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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

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

The New Normal for Schools is VUCA

When the post-Cold War era ended in the early 1990s, the U.S. Army faced the urgent need to capture the new nature of combat. To do so, they coined a new acronym called VUCA—Volatility, Uncertainty, Complexity, Ambiguity. It has served them well—and can serve all of us well now. It is more applicable today with the impacts of the COVID-19 crisis on the world than it was in the post-Cold War era. Examination will reveal it fits all our leadership issues, needs, and efforts. VUCA is the new normal for the entire world. Wayne Lynn (2020) details how each aspect of VUCA can be applied to leadership: 1. Volatility. COVID-19 has caused everything in our world to change—and it’s changing fast and going faster. It’s not creating a good feeling. It’s making us have new fears. We’re feeling more insecure and vulnerable rather than safe, secure, and confident. It’s easy to make the wrong choice and add to our problems. We are so busy with so many concerns that we feel overloaded but don’t have the time to adjust and leave our vulnerability behind. But the action we need to take is clear. It’s the same action the U.S. Army took in the 1990s. We need to create a picture of the future we want and need to achieve in our schools and keep ourselves and all those we lead focused on our goal. This is the only way to beat the stress that is building up in us and everyone we lead—and everyone’s progress and energy will decrease without this action. 2. Uncertainty. The known is no longer reliable. Nothing is predictable. In fact, we may no longer be able to predict the future based on past events. And without the value of the past, this reality could lead to more problems. Disruptions and change have always existed in schools, but we cannot deal with them like we did in the past. We need to remember that COVID-19 created uncertainty—but as Wayne Lynn (2020) said, “the future doesn’t follow the past like it used to.” Now we need to remember that leadership is a team sport. Our task is to identify and choose the various talents we have in our schools to develop an understanding of what happened and is going to keep happening under the stress of disorientation. Then remember the old fact that stress always builds from lack of trust on the team. Therefore, building trust is our guide. And trust is also created. Your task is threefold:

Work to build caring and healthy self-concepts with team members by training, supporting, and developing their skills, talents, and achievements.
Promote and teach by word and deed respect in both communications and actions. The rule: No disrespect toward people or property, including yourself. Not learning, growing, and achieving is disrespect toward self. Make no mistake: Building a foundation of trust is vital to our success in the future.
Teach and practice the power of “what is possible together” and win-win situations for all. Relationships are the key to curtailing stress, high productivity, and enhancing our success. Win-win situations are a reality and a fact for experiencing high productivity and high satisfaction in all work and in every workplace on earth.

3. Complexity can be one of the biggest generators of stress. Complexity can affect people mentally, emotionally, and physically. It can cause people to give up and quit. Complexity can make people of all ages feel they have lost control. The normal reaction to the feelings of stress is to seek more control—which is what always makes things worse. Our task is to help the team collaborate with each other to determine which forces can and can’t be controlled. It’s this action and clarity that erases most of the stress experienced by students, parents, and educators. 4. Ambiguity is one of the biggest causes for misunderstanding and misreads that bring work and achievement to a halt. “The stress comes in the form of anxiety” (Lynn, 2020). We’ve all seen the results: team paralysis by analysis. Rather than stopping work and achievement, the best leadership counter is promoting innovation, flexible organization, and using individual team member accountability in order to be able to adjust, change, and succeed in the work and mission of the organization. Reference: Lynn, W. (2020, May 11). When VUCA is the new normal. Printing News. https://www.printingnews.com/trade-services/article/21126697/managing-employee-stress-during-the-covid19-crisis

June 22, 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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