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.

Lead with Emotions in Mind

As a leader, do you consider the emotional impact of your words and actions?

People resist direction or change that they don't understand, don't value, or whose demands they don't feel they can measure up to.  The impact on individuals can be significant....and not necessarily in a good way.  Positive emotional impact - recognition of a person's work or their personal life - can be inspiring.  On the other hand, negative emotional impact - not noticing work well done, negative comments, neglecting the personal lives of staff members - can cause people to resist, shut down, or, at worst, sabotage organizational efforts. 

Staff members feel more confident about taking direction and tackling new ideas when leaders set a positive tone by recognizing work that is well done, thanking people for their work, and by exuding awareness and appreciation of the complexities of the work they are being asked to do. 

Remember the great quotation:

In the end, people will forget what you said, forget what you did, but people will never forget how you made them feel.

Maya Angelou

Don't miss a chance to recognize a staff member for work well done or to thank someone for their efforts.  They'll remember how you made them feel!

The Elephants in the Room

As a leader, do you name the elephants in the room and ensure they are dealt with?

Every school/organization has its own 'elephants in the room'.  There are always issues that hover beneath the surface that impede improvement efforts.  In a school, these may be issues related to why certain groups of students are not being successful, whether we truly believe that all students can learn given sufficient time and the right supports, whether consequences are punishments or are designed to restore relationships, why certain staff members appear to be privileged, and....the list goes on. 

The job of the leader is to summon up the courage to name these 'elephants' and then to provide a forum for these to be worked through.  Sound easy?  It may be if it's done superficially or if it's done from the stance of 'the boss'.  It's not so easy if you - as leader - truly want to address the issue at hand.  It's tough because it demands courage.  It demands comfort with uncertainty about how discussions will unfold.  And in particular, it demands skills in being able to facilitate a discussion so that all voices are heard and differing perspectives can be surfaced in a respectful manner.  This is the toughest part of all.  In fact, it is often seen as so difficult, leaders will sometimes let the 'elephants' remain in the room and not address them at all because the challenge of dealing with them is just too great.  However, as a leader, can you ethically let this happen?  You have been entrusted with the leading of a school/organization with confidence in your knowledge and skills to lead.  Dealing with challenging issues like the 'elephants' demands a lot of you but avoidance of issues sustains the status quo when improvement is possible if the challenges are faced. 

What can you - as a leader - do about this?  Dealing with difficult and complex issues requires confidence on your part as well as the skills of facilitation.  The confidence needs to be summoned up from inner strength.  The facilitation skills can be learned. 

If you don't face these 'elephants', true and important change can't happen.  The critical conversations won't take place.  Most significantly, those who rely on you - students, parents, staff - are being let down because they aren't being provided with the leadership that's needed.  It won't be easy the first time.  You might even fail.  However, choosing not to act should not be an option because it's a guarantee that nothing will change.

The Change Process

As a leader, how do you understand the change process?  What is your comfort level with complexity?

...it is essential for leaders to understand the change process.  Moral purpose without an understanding of change will lead to moral martyrdom.  Moreover, leaders who combine a commitment to moral purpose with a healthy respect for the complexities of the change process not only will be more successful but will also unearth deeper moral purpose.  Understanding the change process is exceedingly elusive.  Management books contain reams of advice, but the advice is often contradictory, general, and at the end of the day confusing and nonactionable.  ...six guidelines that provide leaders with concrete and novel ways of thinking about the process of change:

1. the goal is not to innovate the most
2. it is not enough to have the best ideas
3. appreciate early difficulties of trying something new - what I call the implementation dip
4. redefine resistance as a potential positive force
5. reculturing is the name of the game
6. never a checklist, always complexity

From: Leading in a Culture of Change by Michael Fullan
Published by: Jossey-Bass

Understanding the Change Process

As a leader, do you need to manage change?  If so, how do you approach it?

Understanding the change process is less about innovation and more about innovativeness.  It is less about strategy and more about strategizing.  And it is rocket science, not least because we are inundated with complex, unclear, and often contradictory advice. ... The goal is to develop a greater feel for leading complex change, to develop a mind-set and action that are constantly cultivated and refined.  There are no shortcuts.

Understanding the Change Process

• The goal is not to innovate the most.
• It is not enough to have the best ideas.
• Appreciate the implementation dip.
• Redefine resistance.
• Reculturing is the name of the game.
• Never a checklist, always complexity.

To find out more.........

From: Leading in a Culture of Change by Michael Fullan
Published by: Jossey-Bass