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.