New standards, new
evaluation systems, new state assessments…. There are so many new things
happening in education today that it can feel quite overwhelming. If we are not
real careful our behaviors will be to jump through the hoops of these new
changes and lose sight of our mission. As a principal, I feel it is up to me to
keep everyone focused on the things that matter most for both students and
staff. However, making things simple can be very difficult. Where there is
growth and change there is complexity. Complexity is the enemy of clarity.
The best leaders
lead people in ways in which their followers can easily understand and follow. Simplicity helps the followers to
focus on the plan (The real work is to get the people to work and follow the plan.) A
good communicator takes something complex and makes it simple for others to understand.
Because of the work
of my staff we have shown really great growth in student achievement the past
few years. I’ve been asked to present to other middle school principals in the
West Georgia area regarding our growth. I know they will come wanting a copy of
the master schedule and a list of programs that we might have used. However,
what I have to give them is much different. Our success comes from focusing on
both the staff and the students. There are no magic schedules or silver bullet
programs. I believe it is people and not programs that make the real difference. See below my attempt to make it “simple.”
If you are a principal and you are reading this, I encourage you to take time this summer to make the path to school improvement "simple" for your staff to understand. You will find that your staff will buy-in to a plan that is clear, concise, and focused on the important work of helping students.
When I was an elementary school principal I remember hiring a
teacher who had a track record of excellent test scores. 100% of her students
passed the state test every year. I thought to myself, “I’ve got to hire this
person before someone else does!” I soon realized why she had the test scores
that she had. I also realized why her principal was not upset to see her go. She
worked those students so hard day and night that they had little time for
anything else. Hours of homework at night and a strict adherence to structure
during the day were the norm. Parents often entered my office to tell me that their
children cried about coming to school each morning. It was no longer fun for
them. I listened politely and tried to reassure them that they would be pleased
with the growth their children made by the end of the year. I felt awful for
those children. As I have grown older I realize that it is very important for
students to enjoy learning. If we want them to be lifelong learners they need
to enjoy it, or at a minimum not hate it! The teacher wanted to continue her
track record of perfection. It was all about test scores. On the surface it
seemed she valued her track record more than her relationship with the
children. How will her students remember her in the future? Will she receive an
invitation to their high school graduation? I seriously doubt it. We all want
to be successful at what we do, but I want to argue that it is more important
to be significant in the lives of our students.
What is the
difference between success and significance? I know a lot of people who believe
they are successful because they have everything they want, i.e. big house,
expensive cars, boats. In essence what they have done is add value to
themselves. I believe significance comes when you add value to others. How do
we become significant over the course of our teaching career?
Know
your purpose in life. If your purpose is to gather material wealth, then you
are quite frankly squandering your life.
Sow
seeds that benefit others
Significance
takes time. It doesn’t happen in a day.
Significance
requires giving yourself away.
Success
can last a lifetime; significance can last several lifetimes.
Success
asks how can I add value to myself? Significance asks how can I add value to
others?
We live in an age when only a small minority of individuals desires to
spend their lives in pursuit of objectives which are bigger than themselves.
·If
we pursue success, our joy is the result of our success; if we pursue
significance, our joy is the result of others’ success.
My final thoughts
on success versus significance are these. 1) It’s extremely rewarding to add
value to children. To see them grow and add value to their families and others.
2) It’s productive to get beyond ourselves to help people grow and develop. 3)
Working to be significant instead of successful pleases God.
How will your students and history remember you? Think about it as you watch this clip from The Emperor's Club.
“When you influence a child, you influence a life. When you
influence a father, you influence a family. When you influence a leader you
influence all who look to him or her for leadership.” How will history remember
you? Successful or Significant?
I have a mantra that I'm guilty of overusing with my faculty, staff, and students. That mantra is FINISH STRONG. I use it to try to inspire our students to give their best effort day in and day out. I use it to encourage them to do their best all five days of state testing. I use it with our teachers to encourage them to make every single day count. I want them to bring their best efforts every day and finish our school year with meaningful and engaging lessons.
I was sitting in church Sunday listening to the pastor say he was about to explain the difference in those who finish the race well and those who just plot along seemingly aimless. I sat up in my seat and took out a pen. I knew this was going to be good. Finally! Someone was about to shed some light on this part of the human psyche that is perceived as lazy and uncommitted to excellence. You see I've worked with students and teachers for many years and quite honestly not everyone finishes strong. I have asked myself many times why some people sprint to the finish line with determination and while others seem like they are not happy to even exist in their current situation much less finish the school year strong. Are you ready to hear the pastor's response? It's one simple, yet powerful word, INTEGRITY.
People who finish strong have integrity. They have a strong commitment to do the right things with excellence. Integrity is about more than following the rules. Integrity is about behavior and doing the right thing - because it's right! People who finish strong take pride in knowing deep down that they are doing it because it is what is honorable. The question I ask myself is this, "How do I help others to develop this habit of finishing strong?" The pastor referenced Romans 5:4, "And perseverance develops strength of character, and character strengthens our confident hope of salvation." When tough times happen in our lives we have to push through them with the right mindset. A mindset of what doesn't kill me makes me stronger. This mindset will strengthen us. A mindset of playing the victim and feeling sorry for ourselves will not help us to grow. It will not help us to persevere with integrity through future trials. In conclusion, I want to leave you with two examples of people who persevered and finished strong with integrity. The first was a 1968 Olympic runner from Tanzania. The second is a famous screenwriter who learned from his father and grandfather how to persevere through tough times with his head held high. How do we help others to finish strong? Outside of encouragement and modeling I don't think we can. It must come from within.
EXAMPLES OF PERSEVERANCE, INTEGRITY, AND FINISHING STRONG "My country did not send me 5000 miles to see me start the race, they sent me 5000 miles to finish the race." John Steven Awkhari
Braveheart Screenwriter, Randall Wallace "I too have cried out, 'My God why have you forsaken me.'" Randall Wallace Speech at the 2011 National Prayer Breakfast (Powerful - 24 minutes)
Let me be clear with everyone before you begin reading this. As a Christian, I believe Jesus is the Messiah, the Christ, the Son of God. I believe he died on the cross for our sins and arose again 3 days later. Now that we have that out in the open, let's look at the world's greatest servant leader. Jesus was and is the greatest leader who ever existed. Jesus trained twelve human beings who went on to so influence the world that time itself is now recorded as being before (B.C.) or after (A.D.) his time on earth. He worked with a staff that was totally human and not divine. A staff that in spite of illiteracy, questionable backgrounds, fractious feelings, and momentary cowardice went on to accomplish the tasks he trained them to do. They did this for one main reason - to be with him again. If you believe leadership is influence, THAT'S LEADERSHIP.
At the end of his gospel, John stated that if someone wrote down everything that Jesus did, the world itself could not contain the books that would have to be written. With that being stated, I want to illustrate Jesus great servant leadership style with just a few examples. A leadership style that was intended to be put to use by any of us.
HE STUCK TO HIS MISSION - He knew his mission statement, and he did not deviate from it. His mission was to teach people about a better way of life. If you pause and think about the things Jesus could have done but didn't. He had limitless power from above and could have done literally anything. He did not build a temple or a synagogue. He did not heal all of the sick people in the world. He did not go down to the graveyards and raise everyone from the dead. His mission was specific and he stuck to his mission.
HE DID THE DIFFICULT THINGS - Many leaders today get themselves into trouble when they stop doing the difficult things in order to be liked or win approval. Jesus did the difficult things. Peter tried to stop Jesus from going to Jerusalem. He sensed danger there, and he was right. However, Jesus knew it was part of a larger plan. He set his course toward Jerusalem knowing the consequences. Jesus knew how to say, "no." He said no to the ambitious young man who wanted to follow him. He said no to his mother when she was trying to interrupt his teaching. He said no to temptations in the wilderness. He said no, at times, to himself: "No, I will not run from this. I will drink the cup that is placed before me."
HE HAD A PASSIONATE COMMITMENT TO THE CAUSE - What do you think Jesus was trying to teach his disciples when he drove the money changers from the temple? Some think it was to show God's contempt for greed. Others may think he just lost his temper. I think his heart was so filled with emotion that it just caused him to act. A leader who is not passionately committed to the cause will not draw much commitment from others. He constantly spoke to his disciples about the importance of commitment to his cause.
HE BROKE RANKS- The Pharisees were dysfunctional religious leaders whom Jesus felt so strongly about that he called them broods of vipers and other choice words. He had such strong words for them because they were supposed to help set people free, yet instead they enslaved people for their own selfish gain. Jesus knew he had to step out of that crowd in order to set people free. He broke ranks.
HE MADE IT SIMPLE TO UNDERSTAND - The Pharisees went to Jesus and said, "Summarize the laws of the prophets. Which law is most important?" They were trying to trick Jesus into misquoting the hundreds of laws in which they had memorized so well. He looked at them and told them that it boils down to this one, "Love God with all your heart and mind and soul, and your neighbor as yourself." He summarized thousands of teachings, writings, and theories into one sentence. He made it simple to understand.
HE WAS WILLING TO RUN THE BALL TO THE OUTSIDE - As quarterback, Jesus knew his game plan could not be to take the truth up the middle. Perhaps he would have preferred to have his message delivered through the Levites and Pharisees. That way was blocked so Jesus ran to the outside. He lead the fishermen, a tax collector, and others to accomplish his mission. Leaders are required at times to be innovative to accomplish a goal.
HE CHANGED THE UNIT OF MEASUREMENT - Jesus constantly said, "It has been written...but I say..." He was changing the unit of measurement - of holiness, of the requirements for entrance into God's presence.... of how we measure growth and worth in the human race. It is not about the volume of your prayers, it is about the depth of them. It is not about how good you look, it is how you treat the lilies. Jesus said using money as the only unit of measurement is the root of all evil. We need to change how we measure success, how we measure progress, and how we measure ourselves. Jesus changed the unit of measurement. We just have to follow it.
HE WAS A TURNAROUND SPECIALIST - Jesus didn't come to give us formulas. He came to give us a new mindset - one that has a turnaround mentality. In fact, the word repent means to turn around. In almost every situation in which Jesus found himself, his job was to turn things around. "The people have forgotten who I am. Turn this around." There is a little girl dying. Turn this around." "People are dishonoring the temple. Turn this around." If people were sitting in ashes, He gave them a garland of joy.
HE FORGAVE THEM - Forgiveness is like oil in an engine. It keeps the gears moving. Jesus is the ultimate symbol of forgiveness. He kept on believing in his disciples. He kept on giving them chances. Peter who pledged eternal faithfulness to Jesus, denied him three times publicly. Jesus forgave him and asked him to show his love now by feeding his sheep.
HE EDUCATED THEM - Since teaching is educating the mind and preaching is educating the heart, two-thirds of Jesus' work was education. When he healed people, he spoke to them about changing their attitudes or a new way of behaving that was to go along with their healed physical state. "Go, and sin no more." HE SERVED THEM - The principle of service is what separates true leaders from glory seekers. Jesus was a servant leader. Picture the shift in thinking. Old Testament mentality looked at humanity as being indebted to God, trying to find countless ways to please Him. Then along comes a man claiming to be the very son of God, who asks people, "What would you like me to do for you?" If they wanted to see, he opened their eyes. If they wanted to walk, he let them walk. If they wanted a daughter brought back to life, he brought their daughter back to life. If they wanted wine, he gave them wine. He did these things out of love. To love is to serve. They symbol of love is a circle. True service inspires service, which completes the circle. Servant leadership is a softening agent that works on the hardest of hearts and situations.
Napoleon Bonaparte once said, "Nothing is more difficult, and therefore more precious, than to be able to decide." Tough decisions require courage and conviction. Often these tough decisions are not popular. Principals must keep in mind that good leadership is not a popularity contest. Your job as a leader is not to make all the adults happy, hold hands, and sing Kumbaya. General Colin Powell once said, "Being a great leader means sometimes pissing people off." Powell also said, "Trying to get everyone to like you is a sign of mediocrity. You'll avoid making tough decisions, you'll avoid confronting the people who need to be confronted."
As principals there are times that we have to communicate directly without mincing words that someone's performance is under par. We just CAN'T hope that someone's performance is going to get better. Hope is not a plan! I've seen principals avoid these tough conversations. What do they do instead? They arrange professional learning experiences for everyone that is really only meant for one or two faculty members. Cowardly principals send emails to the entire faculty and staff instead of having a tough one-on-one conversation with the person. This is my least favorite because it causes your good people to be paranoid. Everyone knows it's meant for someone, but which one? That's crazy! Just deal with the one person behind closed doors!
I'm not suggesting that you tick people off just for the sake of it. That's just wrong. However, ticking people off goes with the principalship if you are the kind of leader that deals directly and honestly with your people. As a principal you must have a vision and a standard of excellence of what is right and wrong in your school. If someone is not living up to your vision and standards in how to teach and treat children then what are you waiting for? Leaders are tempted to delay or avoid tough decisions and difficult conversations. T. Boone Pickens once said, "Don't fall victim to what I call the ready-aim-aim-aim-aim syndrome. You must be willing to fire." DECIDE. ACT. That's your job as a principal.
I can think of no better way to summarize this article than by sharing the advice of award-winning principal, Salome Thomas-El (Principal El). Check it out.
Having been a school administrator for 13 years, I've watched many
new principals enter the position. Some have entered to become a servant
leader and others have entered to be a leader that seeks to be served.
The former tends to lead with positional authority while the servant
leader inspires loyalty and voluntary cooperation. I believe leadership
is synonymous with influence. John Maxwell asserts that influence is
gained with people in levels - five levels to be exact. Every principal
has to start at the bottom level and work his or her way up to higher
levels one at a time.
A person is hired for a principal's
position and along with it comes a job description. This is the first
level of influence or leadership. Position is the foundation for every
level of leadership. It is a good starting point, but you don't want to
stay there. Real influence must be built upon that foundation. There was
a time when people relied on organizational charts and responsibilities
to lead. The phrase, "My way or the highway" was used a lot. Let's be
clear when a person is asked to be the principal, it usually means
someone saw talent and potential in that person. And with that title and
position come some rights and a degree of authority to lead others.
BUT, true leadership isn't about position. The invitation to the
principalship is an invitation to make a difference.
Good
principals change individual lives. They form teams. They build
professional learning communities. Good principals make their
communities a better place. Never forget that position is only the
starting point. If you stay stuck in positional leadership, there are
many downsides. Here are the downsides of staying stuck in a My Way or
the Highway Level 1 Principalship.
1. Principals who rely on position to lead devalue people- These
principals almost always place a very high value on holding on to their
position - often above everything else they do. Their position is more
important to them than the work they do, the value they add to their
teachers or their contribution to the school. In fact, positional
principals often see teachers, paraprofessionals, custodians, and
cafeteria workers as annoyances, as interchangeable cogs in the school
machine or even as troublesome obstacles to their goal of getting a
promotion to their next position. As a result the faculty and staff
suffer terrible morale.
2. Positional principals feed on politics- When
principals value position over the ability to influence others, the
atmosphere of the school becomes very political. There is a lot of
maneuvering and competition between teams.
3. Positional principals place rights over responsibilities-
Principals who rely too much on their titles develop a sense of
aggrandizement. They do things to make themselves look and feel
important. They expect their people to serve them, rather than looking
for ways to serve their people. These principals value territory over
teamwork and as a result emphasize rules and regulations that are to
their advantage. Just because you have the right to do something as a
principal doesn't mean that it is the right thing to do.
4. Turnover is high for these principals- Schools
with positional principal leadership tend to lose their best teachers
and attract average or below-average teachers. In other words a lot of
8s and 9s and leaving the school because they have talent and options.
Subsequently, a lot of 2s and 3s are coming in to take their place. If
you believe that good teachers make good schools then the leader has
just lowered the caliber of the entire school!
5. Positional principals don't get people's best efforts-
School leaders (principals, assistant principals, superintendents,
assistant superintendents) who rely on their positions and titles are
the weakest of all leaders. They give their least. They expect their
position to do the hard work for them. As a result, their people also
give their least. Teachers who work for a positional leader may start
out strong, ambitious, innovative and motivated, but they rarely stay
that way.
The greastest downside about a Level 1 Position
Principal is that it is neither creative nor innovative. It's leadership
that just gets by. Positional principals can become isolated if they
misunderstand the functions and purpose of their position. Being a good
principal doesn't mean trying to be king of the hill and standing above
from others. Good principalship is about walking beside people and
helping them to climb up the hill with you.
The above viewpoint is a principal's perspective from the work of John C. Maxwell. Success Magazine, December 2011. p.20-21
Throughout my almost 20 years in education I've been a follower and at other times a new leader. When a new leader is put in place it's important that the leader and the followers develop a synergy as soon as possible. I define synergy as a relationship between the followers and the leader that enables the school or system to move in a more productive and positive direction. Without synergy it's difficult, if not impossible, to move forward. As a new leader it's critical to take time to get the perspective of the followers. There are 3 questions followers ask.
DO YOU CARE FOR ME? This is a huge question. A follower wants to know that the leader has a caring connection for them. The leader is not just there because they have a job to do. When followers feel like they are not being cared for, they quickly lose heart making synergy impossible to achieve. Followers need to know they are cared for in order to stay passionate about their work and reach their full potential.
CAN YOU HELP ME? This question speaks to the competence of the leader. I believe followers are usually excited about a new leader because there exist a potential that their life is going to get better. They optimistically believe things are going to change in a positive way. The follower is asking, "Is this person going to help me get to a new level?" The leader should ask himself a similar question, "Am I helping them to get better?" A more PROFOUND question that a leader should ask himself is this,"When my time in the current leadership role is over, will my people be better off or will I be better off but they won't?"
CAN I TRUST YOU? Followers ask, "If I'm going to follow you, are you going to be and do the same thing? Are your words and actions going to be consistent with your stated values and vision? Are you going to motivate me to be a better person or are you going to manipulate me for your advantage and somehow I become disadvantaged over it?"
Once the followers can answer "yes" to these 3 questions, a fledgling team is born and a small flame of synergy begins. Every leader needs to be able to look their followers in the eye and answer, "yes, yes, and yes" to those 3 questions. I've seen new leaders come upon the scene and expect immediate loyalty from their followers. I believe loyalty runs up-and-down and side-to-side in an organization as evidenced by the 3 questions above. Any leader who is expects loyalty to only flow in an upward direction is narcissistic and will find it difficult to retain quality followers.
