Forming a Net of Leaders

Inspired by Ralph Waldo's economic warfare post here: http://www.dailypaul.com/node/76962
I searched for articles about leading in chaotic times. I found this article about forming a safety net for principals without a support framework. I think it can be easily applied to help people lead their own group.

http://findarticles.com/p/articles/mi_m0JSD/is_9_53/ai_77196...

Out of the rubble emerged a new question: How can school system leadership--superintendents, central-office personnel, and policy makers--create a safety net for principals? How can we help those around us re-establish a healthy climate so predictability can prevail amidst chaos?

One way is to structure what we can and provide direction where we can. Despite change, some natural things stay the same. Begin with the obvious.

* Organization Chart. Do people know what they are supposed to do? Provide clear understanding for everyone affected after you reach consensus (yes, consensus, not dictatorial rule).

Take the show on the road to the schools. By doing this, you support your administrators by clarifying their roles in the school system and provide a predictable anchor in the storm of change. That's not to say that the chart cannot evolve in a different direction to suit the needs of the changing organization. By that time you will have a healthy, more trusting organization that can bounce with change rather than break.

* Support. People can know what to do, but they may not know how to do it. In Love and Profit: The Art of Caring Leadership, James Autry speaks of asking people what they need to be able to do to move forward. Ask them and provide it. Remember that those who are immobilized may not be able to ask for help.

* Direction. If you have provided a clear organizational path and support, reinforce that direction with oral and written follow-up. Leaders who are unsteady in providing direction rarely commit anything in writing--they want to be able to "uncommit" later.

* Consistency. When you've launched a course, stick with it. If new information comes forth that changes your mind, say so.

Too often, leaders allow political input or personal survival to steer their minds to another destination. Unfortunately, the principals who followed are now out on a limb alone. Sawing it off behind them will teach them who not to follow next time.

Worse yet, changing direction and not letting anyone know contributes to chaos. Everyone's going in a direction, but they are all different ones!

* Accountability. As child specialists, we all know that children's self-concepts grow with responsibility and with being accountable for following through. Why would the esteem of adults be any different? People don't reject accountability. They reject leaders who do not give direction and then blame people for not taking it.

* Structure. Even chaos has a pattern. Define what you can.

One school system in Ohio had a plethora of committees. Although each served some function for the organization, the committees failed to make clear who does what and why. District leaders attempted to create better structure through a visual model to display the strategic committee (planners), the task forces (problem solvers), and the operational groups (teacher- or staff-empowered groups that create and advise). What had been a maze of agendas and meeting notes became a predictable pattern where everything fit together, thus providing a sense of organizational security.

* Respect. Don't beat people up. They already feel that way.

When your district spins out of control, ask these questions: Did I create a clear direction for which ownership on the part of others has been facilitated? Or did I give the answer I wanted first and then expect the principal to manipulate his or her followers into giving the answer I wanted? Do I want long-term committed buy-in from a healthy changing environment, or do I want compliance born of fear from immobilized administrators?

* Honesty. Keep your word and your beliefs. If your beliefs are founded on research on what's best for children, then say so and stick with them. Leadership takes courage.

A Shining Path

So, where do you go from here?

The only way out of the entangled web of chaos is to persevere through it and to bring others along with you. You cannot apply old leadership skills to the complexities of today, so retool your organization with new structures, accountabilities, strong support, and clear direction.

You will emerge as a dedicated, flexible leader who can be trusted to create a path of predictability amidst leadership in the age of chaos.