can help to grow experience, explore options, test tools, and develop practices that will move the strategies you are identifying forward. Every school district has these people. You might call them scouts or explorers. They are often eager and fearless when it comes to trying something new. They are not afraid to make mistakes, change direction, or challenge assumptions and traditions. Enlist this group of scouts or explorers to assist in identifying options, testing approaches, and exploring the landscape that lies ahead. Now is the time to engage these educators, if you are not doing so already. They can test, modify, and solidify what later can be rolled out for more or all of the staff. They can also provide important reassurance, modeling, and coaching as larger groups of staff learn and implement longer-term shifts in practice to align with the vision and strategies you are developing now. In fact, gathering some of these key players now to share your thinking with can offer added benefits. They may have valuable ideas and insights to assist your planning. They may also be in a position to try out and gain experience with tools and approaches yet this summer if you have a summer learning program. You might even pair them up with some learners who need additional support to be ready for success when school starts in the fall to gain some early experience and insights. You know your specific circumstances. Just be sure not to ignore this important and potentially helpful resource as you think through the challenges you face and the changes you need to make. You will be glad you did.

July 17, 2020

Smart Planning During Times of Complexity and Uncertainty

Attempting to plan efficiently and effectively during times of complexity and uncertainty can be an incredible challenge. Very few aspects of what will be reality in the fall are clear right now. Yet, we need to do all that we can to be prepared for whatever may come and be expected of us. Nevertheless, we do not have to be paralyzed, or adopt a wait and watch stance—nor do we have to have endless plans to cover every eventuality. The key to planning during this time is to match our planning approach to the circumstances and environment we face. As examples, if we knew the conditions we will face in the fall and all the variables were clear, we could develop a single plan with a sequential set of steps to take us from where we are to where we need to be. Even if we faced a challenge with a couple of unknown variables and relatively stable conditions, we might develop a Plan A and Plan B to cover the options and implement the plan that best fits what develops. Now in the face of greater complexity and uncertainty, many school leaders are developing multiple plans based on a set of alternative scenarios. The hope is that at least one of the plans will match the circumstances and expectations that emerge in the coming weeks. Obviously, this approach provides more options and increases the chances of being prepared. However, development of multiple plans requires time, effort, and resources when all these are scarce. Further, even with the development of multiple plans, at best only one plan is likely to be implemented. Thus, much of the time, effort, and resources will be wasted. Consider taking a more flexible planning approach that will allow adjustments as conditions become clearer and variables begin to narrow. We can focus on what is known while developing a variety of ideas, options, strategies, and tactics that can be combined as needed to formulate our approach when we are ready. In this approach, start by clarifying what will likely be the outside parameters of what lies ahead, or what will not happen. For example, it is unlikely that school will open in the fall with full face-to-face instruction as was common before the pandemic. On the other hand, we can assume that learning and instruction will take place in some coordinated form. These two outside parameters define the boundaries. Between them lies the potential to offer online, blended, some modified in-person instruction, some community-based learning, and other forms of learning support. Our staff may have developed some additional innovative practices to draw upon. It may even be that some parents who had a good experience this past spring will want to remain involved even though they do not want to engage in home schooling. Use your skills, imagination, experiences, and network to identify even more potential components. The key is to identify a range of options and possibilities on which you can draw when needed. By considering a robust set of options that might be integrated into your ultimate approach to school in the fall, you will have full flexibility to quickly select components and craft a strategy that will serve the needs of students. Meanwhile, you will not have to abandon or radically change plans that no longer fit the circumstances you face. Further, you and your team will be better able to make real-time adjustments and switch out components as conditions continue to change and realignment is necessary.

July 13, 2020

The Secret Power of Leading by Listening

We are in a time when ideas that have worked in the past and answers that used to be adequate too often are not enough. The conditions and expectations to which we were accustomed have changed. Assumptions on which we could rely no longer apply. Even more bewildering, we do not necessarily have time to conduct lengthy studies and detailed analysis to determine the best ways to proceed. These are times when we need fresh ideas and novel answers that respond to where we are today. As leaders, we may think that generating these ideas and finding the right answers is our responsibility. After all, isn’t that what leaders are supposed to do? Not necessarily and not always. As counterintuitive as it might seem, some of the best ideas and answers may be buried within our organization waiting to be unearthed. Rather than press ourselves and our immediate team to generate and present every solution right now, we may learn more and gain the best ideas by just listening. Listening is a powerful force. It conveys respect for the people to whom we are willing to listen. We can learn first-hand the pain points and stumbling blocks people are experiencing. And, we gain access to their perspectives and passions that can uncover new ideas and surprising answers. However, we need to take the time and create the conditions that encourage people to share, risk, and dream. It helps if we are continually aware that we seldom learn by talking. It can be surprising to learn the level of caring, thought, and commitment people bring to the work and mission we share. Teachers, students, parents, community members, and other stakeholders can be valuable resources right now. They may just need to be asked—and listened to.

July 02, 2020

Leading Without a Map: Responding to Protests

For months our thinking, planning, actions, and worries were focused on COVID-19 and its impact on so many things we took for granted. We also watched and worried as our economy was paused. Millions of people lost their jobs. The need for food banks and financial assistance grew quickly from support that some people needed, to a lifeline for tens of thousands of families who never imagined relying on the generosity of neighbors and communities. It seemed all-consuming. Then, events of the past few weeks have challenged our consciousness once again to confront yet another crucial issue that for too long has been ignored. Multiple tragic, heart-rendering events reminded us that segments of our society, especially black members, face bias, barriers, and discrimination that, while long discussed, remain present. Protests across our nation have testified to the intensity and severity of the circumstances and challenges we face as a nation and society. As leaders, we have a special responsibility during this time. We must accept that despite what we have said and efforts we have made, the causes and consequences associated with this condition remain. The question is, “What should we do now—right now—to begin to address the challenge and begin to turn the situation around?” Unfortunately, there are no easy or universal answers. Each of us must examine our heart and accept the challenge of making the future better. Still, there are some universal leadership truths that apply in circumstances such as these. First, we need to understand that the voices and protests we are hearing grow out of fear, anxiety, frustration, and disappointment. These feelings are real. We need to validate and accept this reality and offer reassurance and understanding; not respond with rigidity and pressure. We need to listen, acknowledge feelings, and demonstrate respect—and learn. We need to do more than say the right things. The “right things” have been said too often in the past while not followed by actions. Our leadership will be judged by what we do, not what we say. The new opportunities we help to create, unhelpful policies we change, and harmful practices we abandon will be what makes the difference. Only when our actions change people’s experiences will what we say be taken seriously. Further, we need to help people to find their personal power. We absolutely must create conditions where those that have been ignored, underestimated, and held back have a path to success. However, we also must create conditions where they can tap, build, and apply their personal power. It is not enough to create opportunities. We must provide the support, encouragement, and resources to help each person see and pursue the opportunities open to them. Some of us have had the privileges of race and wealth that offered these advantages, often without our even being conscious of their presence. We need to support such advantages for all. The combination of the pandemic, recession, and protests against inequities and racism present a unique—probably once in a lifetime—challenge, but it also represents what is the greatest opportunity for and potential consequence of leadership. Where will you choose to start? Questions:

What policies have been in place for a long time that deserve to be reviewed and adjusted or dropped?
What current practices may be harmful to the goal of all students receiving the encouragement, support, and opportunities they need to succeed?
What are some first steps you can take to demonstrate your commitment to value and support the success of all students regardless of background, race, or history?

June 22, 2020

We’re In Your Corner!

There is much to do and think about in the initial weeks of the new school year, but trying to correct and undo unproductive behaviors and processes usually takes more time and effort than establishing a strong foundation from the beginning.

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