Collaborate Instead of Coercing
During my morning study time today I finished reading the great book Into The Raging Sea: Thirty Three Mariners, One Megastorm, And The Sinking of El Faro by Rachel Slade. Because of my belief that everyone is a leader, everyone needs to read this book. Slade did an amazing job of chronicling the October 1, 2015 loss of the 790 ft U.S. Flagged container ship El Faro in Hurricane Joaquin. The 33 on board all lost their lives and the loss sent shock-waves through the marine industry. I don’t want to spoil the inspiration of reading the book, but Slade explains in detail what happened plus a great many other details and history of the merchant marine industry. Her research included the many conversations on the bridge from the last 26 hours prior to the sinking of the El Faro from the NTSB Voice Data Recorder (VDR) transcripts. Those conversations on the bridge illuminate what went on in the last hours. Slade described in detail how the recovery of the VDR from the 15,000′ ocean floor of water was a major accomplishment.
So why should every leader read this book? The ship’s master, Captain Davidson, had a lot of experience but was known for not listening to the officers and crew. Never forget, it is important for leaders to listen more than they talk. In the transcripts of conversations on the ship’s bridge the officers seemed afraid or, at the very least, reluctant to challenge the route of the captain and a glaring lack of a culture for obtaining important feedback from the officers and crew. The captain had clearly not cultivated a culture that the officers felt safe to give feedback on any items they were concerned about. The transcripts showed that the officers had opinions on safer routes to take, but were never able or comfortable enough to communicate these in a way to make them so. Thus, the ship sailed right into the eye of the hurricane and its ultimate fate. Please note that I have way over simplified this story, but you need to read the book.
As I read Slade’s great book I was reminded of my friend and mentor David Marquet’s great leadership acumen and his incredible book, Leadership Is Language. In his book, Marquet uses the sinking of the El Faro as an example of leadership gone bad. David taught us that outdated top-down language from the Industrial Age playbook of leadership probably played into the terrible tragedy of the El Faro. This is another book every leader must read. Without spoiling all the content let me just say that Marquet argued that once we commit to a small step, we humans can’t help ourselves but to continue to commit in that decision. It’s just the way our brain works. We become stubborn and stick to it, even in the face of evidence that the course of action is failing. He taught us to build in pause and reflect stops. Think about it. If the crew had felt safe in a culture designed as a safe place to speak up, the alternative safer routes would have probably been chosen. Leaders must collaborate instead of coercing.
Finally, when we, as leaders, can admit we don’t know, we allow the team to admit that they don’t know. It also allows a team member to admit they DO know. Leaders must be looking for and encouraging divergent thinking. Remember, trust must be a verb before it can be a noun. I just blogged about this in Trust Is A Verb. Are you trusting your team and encouraging curiosity from everyone? To use one of David’s questions, “How can we make it better?” I had the opportunity this past week to be with David on a webinar with teachers from Canada and was reminded how important it is to move from the old definition of leadership that involves directing the thoughts, plans, and actions of others (see featured picture) to what he describes as “embedding the capacity for greatness in the people and practices of an organization, and decoupling it from the personality of the leader.” Lets get to decoupling.
Recipes For Success
Obviously, no matter what you do, there is never a guarantee for success. We just use recipes and practices to increase our chances of success. Basically, we follow “recipes for success.” In other words, a number of good practices that we have either discovered for ourselves through trial and error, or others. All this popped into my mind as I read Chapter 38, “Own Your Mistakes,” in Mindset Mondays with DTK by David Taylor-Klaus (DTK). DTK taught us in the book the we need to own up to our mistakes or our credibility is undermined. By owning up to and hopefully learning from our mistakes, we become trustworthy and human.
As a believer in having a growth mindset, I began to think about the difference between a mistake and failure. In doing some research I found that the difference is in the learning, which to me is a big part of the “owning up to it” advice of DTK. Then I turned to Seth Godin who said, “A mistake is either a failure repeated, doing something for the second time when you should have known better, or a misguided attempt (because of carelessness, selfishness or hubris) that hindsight reminds you is worth avoiding” in The Difference Between A Failure and A Mistake. He went on to say, “A failure is a project that doesn’t work, an initiative that teaches you something at the same time the outcome doesn’t move you directly closer to your goal.” Guilty as charged. Using Godin’s definition, I’ve made lots of mistakes and failures.
We all make mistakes. Do not forget that mistakes are behaviors, just like experiments. We must clean up after them and own them. Failures are outcomes and all about the learning. Don’t make the mistake (pun intended) of not learning from our actions.
It Is All About Influence
Yesterday, at a leadership gathering I facilitated in North Carolina, a participant asked a very astute question following an activity using examples of great leaders who had greatly impacted/influenced them. She asked, “Does having influence automatically make someone a leader?” She went on to ask, “Is having an influence on someone automatically make you a leader?” I loved these questions and literally stepped back and let the group take over. The discussion made me so proud, because they were using language we have been discussing together for five months now.
Since everyone is a leader, leadership is everybody’s business and you don’t need a title to be a leader. Everyone has the potential to lead and influence. Influence is the most important part of leadership. If someone has influence it means they can get things done. Organizations that value everyone as leaders and believe every person plays a vital role in moving processes forward, have individuals who influence the behavior of others at every level of the organization due to their leadership behaviors. It may be that someone who volunteers to lead projects or that everyone goes to when they have questions. In many cases these were the people some had brought forward as the great leaders who had influenced them. But, the group did conclude that just because you have influence doesn’t mean you’re a good leader.
“Leadership is influence, nothing more, nothing less.”
~ John C. Maxwell
Great leaders move themselves and others from a language of prove and perform to improve and learn. To influence others is what being a leaders is all about, but a leader also has to let herself be influenced by others if she is to become a great one. This can be done, for instance, by listening and becoming a student of organizational design and everyone in an organization. The best leaders I know are very good at knowing how to shut up so others can speak up.
Because I shut up and literally sat down and let the group discuss, they discussed things like influence being a person’s ability to shape people and mold outcomes. They also pointed out that influence is morally neutral (can be used for good or evil), but it always involves both relationships and results. So is influence just a fancy term for leadership? I believe the group decided, no. We often put the two together, but they are two separate entities.
Because everyone is a leader, you can lead without influencing. This does not put us at odds with John Maxwell, who said, “Leadership is influence, nothing more, nothing less,” however, because the group affirmed you can’t be a great leader without influencing.
You Be You & I’ll Be Me
“The best thing you can be is you and the best thing I can be is me.” I loved this statement by Hank Voight (Jason Beghe) in an episode of Chicago PD. to Antonio Dawson (Jon Seda). A great reminder. We live in a constantly developing society so it’s important for us to always be ourselves from the inside out. Let’s face it, there can be a lot of pressure from the outside world to try and influence who we are.
Therefore, we must be who we are. That allows us to live in alignment with our values and beliefs. When we know our values and why we do what we do, we will live according to our own values and beliefs. It takes a lot of courage, strength, and awareness to become the person you were meant to be.
Trust Is A Verb
I just finished rereading the great book Nuance: Why Some Leaders Succeed and Others Fail by Michael Fullan. I blogged about what prompted me to do this reread in “Nuance: Subtle Differences.” We are, and have been, experiencing times when complexity challenges our ability to adapt. This is particularly true in educational systems where we must meet individual student needs. Fullan offered help for thinking about systems change around three habits of nuance: joint determination, adaptability, and culture-based accountability.
Fullan argued that “trust is a verb before it becomes a state.” Someone can’t earn your trust without you first trusting them on something. In other words you can’t talk your way into trust. Trust becomes part of the community culture in real time. It is an action. When a leader is an active participant and becomes part of the group, accountability becomes a shared norm instead of something imposed from above. This resonates with me so much because I so desire the establishment and maintaining of a culture and community of innovation and commitment. This requires deep levels of trust.
Baby KISS Leadership
I recently had an aspiring leader in a development gathering I was facilitating describe herself as a “baby leader.” I loved that and so did the rest of the group. As a lover of metaphors I immediately started relating all the things we do and learn as a baby to leadership. Then, yesterday I was given a book titled Baby KISS. Awesome! It’s a children’s book for learning colors – using the KISS band members and rock and roll items for learning. As it says on the back cover of the book, “Let’s rock and roll all night! Black-and-white face paint. Pink tongue. Gold cymbals. White Lights. Introduce little ones to legendary KISS in this bright, bold, and rockin’ board book.” This made me think back to our “baby leader” where we began this post. We need to help our aspiring leaders in the same way that the Baby KISS book and KISS themselves help us learn: with big, bold, vivid colors, well-illustrated examples, and recognizable images that are easily remembered.
As a person who grew up with KISS and is still a proud member of the KISS Army, here is what I have learned:
- Overcommunicate – Anthems build enthusiasm – Become infectious by using different ways of telling your story.
- Bring it with shock and awe, and be astonishing – KISS provided fans the band they always wanted to go see. In other words, go a little farther than others are willing to go!
- Don’t be vanilla – Be audacious and authentic. Be crystal clear about who you are and why you are unapologetically proud of it.
Now, I am pretty confident that I have some reading this post who are KISS fans and in the KISS army too. What have you learned you developed from “baby leader” to who you are today?
Finding Your Growth Edges
I love my Monday morning study time. It involves reading the next chapter in Mindset Mondays with DTK by David Taylor-Klaus (DTK). This week’s chapter (37), entitled “Uncomfortably Comfortable” did not disappoint. DTK told us that, “…growth happens when we lean into our edge” (p. 263). I love the imagery of growth edges in self-development. We are invited into a new narrative that is possible for us, but this new narrative is just being written and we have not yet embodied it. It can be uncomfortable to see a new way of being, a new way of doing something, or some new subject to learn, in front of you, understand and be inspired by the possibility of it, and yet still employ your old set of behaviors because it’s all we know to do. This is when we need to let our conscious incompetence take over. DTK reminded us that Martin M. Broadwell first described conscious incompetence as the second part of the “the four levels of teaching” model in February 1969.
I don’t know about you, but I can appreciate how huge it is to be aware of something that wasn’t even in my consciousness, but then realize the gap. This stage, however, when we become aware of the thing that needs to shift but we haven’t yet shifted, can be a little uncomfortable. It’s having the desire for change while feeling stuck being how we’ve always been. Sometimes it becomes making mistake after mistake after mistake and thinking you’re never, ever going to get it – until you do “get it.” This is where we must channel our inner child and keep falling until we learn to walk. I always tell people we must allow our self the opportunity to bad at something before we can be good at it. DTK said, “Yet juicy, exponential growth comes from breaking free and experiencing what’s out there” (p. 265). Additionally, don’t forget to ask for help. DTK also told us to “…collect allies. Most likely, if you could’ve done it alone, you already would’ve” (p. 265). When we encounter conscious incompetence, we have a choice. We could let our inner critic take over, or we can enjoy being uncomfortable and learning something new.
Finally, we need to appreciate the how huge it is to become aware of something that wasn’t even in our consciousness until now. Think about about it, in this state we know what we don’t know! So, allow yourself to fall as you learn to walk, enjoy the messes you make along the way, and then reflect on how far you’ve come. Will you allow yourself to find the growth edges in your self-development?
Loving Teachers
As we close out Teacher Appreciation Week for 2021 I wanted to weigh in with my thanks and call for us all to love our teachers year round, not just a designated week. During a presentation I recorded for ASCD’s Annual Conference this week, I talked about how we needed to love our teachers if we wanted to stop losing great teachers and change the trajectory of teacher retention in a positive direction. I do not take the term “love” lightly and learned about this form of “love” from Beverly Kaye and Sharon Jordan-Evans, authors of Love ‘Em Or Lose ‘Em. To love our teachers we must be providing opportunities to grow and develop and be the best at carrying out their purpose of serving students every day. I am a former teacher and school leader who has shifted to creating and developing meaningful learning environments and transformative professional learning opportunities for educators and leaders, both in my day to day professional life, and as a citizen leader and policy maker. As a believer that everyone is a leader, we need to make sure we are doing everything possible to love our teachers, listen to their needs and desires, and honor them every day.
We have learned much about leading through a crisis during the past year. The pandemic has challenged us to be more agile in educating our children. Our teachers have met the challenge. Responding to new conditions and new data prompted us all to see school as no longer a single place. My hope is that we will double down on rethinking what success looks like in education. I also want to acknowledge the adjustments that teachers have always made every day to increase equity, access, rigor, and engagement for all students. As I write this I am reminded of the great teachers I have had over the years and continue to have. I am very fortunate to work with teachers every day and must say that I still learn from them each and every day. I was blessed to have teachers who had amnesia for the mistakes and my sometimes (okay, maybe more than sometimes) less than perfect actions. My teachers were pivotal figures in my life. They not only educated me, but set me up for a life of success.
Thank you teachers for inspiring our students to think outside the box, outside of the classroom, and into the future. We need to be guiding students toward their largest, best, life-long interests; not just the narrow obstacle course we now control. Therefore, I stand committed to showing you love by continuing to push for, advocate for, champion for, and be a cheerleader for creating space and flexibility for creativity, curiosity, and innovation you deserve.
Imagining In Your Mind’s Eye
I am sure this is going to be the first of many posts about the new book I am reading by one of my favorites, Malcolm Gladwell. The book is The Bomber Mafia and it is awesome! One of the topics that came out in the book was the idea of seeing things in your mind’s eye. Gladwell discussed that this is something that engineers do very well – seeing something in your mind that hasn’t even been created or creating an image in your mind of something you are not presently looking at or have never even seen. Being the husband of an engineer I can tell you this is a trait – her mind just seems to work differently at times. It turns out, however, we are all able to do this to a certain extent. I just had to dig in and learn more about this.
It has always been amazing to me how I can run into a former student and my mind maybe can’t come up with the name, but I can remember where she liked to sit in the classroom and see the classroom as if I am standing there 25 years ago. Then I sometimes imagine a completely redesigned classroom. Neuroscientists have shown that imagining an object activates some of the same brain regions as looking at that object. When we look out at the world around us we depend on light to bounce off objects and enter our eyes. This light is then converted it into electrical signals. These electrical signals travel to our brain where basic visual features, such as lines, angles, and previously seen patterns are processed. The electrical activity then goes to the front part of our brain where visual areas perform complex processing, and in a few hundred milliseconds of light entering the eye, a perception of the object is created in our brain. This is where the brain takes our previous memories and patterns to form the image.
The latest research suggests that when we imagine an object, the brain activates the entire representation of that object at once rather than building it up in the steps outlined above. The context for this learning in Gladwell’s great book was Carl Norden, a Swiss engineer, who developed the Norden Bombsight. Norden believed the device would lower the suffering and death toll from war by allowing pinpoint accuracy during bombing runs. He imagined the design for the device, that used 64 algorithms, in his mind’s eye. It even had an algorithm taking into account how much the earth would spin in the time it to a bomb to reach earth from 30,000 feet. Gladwell stated that you find paperwork descriptions or drawings. He did all his work in his head.
Gladwell pointed out that these great developments happen from someone becoming obsessed. What are you obsessed with?
Not Done Yet
Not Done Yet!: How Women Over 50 Regain Their Confidence and Claim Workplace Power by Bonnie Marcus
My rating: 5 of 5 stars
I read this book to improve as a leader who works with and serves great women leaders. The insight gained from this book is immediately usable. There have already been many instances where I have been very glad I read the book.
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