Starting a New Leadership Position

As a leader, how do you enter into a new leadership position? 

Taking on a new assignment is exciting. But it's not easy. Here are three common mistakes people make when moving to a new leadership role and how to avoid them:

• Forgetting about the people. Most people start a new leadership role with a plan for success. But you can't forget the people. Know who you will need to rely on to get your work done and focus on building productive relationships with them.
• Failing to listen. You may be eager to introduce yourself and your plan, but don't dominate conversations. Listen to others so their input can guide you.
• Relying on old power dynamics. Every organization has a way of operating. Don't assume what worked in your last school/organization will work in the new one. Understand the new dynamics and how to establish your authority. 

Adapted from "Get Ready for Your Next Assignment" by Katie Smith Milway, Ann Goggins Gregory, Jenny Davis-Peccoud, and Kathleen Yazbak.

Take the Work Seriously, not Yourself

As a leader, are you taking the work seriously...or yourself?

If you are serving as a leader, you probably got to where you are because you sought out a leadership position.  Fortunately, many leaders are highly committed to the work they do.  They are motivated by the work, it aligns with their values, and they believe that the work is important.  Unfortunately, we occasionally find leaders who take themselves a bit too seriously.  These are the folks who like the title, the nice office, or sadly, the positional power.  These are the folks we follow not because they motivate or inspire us but because we must.  They are our bosses, not our leaders.

What kind of leader are you?  If a random sampling of your staff members were asked, would they identify you as someone who is highly committed to the important work of your school/organization?  Would they describe you as someone whose actions are driven by commitment to the work?  Or would they see you as someone more interested in themselves and their career? 

As you think about your own leadership.  Pause every once in a while and ask yourself if your words and actions - at any moment of any day - are motivated by a strong belief in the importance of the work you are doing or are motivated by some personal benefit that you may gain.  You will know the answers to these questions and you'll need to respond accordingly.  However, keep in mind the old saying: Don't worry whether they are listening to you or not.  Worry that they are watching.  If you have difficulty answering the question above, don't worry.  Those you lead can always answer it accurately. 

School Leadership and Power

As a leader, what type of power do you exercise: coercive, utility, or legitimate?

Power can be defined as having great influence and control over others.  Leaders gains it through positional authority and/or by earning respect and developing a following.  Regardless of how leaders gain power, they must use it appropriately and morally.  If they fall in love with the idea of power, they may end up taking actions that are in the interest of retaining their power, not in meeting their mission.

Stephen Covey (1990) identified three different types of power used by leaders.  When a leader uses coercive power, follower follow because they are afraid.  They will either be punished in some way or lose something if they fail to do what the leader wants.  For example, too often we see education leaders use accountability for student learning as a threat instead of as an opportunity to work together to solve problems.  When a leader relies on utility power, followers follow because of the benefits they will receive if they comply.  This model sees the leader-follower relationship as transactional - they follower will do something for some reward (for example, paycheck, bonus, or recognition).  This type of power is the most commonly used in organizations.  The third type of power - legitimate power - is focused on building commitment and trust.  Followers follow because they believe in the leaders, trust them, and want to achieve the same purpose.  This is the type of power that is the strongest and most effective.


From:  Leading Every Day by Joyce Kaser, Susan Mundry, Katherine E. Stiles, & Susan Loucks-Horsley
Published by: Corwin Press