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In Your Corner, Leadership and Change Management
Five Leadership Lessons From the Pandemic
Times of disruption, conflict, and crisis always shine a spotlight on leadership. The pandemic has not been an exception. Employees, students and families, and communities looked to those in positions of leadership in schools and school districts for guidance, judgment, clarity, and understanding.
The pandemic reinforced and, at times, amplified the importance of leadership skills and behaviors that we have always valued and expected from leaders. Leaders are expected to take steps to protect everyone. People look to leaders to consult with experts, make sense of what’s happening, and develop plans for the organization to follow.
As the pandemic unfolded, leaders were expected to maintain a focus on the mission and role of schools to educate students and support instruction despite the challenges and distractions. Leaders were looked to for acquisition and distribution of resources needed to allow instruction and learning to continue as effectively as practical.
Yet, within these larger leadership roles and expectations, the pandemic experience offered several specific lessons worth noting and heeding before the next extended, disruptive challenge emerges. Here are five of those leadership lessons and the implications associated with them.
First, relationships are key. We know the importance of relationships in the context of teaching and learning. The pandemic demonstrated that relationships are equally important for adults. Where leaders had developed strong, trusting relationships prior to the pandemic, stakeholders found it easier to accept leadership decisions and direction despite the fear and confusion they experienced. The pandemic taught us that we need to develop relationships before we ask people to trust us, do difficult things, and face the unknown. It was possible to develop trust and credibility during the pandemic experience, but too often it meant the loss of crucial time and sacrificed some early opportunities to respond. We also learned that when there is no relationship and trust is absent, asking people to take risks, engage without full understanding, and press forward despite uncertainty is likely to be futile.
Second, authenticity matters. People want to know that leaders really care and are not just “going through the motions” or “checking boxes” when they inquire about what followers are experiencing, questions they have, and answers they need. Perfunctory responses and generalized expressions of caring can leave stakeholders feeling dismissed and diminished rather than supported. Careful listening, empathetic responses, and honest commitment to follow-up are especially important when people are hurting, frightened, and uncertain of where to turn.
Third, positivity has its limits. While it is important for leaders to project a positive attitude and be optimistic about what is happening, messages they send must be grounded. Positivity must be connected to reality. When leaders ignore the level of pressure and stress people are feeling and project unfettered positivity, they risk perceptions of being disconnected and out of touch with what people are experiencing. Too much positivity without grounding can be toxic.
Fourth, strength does not mean having all the answers. Leaders often believe that to lead they must be fully in control and free of questions and doubt. Yet, the pandemic was plagued with uncertainty, unanswered questions, and changing conditions. In times such as these, leaders are often asked to lead without all the information they would like or need. Being willing to commit when commitment is called for, choosing to risk when action is necessary, and pressing forward when inaction would sacrifice the mission are steps leaders are called to take in times of crisis. Of course, even making the correct call does not always mean universal support and agreement.
Fifth, conflict is not always what it seems. Arguments over face masks, insistence on remote or in-person learning, and other pandemic-related issues were not always about safety and learning. The presenting conflict can be a proxy for other issues. Political perspective can override science. Childcare needs can prevail over risks of exposure to the virus. What people oppose or support can have as much to do with what they fear, personal priorities, and partisan politics as the importance of the stated issue with which they identify.
Without question, the pandemic reinforced what we know about the importance of leadership. It also invited us to learn the importance of less visible and more nuanced aspects of leading successfully during extended disruption.
In Your Corner, Leadership and Change Management
Five Ways to Counter Uncertainty, Confusion, and Self-Doubt
There is no doubt that these are challenging times in education whether we are a teacher, administrator, or other staff member. In fact, these may be some of the most difficult times we have faced in our careers. We found our way through what appears to have been the worst of the pandemic, only to face lingering questions about the best way forward for students too young to be eligible for vaccination and young people who have yet to be or are choosing not to be vaccinated. At the same time, we face questions and challenges about the role and content of discussions about race and equity in our schools and classrooms. Of course, the challenge we face to help students whose learning lagged throughout the past year is far from met.
Disappointingly, the perspectives and concerns of others are too often accompanied by negative assumptions and accusations about our character and motivation rather than engagement in a search for consensus about the best course of action.
This level of conflict and pressure can leave us feeling uncertain, confused, and even in self-doubt. The nature of issues seems to shift week to week and month to month. Further, the underlying drivers of conflict are not always clear and knowable. And there are no easy or simple choices for the decisions we must make if we are to maintain our integrity and fulfill our educational mission. Fortunately, there are several actions we can take to counter feelings of uncertainty, confusion, and self-doubt. Let’s explore five ways we can counter these feelings and find a sense of balance.
First, we can shift our self-talk. It is easy to engage in self-criticism, telling ourselves that we should have said or done something different than we did. We may even question whether we are capable of addressing what lies ahead. Researchers who have studied the nature of self-talk advise that we are better at coaching others than we are at coaching ourselves. They recommend that we shift our perspective and imagine that we are coaching someone else. In fact, they advise that in our self-talk we call ourselves by our names and use the pronoun “you” rather than “me.” The insights and advice offered can take on a different tone and allow us to be more objective and supportive in how we treat ourselves.
Second, we can resist the burden of others’ “should haves” and “shouldn’t haves.” If we allow ourselves to be guided by the expectations of others, we risk ignoring our own experience, judgement, and expertise. In the end, we will have to live with our actions and decisions. We cannot afford to be nudged into bad decisions in pursuit of pleasing others. We also do not have to accept their shaming.
Third, we can step back and take a break. Sometimes just gaining some distance can allow us to see options and develop ideas that can lead to solutions. A break can also give us an opportunity to renew our energy and find some space and distance to clear our minds. It may be tempting to constantly remain engaged and “power through,” but doing so can sacrifice our best work and threaten our emotional and physical health.
Fourth, we can engage our personal and professional networks. We build support networks for times like these. We need to use them. However, we also need to be thoughtful about who in our network to engage and how to engage them. Sometimes we need to talk with people who understand us and can help us to sift and sort our thinking and decide what to do. At these times we may need to connect with a friend. In other circumstances we need to talk with someone who understands the work we do and the implications of options and alternatives and consequences for choices we must make. These are times when we need to connect with a colleague. At still other times, we just need someone to listen and ask clarifying and meaningful questions so that we can become more aware of our thinking and clearer about what we value and actions we need to take. Here, we need to engage a coach.
Fifth, we can give ourselves permission not to know everything. In the middle of complex situations such as we face, there will always be information and motivations to which we will not have access. Assuming we know more than we do can lead to poor decisions. And constantly searching for more information can lead to “decision paralysis.” Often, realizing that there may be information to which we do not have access and understanding that not everything we are seeing and hearing will make sense can help us to remain patient and flexible as situations unfold.
Admittedly, these are difficult times. They can exact a toll on our emotions and leave us feeling uncertain, confused, and doubting ourselves. Fortunately, we have available a variety of actions that can help us to find our way through. However, we need to make the commitment to engage in them to enjoy their benefits.
In Your Corner, Student Learning
In Your Corner, Leadership and Change Management
In Your Corner, Leadership and Change Management
In Your Corner, Leadership and Change Management
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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In Your Corner, Student Learning
In Your Corner, Student Learning
In Your Corner, Leadership and Change Management
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