Yes, but what do leaders need?

I read this tweet from Simon Sinek and it got me thinking.

 

Simon Sinek

@simonsinek

 

Followers want to be taken care of. Leaders want to take care of others.

Be the leader you wish you had.

 

It is a sentiment that I absolutely agree with, but it got me thinking.

Who is looking after the leaders?

 

My area of focus is education, but I suspect this is an issue that leaks into every profession right now. The Pandemic has caused lots of issues for us as a society to deal with but one that is acute right now is a shortage of labour. Whether you are running a Starbucks franchise or a large IT firm, everyone is feeling a shortage of manpower. Education is no different. Teachers are in short supply, supply teachers are in very short supply, and school boards are desperate for educational assistants. In education as in other professions, when there is a shortage of manpower the work gets added to the leaders. They are expected to pick up the slack and keep things going, but at what cost?

 

Principals, Vice Principals and Superintendents are telling me they are already exhausted and for those in the Northern Hemisphere the school year has barely begun. So many tasks have been downloaded to the middle managers in education that they are starting to buckle under the strain. In conversation with one Principal, he told me that there are three Principals on leave in his Superintendency alone. The year has only begun.

 

Often throughout my career I would look to other businesses and professions to see if there were lessons I could learn from them that would help me with issues I was dealing with in education. I reached out to a Vice President of a Software Firm and an Entrepreneur. I asked both what they were doing to support their leaders in this most difficult of times. They responded in exactly the same way. They both said, “That is a very good question.” The VP talked about the mass exodus all industries were dealing with in the work force and the challenges it was presenting for those still working. He also commented on the difficulty of feeling able to really connect with folks when everything was remote. His company is continuing to have people work from home and contact is through regular zoom meetings.

 

Still curious, I reached out to another friend who runs Ironman challenges for CEOs. I was curious to know why his events targeted CEOs specifically, and what benefits he thought participants got from their involvement. He never did answer why CEOs but in listening to what he thought CEOs got out of the program it became obvious that he had created a mental and physical outlet for them to deal with their stress. The challenges offered them the opportunity to break away from the day-to-day grind of their jobs and challenge themselves physically while building a network with others in similar situations. My friend described the lasting friendships that had been formed through his program and the support the CEOs provided to one another after the challenges were completed. Perhaps the biggest lesson was that the CEOs valued the experience so much that they continued to train and enter further challenges. They took the time to allow it to happen.

 

The stress being placed on middle managers right now is not sustainable. While we look to them to support the people for whom they are responsible, we must also consider how we look after them. The Pandemic has caused many to re-evaluate what is important in life and frankly, the biggest exodus from the workforce has been women.

The question now becomes what to do.

 

Supporting our leaders is not easy but it can be done. It requires us to think differently about what we are doing and why. In fact, maybe those two things need to be switched because Simon would also say that we don’t spend enough time on the why. When people feel trapped in a cycle in which they feel they have no control their feelings of despair climb. By spending time on the why and valuing the voices of our leaders in the design of the what and the how, we not only capitalize on the capacity of an organization, but we may also come up with solutions not previously considered.

 

In education, the area in which I have the most experience, there is a wealth of knowledge and experience within the ranks of Principals, Vice Principals and Superintendents. When they are a part of the decision making, when there is shared voice and collaboration, it creates a sense of efficacy and control over the how and the what. Top-down solutions are rarely effective and frankly, as Steve Jobs would say, why hire smart, talented people and then tell them what to do. We also need to encourage our leaders to make their own wellness a priority. If we think wellness is important then it needs to be modelled by all members of the organization. If our leaders talk about wellness to their staff but model working late every night and look like they have the weight of the world on their shoulders, the message is lost. All leaders need to be like the CEOs in the Ironman challenge. They need to make their wellness a priority and they need to recognize the value of connecting with others outside of work.

 

Some ideas to consider:

 

·  Adopt a process that encourages shared voice and shared decision making creating a sense of efficacy among leaders.

·  Encourage leaders to make their own wellness a priority. (Putting wellness activities right into their calendars and refusing to schedule over them.)

·  Talk about ways to maximize the capacity of the organization. When leaders try to be the smartest person in the room they are missing out on the contributions that could be made by the people they have hired.

·  Listen to the messages your leaders are telling you through their body language, manner, and demeanor.

·  Get to know your people. Who they are, what they care about, their families, and their challenges. Caring about your people on a personal level goes a long way.

·  Try having a management meeting with no agenda. Encourage your leaders to identify topics they would like to discuss and then divide into groups to do just that.

 

Our leaders need support too. They need to feel valued; their voices need to be heard, and they need to be strongly encouraged to make their wellness a priority. The Pandemic has taught us many important lessons. What remains to be seen is if we will heed those lessons or just fall back into practices that have been found wanting.

 

 

 

 

 

 

 

What is your leadership stance?

 Currently I am reading Simon Sinek's new book, "Leaders Eat Last," and I am loving it. Even though the book is heavily focussed on business, the leadership principles being discussed in the book match my own beliefs about what makes for a powerfully successful school and school system.

I remember a very important lesson drummed into my head by my former leaders; the power of relationships. Relationships, relationships, relationships, and not just with students and parents, but with staff as well. I counselled one of my daughter's friends one day who was struggling with the direction she wanted to take her career. I her not to pick teaching unless was what she really wanted to do. Teaching is hard and it isn't a job to consider if you aren't totally committed.

Teaching is about so much more than lessons. When you are all in your students become part of your family and you live through their many ups, downs and tragedies. This year may be one of the most challenging one yet for this generation of teachers. What makes Simon's book so powerful for me is his steadfast belief that an organizations that prioritize respect, trust, empathy, kindness, and care for their employees are the ones that thrive. A true leader is one who recognizes they are privileged to work alongside the people they lead.

A leader is only as successful as the people around them so ensuring the climate and environment is conducive to feelings of safety and value will naturally contribute to creativity, innovation and risk taking. These are all critical pieces of the formula for success. Simon talks about the importance of leaders being gatekeepers and keeping the dangers that might lurk outside away from folks. 

It is easy to know when we are in the Circle of Safety because we can feel it. We feel valued by our colleagues and we feel valued by our superiors. We become absolutely confident that the leaders of the organizations and all those with whom we work are there for us and will do what they can to help us succeed. pg. 28

So what does this look like in education? 

As a Principal I absolutely saw it as my responsibility to look after my staff. That didn't mean my expectations weren't high, they were, but if I wanted 150% from my folks everyday I had to give them 200%. I was in the front hall greeting them as they came in. I made a point of never walking around looking like I had the weight of the world on my shoulders, and I practised the culture of yes. I was always open to new ideas and I would make a point of supporting innovations that teachers wanted to try. If the idea was good for kids then I would find a way to support it. I would learn from them, with them and protect them from the latest train pulling  into the station. I would tell them about all the new stuff coming down but collectively we would decide how invested we were going to become in those ideas.

In every school where I was principal I had a leadership team. I figured out pretty quickly that if my schools were to be successful I had to maximize the potential in the buildings. I was not the smartest person in the room and I had to be a good listener and learner as well as leader. Sometimes I saw my job more as a facilitator than leader but I made sure I was there when my staff needed me. It is important to note that I didn't suffer fools and if there was someone on staff who did not have the best interests of the students at heart I dealt with it. Simon Sinek often says that you send critical messages to your staff when you have a toxic member on staff and you do not deal with it. Frankly it also says a lot about your integrity and your commitment to your ideals. Being a leader is not easy and dealing with a toxic or incompetent staff member goes with the territory, but it is a challenge we can't shy away from.

As a Superintendent I saw my role to be the same as when I was a Principal. I wanted to be the Superintendent I would have liked to have. I didn't micromanage my people, I supported their innovative ideas, I supported them attending conferences and professional sessions to help with their learning, and I had a leadership team to assist with deciding the direction of the professional learning within our group. I saw my role as being the plough to help them through the organizational red tape that can sometimes get in the way of school leaders doing their job. Not avoiding things that were legal or legislated but rather the hoops that organizations create before anything gets done. I wonder how many of those hoops are really just systemic barriers to many things?

The story I will share to illustrate my point is the holiday gathering I had each year for all of my Superintendent folks. Each year I would invite all of my Principals and Vice Principals, Psychologists, SERTs, Coaches, and resource personnel to a gathering at a nice restaurant close to our area. I would personally pay for 3 or 4 bottles of red and 3 or 4 bottles of white wine, buy the first beer for any who didn't drink wine, and then my Superintendent budget would pick up appetizers for the evening. The gathering was really important and valued by my staff and I knew that because they all came. Every last one of them. I watched their shoulders come down as they walked in the door and suddenly there was laughter and conversation. The only business for the night was me thanking them for all they did to support the children we served and I wished them a relaxing and restful holiday. A small amount of appreciation for the people who worked their hearts out each and everyday.

A little thing but my folks knew how much I appreciated them and valued them.

If you are a leader I would encourage you to think about two things

1. Consider reading Simon's book Leaders Eat Last. 

2.  Think about the leaders you had who made a difference in your career/life and see if you can be that leader too.

Hazel

When Life Gives you Lemons - A personal reflection

 I am noticing more and more tweets from teachers expressing their worries and concerns about going back to school. I am sure there are many of you who are feeling exactly the same so I wanted to share a strategy on how I handled a similar situation as a Principal.

When I became the Principal of a large middle school, we had a provincial government that was very hostile towards teachers. Almost on a daily basis the headlines in the papers were all about how Ontario teachers were underworked, overpaid, and not serving the needs of students. Anyone in a school knew how unfair all of these accusations were but the constant bashing was taking a real toll on education workers. If as a Principal your focus is providing the best opportunities and environment for your students, then you have to worry about the morale of your staff. 

The school is situated in an area where our students really needed us to bring our "A Game" each and every day, and they would sometimes show their appreciation in ways that would challenge all of us. Adults who are feeling unappreciated and maligned are not likely to manage such a situation in a way that best supported the kids we served. I needed to come up with a plan.

I decided that the wellness and wellbeing of my teachers had to be a priority. I set aside $500.00 of my budget for staff wellness. I took the money and purchased 10 x 50.00 gift certificates for a family restaurant and I invented staff bouquets. I called my staff together and told them I was so proud of them for the kind, everyday things they did for each other. I told them we needed to be each others cheerleaders because it wasn't coming from anywhere else, and I urged them to fill out a bouquet to thank a colleague when they did something nice for them. It didn't have to be anything big. Shared a lesson, covered a class for a washroom break, took a duty when you needed help, gave you a compliment when you needed a boost.

The staff jumped on the idea and soon the walls of the staffroom were covered in bouquets thanking colleagues for their everyday acts of kindness. Each month at the staff meeting I would write down all of the names of folks who had been given a bouquet, put them all together in a hat and draw out a name. The lucky name that was drawn was given one of the 50.00 gift certificates to go out with family or friends for a treat. I then placed all of the bouquets in staff mailboxes for them to treasure and we started over again. A little thing but staff loved it.

My next step was to hire a massage therapist with a mobile table to come once a week. She set up in an empty room I had and did 1/2 hour massages for 10.00. Staff would book appointments on their lunch or planning times and enjoy an opportunity to destress in the middle of the day.

We did spirit days that were just for staff, drove the kids crazy trying to figure out why we were all dressed up, lunches catered by administration, a blues day in the middle of February with food all designed around the colour blue, and well, you get the idea. We found a way to take the crap and change it into chocolate pudding for real!

The cost for me as an Administrator, $500.00. The payback for my staff and my kids, priceless. In the middle of all we are going through we must find ways to look after the mental health of our staff so they can look after our kids. There is so much change on the horizon and the pandemic is far from over. With a little creativity we can change the culture of our school from one that seems constantly stormy to one that is fun, upbeat, and positive for kids, because at the end of the day it must be all about the kids.

There will be some of you who read this and say, "I could never do that." Maybe not, but I bet there are even better things you could do. Don't wait for someone else to save you, become your own best cheerleader and turn things in the direction that they should be headed. It will pay huge in the end. Heck you might even find your scores go up if that is what you care about.

Hazel

I am Woman!

 I am now retired from Education but recent events in the press have made me reflect on my journey as a woman moving through the ranks in Education.

Today, March 14, 2021, is the anniversary of the death of Breana Taylor. A black woman at home, sleeping in her own bed, shot dead by the Police by mistake. Mistake?? The woman is dead. She had done nothing wrong. She was a first responder, but no big deal right? It was a mistake. Now a young woman in Britain, Sarah Everard, was kidnapped and killed on her way home. Also by a policeman. My point today is not to bash the police but rather to make the point that women, of any colour, are not more safe today in 2021 than they were when I was growing up in the 60's  and 70's. The very people to whom we should be able to turn to for protection are the ones in both of these cases who became the danger, the aggressor. Both situations just underline how far we haven't come as a gender.

Growing up I drank the Kool Aid. I believed that if I worked hard enough I could be anything I wanted to be. I believed I was equal to my male counterparts and I believed that race, gender, appearance didn't matter. What mattered was substance and a demonstration of capability. Yes, I was naive.

On one occasion when I was nearly attacked by one of my teacher supervisors in teacher's college I raced home to tell my father what had happened to me. I expected outrage, I expected him to want to go and punch the guy, I expected him to stand up for me, but instead he told me to get used to it. He told me it wouldn't be the last time something like that would happen to me. Here was the man I loved and adored telling me to get used to it. It was very definitely a wow moment for me. I didn't say anything more about it and reported to the school where I was doing my practicum and just accepted it was part of the game. I faced the man, acted like nothing had happened, and got on with my day.

The second memory that really stands out for me was when I went to my very first Principal/Vice Principal conference. My former Principal whom I thought supported my leadership journey and with whom I thought I had a good relationship with called me Slut for the whole three days of the conference. Hey slut, how is it going slut, how are you doing slut. For three days. I was humiliated and tried to hide from him so I wouldn't have to face the abuse. At the time I didn't understand why he was treating me that way but I have come to realize the message was I couldn't have been promoted because of merit. I obviously had slept with the right people to secure my promotion.

The third memory is when I got my first appointment as a Vice Principal. Affirmative Action was alive and well. Board's were working to increase the number of females in administrative roles. At the time I was appointed 98% of elementary teachers were female and only 5% of Administrators were female. Again, I got promoted because I wore high heels and a skirt. It had nothing to do with my abilities.

My first appointment was a nightmare and almost my undoing. It is the closest I have ever come to quitting but somehow I got through it. My Principal used to tell me to walk three steps behind him. On one occasion when they were looking for new leadership in our professional association he leaned over to me and said, "Next thing you know they will want women and blacks up there."

I share all of this because there are so many of us, women, people of colour, disabled, young, old, faiths, cultures and race who have fought for many years for respect and equality but there is still so far to go. When I was experiencing all of the challenges throughout my career because of my gender I just kept thinking it was because I was making it better for the women who would follow me, better for my daughters, but now I am not so sure. I remember listening to Stephen Lewis who said that the biggest crisis still facing the world is gender violence and I hate it that he is right.

I started this off by mentioning Breanna Taylor and Sarah Everard. If the pandemic has done any good it has been to bring attention to the lightning rods of racism and gender violence. Currently there is much anger in response but both point to the need for us as a human race to evaluate our values and morals. There is no doubt that the systemic systems of power and control have not been disrupted and there is so much work to be done. We need to come together as communities to build a stronger society that is driven by a collective purpose rather than preserving the power of a few.

I may be retired from my profession but I will never retire from my commitment to upholding justice.  I will never retire from seeking a world where we can all walk home through any neighbourhood and be safe.