Think....Before You Reorganize

As a leader, what thinking and processes do you use before reorganizing?

Many leaders love to reorganize, but few employees like being reorganized. Structural changes provoke anxiety and confusion. Before you decide to redraw the org chart of your school or organisation, consider these three things:

• What problem are you trying to solve? Are you trying to focus more on those you serve? Do you want to reduce costs or make better use of resources? Has structure become overly complex? There might be good reasons, but before you leap into a reorganization, be clear on the goal.
• Is reorganization the only solution? Reorganization might solve many problems but it's rarely the only solution. Consider alternatives first, especially ones that entail less risk on impact on those involved.
• Seek input from those affected.  Actively - and systematically - seek input from everyone who might be affected or impacted by the reorganization.  Seeking input demonstrates your desire to lead an effective school/organization.  But more importantly, it solicits the best thinking available to you.

Adapted from "Reorganizing? Think Again" by Ron Ashkenas.

How are You Unique as a Leader?

As a leader, what is it that makes your leadership unique?

To be successful as a leader, you need to know your strengths and what special skills and qualities you bring to your role. If you can't articulate them, you can't expect others to see them either. Here's a four-step process to identifying what makes your leadership great:

• List your strengths. Include skills and knowledge you've acquired through experience and education as well as softer intrinsic strengths, such as insightfulness or empathy.
• Ask for input. Ask colleagues for honest feedback - either directly or anonymously.  Just be sure to hear from those you lead.
• Revisit past feedback. Reread old performance appraisals or think back on coaching experiences.  Have you grown in these areas?  How? 
• Modify your list. Adjust your original list to reflect what you've learned. Make sure the strengths are specific so that they are credible and useful.

Adapted from "Five Steps to Assess Your Strengths" by Bill Barnett.