More Reflections on Leadership
Leadership matters. Before I studied for my Masters in Leadership and Management from Learning, it wasn't an area I'd reflected on particularly. Doing the Masters changed that, and changed me. It forced me to become more reflective and also more critical - not criticising, but critical: considering things in context; seeing how they could be developed; raising awareness not of what did and didn't work, but also of why that might be. Things that I dfid naturally as a leader, that worked, I was then able to analyse, consider why they worked and build on that. A silly example would be my home baked goodies. I always took in something home baked for the staffroom. It meant that when I was asking favours - extra info on this child, attendance records on that one etc, I felt less guilty. It also meant that staff felt appreciated - baked goods were for all staff, not just the teachers. Feeling appreciated is important for self-worth, and has another dimension. Feeling cared for helped people to open up and discuss things that were bothering them, and this meant that they felt heard and any burdens were shared and eased. Working on my doctorate I found the same to be true in teaching generally. When teachers felt cared about they found the inspection process less daunting and less fearful. So leadership has become an area close to my heart. Good leadership includes caring for those we lead; a sense of shared, common purpose; supporting each other to learn from mistakes as opposed to being fearful of asking for help. With these in place it's easier to take decisive action, and as a leader, to be supported.
Here are some further reflections from when I was studying for my masters, ideas that I still feel are relevant now.
Started reading Giuliani’s book on leadership - powerful stuff. Lots of parts highlighted already but a few things in particular struck me. A simple line that supported what I was thinking about when last I wrote in this journal “Leaders have to control their emotions under pressure.” p xiii. Now the situation with my colleague in my last entry was hardly vital, however, I was not focused and that was mainly due to my emotional state at the time. I also know from experience that my mood when in a leadership position - be it teaching, inputting at a meeting or directing others- affects the outcome of the situation therefore it is vital that the emotions are left at the door. It’s like my Tae Kwon-Do sessions, we bow before entering the hall & in doing so leave all personal baggage outside the hall, then bow again as we leave when we are free to collect the emotional baggage should we so choose. It’s very effective & I need to develop a mental ‘bow’.
Other thoughts from this book are:
- p. xiii,”…paying attention to “minor” infractions like aggressive panhandling, graffiti, and turnstile-jumping would greatly reduce all crime, including major felonies.”
This is an approach I have always taken in the classroom & generally around the school. This has been particularly effective regarding inappropriate language since I won’t accept words like “crap” and “shit” from my pupils so I very rarely have issues of major swearing in my presence and should a pupil inadvertently swear, s/he will usually apologize before I even remark upon it. Another example would be expectations about school uniform - I expect it worn correctly. Such simple expectations about behaviour and general attitudes from pupils tend to keep the real behavioural issues to a minimum. Though returning to my own ‘emotional baggage’, when I am distracted the pupil behaviour deteriorates.
- p. xiv, “Two of the lessons in this book involve the importance of seeing things with your own eyes and of setting an example.”
Again I agree wholeheartedly with this thought. When encouraging pupils to read I try to ensure that they see that I read. I often borrow pupil’s books so that I can discuss them properly and they see me show a real interest in what they have read. I dress more formally when teaching as I expect them to wear correct uniform so I lead by example. If they are expected to complete a task I will ‘have a go’ alongside them or in advance. If on canteen duty I actively clear away litter as I ask the pupils to do so. I would also advocate seeing for myself whenever possible.
- p. 29, “The importance of the “morning meeting” cannot be overstated.”
This whole idea and the subsequent thoughts on it seemed important to me. I have always been frustrated when unable to attend the staff briefing as I felt less prepared to face the day. ‘Surprises’ that had not been relayed to me would occur leaving me unprepared to respond. It may only be that pupils in a given year would have an assembly during lesson 2, but knowing this in advance would affect my teaching. When I lead my synagogue’s religion school I would meet the teachers before the session whenever possible so that rules were consistent, “working off the same page” p. 30, and messages to or from me would be received. One week I had to inform the religion school that a pupil’s father had died. Especially being such a close community, it was essential that this was not ‘news’ to the teachers when I informed the pupils as they had to prepare themselves so that they could support the pupils.
- p. 32, “(these cabinet meetings would be held at a different borough each month, a reminder to myself and my commissioners that we served all parts of the city.)”
I hope that should I be in a school leadership situation I remember this one. I have taught, in more recent years, in AEN. I have noticed that in each school our department has felt like the poor relation as it is never visited when head teachers say that they are doing a walk-about to see what happens around the school. This has a negative effect on morale for both teachers and learners. To compensate I have always made a point of taking pupils to see the head teacher with examples of good work, so that they get the recognition from the head teacher, but I still feel that being visible in all areas of the school is important for the head teacher.
There’s more besides but that will be for another session!
Giuliani Rudolf W Leadership : Time Warner 2003 edition
