Have you ever returned from a break, full of hope, only to be met with a reality check? This was my experience as we returned from our winter break. My leadership team and I dove into the latest assessment scores, and honestly, my heart sank. Our reading scores were way lower than I had hoped for, and this was supposed to be our year of improvement! I couldn’t shake this pit in my stomach. What was happening?
As we went through the gaps, I felt an urgent need to take charge. The more we talked, the more anxious I got. I knew I had to make a decision fast to steer us in the right direction. So, I threw out three ideas and asked the team to start planning for grade-level meetings. We had to figure this out quickly. The pressure was on!
My team looked at me with confusion. Why had I abruptly shut down the discussion and told them what to do? Out of fear, I had undermined their ideas and questions, closing the door to our group effort.
Have you ever felt the pressure to act quickly, only to wonder later if you missed an opportunity for collaboration?
The rapid pace of our work and the high expectations for improving student achievement had led me to react out of anxiety. My response diminished the very practices we valued: collaboration, open debate, and learning together. While my intentions may have come from a good place, my actions hindered thoughtful conversation and planning.
Being mindful of our intentions and impact is essential to leading this significant work. It is the impact of our actions that people remember.
You may have a similar goal to finishing strong in quarter 4, with students knowing they are ready to show their learning and growth! As you begin this second half, I encourage you to reflect on your intentions and how you engage your teams toward maximizing impact.
What are the long-term impacts of leading with urgency versus intentionality and impact?
How might I create collaboration space while addressing urgent challenges effectively?
“Good intentions may do as much harm as malevolence if they lack understanding."
- Albert Camus
“I wish my team would stop complaining about how things aren’t working. Their negativity is draining.” Perhaps you have felt the same way and are looking for ways to shift the focus toward offering solutions.
So look inward and consider -
What might be going on? What perspectives are you missing? What do you want to feel as you work through this situation?
It’s possible that your behaviors and responses are creating the very thing you don’t want to see among your team. Examining your communication and work approach can provide valuable insights into team problem-solving and effectively utilizing members' intelligence and skills.
You organize a casual brainstorming session where each team member can share their ideas and questions. This approach allows for contributions from all and brings in diverse perspectives, helping identify potential issues early on and creating a more comprehensive plan.
Leveraging the group's efforts and talents boosts decision-making and fosters innovation. Moreover, it promotes team spirit, as members feel their collective contributions are valued throughout the process.
How can I create the conditions for stretching my team to bring their best thinking and work?