When appointed to a new leadership position, we all believe that we were chosen for our ideas or values. We may even believe it was because we represent exactly what our boards think is necessary to succeed; we are progressive thinkers with a passion for growth. And then we start our jobs and realize that moving forward requires the strength of Hercules and the commitment of an Olympic athlete.
At every turn, staff members push back, saying, “We never did that before” or my personal favorite, “Our old boss said that this wouldn’t work.” How do you lead an organization that is afraid to change?
Have the Right Frame of Mind
You must have the right mindset. That mind-set begins with believing and saying the opposite of “This school was here before I came, and it will still be here long after I am gone.” That statement is an excuse for inaction, allowing you to subconsciously justify not growing your organization, whether it is a single school or an entire educational system.
If you really believe you cannot make a change— that you are simply a placeholder until they find the next person—why even take the job?
Begin by imagining that the organization will cease to exist when you leave your job. They will turn out the lights and all that anyone will remember is the way you left it. Was it financially successful? Were teachers and staff happy working in your organization? Did kids learn great new things that prepared them for life? Do you want the public to say that “the place fell apart after Fred took over” or that “they had to close the place after Fred left because he was the only one who could really make a difference”? I certainly prefer the latter, don’t you?
You must run your organization as if its very future rests in your hands. What did you do today to make a difference? Did you talk to as many teachers as possible? Did you discuss with them their role in the success of your school or district? Did you thank at least 20 employees today? If you did, you made a difference. If you didn’t, why not?
Wake up each morning feeling driven to reach your goals. Pursue them with vigor and remember to look back along the way to ensure that people are still following you.
Define How You Think
Everyone likes a predictable leader. People should not have to wonder what you will say or do next. They should understand your priorities and how you go about accomplishing them. By letting your staff know exactly how you think and why, you can create a great sense of open communication and a willingness to buy into your vision.
Start by defining your personal mission and goals. Use a personal mission statement to define the how and why of your decision making. My personal mission statement defines who I am as a leader: “I will try to help my team members discover, develop, and use wisely their abilities, gifts, and resources.” I read that statement in a book years ago and it has been with me ever since. When making a decision, I ensure that it reflects my beliefs.
If my decision supports the efforts of our team members, I am acting in accordance with my mission. Most people who work in our organization have seen my mission statement and know my thoughts when it is time to set the course for our organization. They know where we are going before we even leave!
Set Your Goals
Next, you must set goals for what you plan to accomplish as your organization’s leader. What two or three things can you focus on to improve the way you educate students? Your goals should benefit your organization and challenge those who will be involved in reaching them.
Write down these goals and constantly communicate them to your staff. As you interview and hire new people for your organization’s leadership, make sure they understand your goals and will support them. Get a commitment early on and challenge them to fulfill their roles in supporting your plan for growth.
Remember, no one is an island. You need the staff to come around and follow you because they believe in your cause. You must openly communicate the direction in which you wish the team to move. Rally those who are willing to support your goal with their time and energy. They must be willing to help develop the steps necessary to implement the overall goal. In our district, we call them activities.
Define your team’s activities that support your goal and get to work on a timeline for completing each step. In the end, you will have a road map for making a difference in your organization.
Obtain Buy-In
You must share your road map with every team member. Each must develop the same passion for growth, success, and change that you have. If they are going to support you, they must believe you are right.
Successful leaders are really first-class salespeople. Make your argument and believe it with passion. If you must go door-to-door in your organization, ensure that enough people believe in what you are doing to succeed. However, remember the 80–20 rule: You will accomplish 80% of your success with 20% of the people.
Those who sit back and watch or simply disbelieve will come around eventually if they see everyone else working toward a common goal. You are halfway to leaving a legacy.
Communicate, Communicate, Communicate
Ensure that no employee can ever say, “I never heard that before.” Make sure that you constantly pass along your vision and look at every contact with your staff as a chance to push your vision forward. They may get tired of hearing about it, but they will continue to work toward it.
Ensure that each contact is friendly and has a positive outcome. Allow others to disagree with you and let them know that you appreciate their willingness to share their feelings. If they pass along a good point, make sure you address it.
Thank people for their support and for their input—even if they disagree with you. A simple thank-you goes a long way. Professionalism needs to be more than a catchphrase; it needs to be your way of life as a leader.
Always Check the Map
Like any other trip, you occasionally encounter obstacles. Always watch for attitudes or issues that will keep you from achieving your legacy of success. Address them as they arise, but reflect on them as you go to the next step in your plan.
Seek objective feedback from friends and colleagues in your schools. Do they like what they see? If you continue with what you are doing, where will you eventually be? What goals can you accomplish and how long are they taking? These are all questions to ask each year.
Make sure that everyone is still following the vision and that you are on your way to success. In the end, you will be able to turn out the lights one day and know that you made a difference in the way your schools operated and in the lives of our children. No one can take that legacy away. Wake up each morning feeling driven to reach your goals. Pursue them with vigor and remember to look back along the way to ensure that people are still following you.
Being a leader in an organization is a privilege that few people experience. The opportunity to make a true difference in your organization’s future brings with it the responsibility of being a good steward of that future.
Make enough of a difference and people will say for many years to come that you were someone special who changed your schools for the better. That is what your legacy is all about.