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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