Helping Your Team Define How it Will Work

As a leader, how do you help your team define how it will work?

Most leaders know to help their team define goals, but the conversation shouldn't stop there. You also need to agree on the mechanics of how the team will get the work done. Here are four things that need to be clear on every team:

• Roles and responsibilities. Every member needs to know their tasks and how their work will contribute to the overall goals.
• Work processes. You don't need a notebook full of procedures, but agree on processes to carry out the basics—such as decision-making or communicating.
• Rules of engagement. Establish a constructive team culture. Discuss the shared values, norms, and beliefs that will shape the daily give-and-take between team members.
• Performance metrics. How will you measure team progress? Define the measures for meeting the goals, and the consequences for not meeting them.

Adapted from "For Your Team's Success, Remember the How" by Linda Hill & Kent Lineback.

Assumptions

As a leader, how do you manage your own assumptions and the assumptions of those you lead?

We make assumptions, and believe we are right about the assumptions; then

we defend our assumptions and try to make someone else wrong.

Don Miguel Ruiz

According to the Cambridge Advanced Learner's Dictionary, an assumption is "something that you may accept as true without question or proof."  It is amazing how many of us believe in our assumptions as truth.  Everyone has assumptions and sometimes assumptions are good.  For example, we assume that when we turn on a faucet, water will come out.  We trust that this will happen.  On the other hand, some assumptions are negative, stagnating, or incorrect.  Negative assumptions about things can block us from taking steps forward.  For example, if we assume that certain staff members will not respond well to changes in the workplace, we may hold ourselves back from moving forward in our work or we may move it forward too aggressively.  Assumptions are thoughts that cause us to predict outcomes and we take actions based on the assumptions we hold.  

Our role as leaders?  We need to challenge assumptions - our own and those of the people we lead.  How do we do it?  Here are a few questions to use in daily conversation that just might help:

• Do we know that to be true or are we making an assumption?
• Do we have data or evidence to support this?
• Are we making an assumption about this?
• Why might we believe this to be true?
• How did we arrive at this belief?
• What if our belief (assumption) is untrue?
• How can we prove this to be true or untrue?

Adapted from: Be a ChangeMaster by Karla Reiss (Corwin Press)

WAIT - Why Am I Talking?

As a leader, do you ask yourself to WAIT?

Last week, I heard a great little acronym - WAIT - Why am I talking?  It struck me as a great message to use as a blog post.  As leaders, we need - often - to ask ourselves this question.  We need to think about why we are talking and when.  When we're speaking, we're not listening....and listening is likely a much more valuable skill for leaders than talking. 

Think about the five leadership competencies proposed by Ken Leithwood.  Leaders:

• set direction and sustain vision
• build purposeful relationships
• develop people and the organization
• manage core business
• secure accountability

Think about these 5 competencies.  For leaders to enact them, which is more important, listening or speaking?  If you believe listening is more important you're likely more inclusively minded in your leadership.  If you believe speaking is more important, you're likely more directive in your work.  Each of us chooses our own styles.  Does your style align with what you say you believe in? 

Bottom line.....ask WAIT.  A bit more listening and a lot less talking can help you know your school/organization better.  Ultimately, that will help you as a leader.

Workplace Politics - Engage or Avoid?

As a leader, do you avoid or engage in workplace politics?

Many leaders hate office politics....while others love them.  But avoiding them altogether may end up with you 'out of the loop'. If you've ever worked for a leader who lacked clout or credibility, you understand the risks. As a leader, you're responsible for building productive relationships throughout the workplace so you can influence and support people beyond your immediate sphere. But you can avoid "playing politics" while building the influence you need. Keep your efforts clearly focused on the ultimate good of the school/organization. Work with others for school/organizational advantage, not just your own. And always conduct yourself according to your personal values and beliefs, no matter what others do.


Adapted from "Stop Avoiding Office Politics" by Linda Hill & Kent Lineback.

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. 

Conscious or Unconscious?

As a leader, do you lead consciously or unconsciously?

Many of us have the good fortune to work with leaders who are exemplary and make leadership appear effortless.  We wonder what it is that makes them such great leaders.  It may be that they lead consciously.

As leaders, we can lead consciously or unconsciously.  Unconscious leadership is when we behave in ways that just seem like the right thing to do or are behaviours we've used in the past that have helped us get by.  Conscious leadership is when we select from a personal toolkit of leader behaviours that we know - not by 'gut feeling' - are the right choices for any particular situation. 

Unconscious leadership can get us into difficulty.  Sometimes our decisions or actions simply don't work well.  We end up paying the price by having to struggle with situations that don't go well with the added burden of the stress that accompanies these struggles.  Conscious leadership, on the other hand, is when we have a broad repertoire of leader behaviours that we consciously choose in order to respond to whatever situation we are facing.  Conscious leadership means we act in an informed way based on a set of personal skills that can help us through many of the situations we may find ourselves in. 

One of the ways to know if we are conscious or unconscious leaders is by asking this question: Do I know why I lead in the way that I lead and make the leadership choices that I make?  If you can answer yes and provide a sound rationale for your actions, you're likely a highly conscious leader.  If you have difficulty answering this question and you tend to lead spontaneously or rely more on 'gut feeling', then you're likely an unconscious leader. 

How do you build conscious leadership?  It's not that difficult.  It just requires some reflection on your leader behaviours.  On a regular basis, look back on situations you've dealt with.  Ask yourself some reflective questions like these:

• Why did I choose to respond in that way? 
• What worked?  What didn't work?  Why?
• How would I handle that differently if I were to do it again?
• What might I say differently next time?
• What was the impact on those I was dealing with?  Was this the impact I hoped for?
• What have I learned about myself as a leader? 
• Do my actions align with my values and beliefs?
• How might a leader I really admire have handled this?
• What do I need to learn that would help me be more successful another time?

Reflecting on your own actions as a leader, leads you to a state of greater consciousness about your leadership and why you lead in the way that you do.

Stop Complaining

As a leader, do you have a tendency to complain?

As leaders, we face daily challenges.  These challenges can be difficult for us because they draw on our skills, our knowledge, our beliefs, our values about the work we do, and in some cases, our patience.  We can handle challenges that demand skills, knowledge, beliefs, and values.  We can learn the skills and knowledge we need.  Beliefs and values may be tested but if we hold them dear, they won't weaken.  Patience, though, can be tough.  At times, our patience is tried by the range of challenges we face.  When patience is tried, we can slip into complaining.  When patience is often tried, we can slip into complaining often.  In fact, complaining can become a habit. 

Is complaining just blowing off steam?  That might be a convenient excuse to use to justify our complaining.  However, we need to consider those whom we serve (students, parents, communities) and those who follow us (our staff).  What is the impact of our complaining on them? 

As leaders, we hope to inspire both those whom we serve and those we lead but if we slip into the habit of complaining, the impact on staff can be far-reaching.  When leaders complain, staff can become demoralized, unmotivated, cynical, even fearful.  Worse, staff may not want to bring forward important issues for fear of the impact on you as leader.  The potential for a downward spiral in the culture of the workplace is evident. 

Next time you feel like voicing your complaints, consider who's listening.  What impact might your complaints have on them?

Espoused Theory vs. Theory of Action

As a leader, how do your espoused theory and your theory of action align?

As leaders, we each have some essential beliefs and messages that we deem to be important.  Part of our work is to ensure consistent messaging of what is important in the work we do in our schools/organizations.  This consistency helps staff to know what the focus of the work is and that it is not changing frequently.  No one works well when they are aiming at a moving target.  The essential beliefs and messages that you speak about are your espoused theory.

The problem with espoused theories is that they don't always align with our theories of action.  For example, in schools, we may claim that we believe deeply in student learning and ensuring that every student is successful.  However, does our theory of action align?  In other words, do our actions align with what we claim we believe in and what we stand for?  This is tough to answer for ourselves.  We may believe we can but how accurate are we?  In truth, only those we serve (students, parents, clients, customers) and those we lead can truly shed light on how well our actions align with our words.  Do our espoused theories align with our theories of action?  Does it matter to you?  If so, you'll want to determine some ways to find out.  Anonymous surveys are very helpful.  Nothing breeds cynicism more quickly than leaders who say one thing and act in a different way. 

As a guide, remember the old saying: Don't worry whether they are listening to you or not.  Worry that they are watching you.

Alignment of Your Beliefs and Your Actions

As a leader, do your actions align with your professed beliefs?

Many people feel that any decision is better than no decision. After all, you can always change direction at a later date. But, in an attempt to appear decisive, leaders may prematurely push for an answer. And if there isn't a clear conclusion, they'll provide one. This undermines a team's ability to make a collective decision. Pretty soon people stop participating because they assume you've made up your mind in advance. If you can't agree, don't impose an answer. Instead, end the discussion by putting a process in place that yields decisions—even slowly-made ones—that everyone can accept. That way you won't lose your staff's goodwill next time around.

Many of us profess to seek and honour collaborative decision-making.  However, if your espoused beliefs don't align with your actions, your staff will soon figure this out and may begin to disengage.  Remember, as a leader, people are watching you.  And they are often watching for the alignment between what you say you believe in and what you actually do. 

Adapted from "How to Cultivate Engaged Employees" by Charalambos A. Vlachoutsicos.