Shifting our thinking in new and different ways requires a lot of personal reflection, self-understanding, and some technical know-how. It’s not easy, but it is possible. Thinking differently, outside of your normal realm, requires a paradigm shift. This shift is usually fueled by passion and fervor, and sustained through well-developed models that help frame our desire. We applaud leaders who have developed the skills to shift their thinking and agree with entrepreneurial giants like Ed Mylett who recognize that it’s actually a sign of strength.
Once we overcome some of the self-imposed worries like, “is changing my mind a sign of weakness?” or “will it look like I am indecisive?” or our favorite, “I don’t want to look like a waffler!” then we can start to make serious gains through our leadership. The following are two areas where leaders must shift their thinking for greater effectiveness and sustained change.
Shift From Fear to Courage
Fear is a natural emotion, and, left unchecked, it can put a stop to our ability to lead. The challenge that we find is that too many school leaders filter every decision through some sort of fear or deficit mindset. Instead of shifting their brains to operate from what is possible, they focus on the obstacles. They fail to harness the power and the responsibility to lead courageously and embrace what Jim Collins called the Stockdale Complex.
On the one hand, they stoically accepted the brutal facts of reality. On the other hand, they maintained an unwavering faith in the endgame, and a commitment to prevail as a great company despite the brutal facts. We came to call this duality the Stockdale Paradox. (Collins, 2001)
While fear is natural, courage is not. Courage is actually a choice that leaders must make when they feel that fear is taking over. Fear often occurs when we’re feeling that things are too risky or when conflict aversion arises within us. It happens, for example, when we know that we have to have a feedback conversation that feels like it might not go well. Conflict aversion is mostly prevalent in people who enjoy harmonious relationship-driven work, which happens to be a huge aspect of what many school leaders believe is their job–to build strong personal relationships.
The problem with this type of thinking and approach is that it puts the relationship first and makes the work come second, which can derail necessary and meaningful conversations. The relationship and the work have to go together, not one before or after the other. The way we build strong professional relationships at work is often different than in our personal lives. We build relationships at work by doing the work and succeeding together. It creates one of the most powerful social structures that humans can feel, which is called collective efficacy.
Collective efficacy in schools has been demonstrated to be a game changer for student success. Any school leader who is looking to shift from fear to courage, can rely on the outcomes and relationships associated with a unified goal, collective effort toward that goal, and the relationships that are built when we reach the goal. Risk and conflict aversion begin to subside when we know that our leadership efforts are worthwhile and will make a difference.
The second shift leaders must make is maintaining focus on the long game. Despite the allure of the short term, greater success is found when we create scenarios that yield results down the road. Great leaders never make long-term decisions with short-term emotions, but it’s hard. Thinking in the short term has long-term implications, which is why we must shift to longer-term planning so that our short-term reactions don’t cloud out what might happen in the future.
Shift From Short-Term Thinking to Long-Term Creating
Let’s acknowledge up-front that playing the long game is difficult. Our own human nature is against us at times, convincing us to buy into a short-term win that isn’t going to be good later on. Why? Quick results are so much more attractive; they provide us and others the appearance that we are making progress. On a professional level, we often feel external pressures from boards, legislators, parents, and the community to deliver results. People want results right away to feel like things are improving. This can present a real challenge for school leaders who recognize the proven benefits of the long game but who also realize that some of the profound and difficult changes we make may not deliver results right away.
When people say they want results, leaders often translate that as making a change. Rightly so. The truth is that when outside constituents demand a change, they’re often referring to the desire for comfort. But comfort doesn’t always provide the future that we want. This is why we constantly need to be communicating the reasons why the current initiatives are about long-term implications and not what it feels like at the moment.
To make this mental shift for you and others, you have to fight short termism, an excessive focus on short-term results at the expense of long-term interests. For sustained and lasting change, this is critical for the success of any school. Effective school leaders embrace the idea of being a futurist, which is why we point to folks who can help with this type of thinking, like game designer Jane McGonigal.
Being a futurist means that we are creating and making the future. A futurist means being creative and imagining all the different possible futures and figuring out which future you want and making that a reality. ~ Jane McGonigal
“…for futures thinking to be valuable it has to be grounded in present-day facts that with synthesis, sensemaking, creativity, and visualization are put into plausible, provocative stories about possible futures that resonate and inspire us to act differently today.”
For school leaders, this means that we must make time for ourselves and others to think about the future and communicate what it will be like so that current emotions don’t put a stop to changes that will put our school and our students in a better position for success. For futurist-type thinking as a team, we often do an activity that allows the mind to visualize possibilities rather than just talk about the goals and their outcomes. The following questions can be used as prompts:
- What does engagement in the classroom look and sound like?
- How do we want students to treat one another?
- What does a lively and vibrant school culture look and sound like for teachers and students?
- How do we create lessons that are rigorous and relevant?
- What changes do we need to make to current practice for these things to be a reality?
- What supports do we need so that we don’t revert back to old practices when the going gets tough?
The point is that this process sparks creativity and imagination, as well as a future that we can all agree, is possible. Too often we set goals but don’t necessarily realize what it will take to achieve them. Goal setting becomes an activity and not exploration. As Rosie Greer once said, “you have to sees it to seize it.” It’s also why leaders use models to help the team think differently.
Using Models to Support Thinking Differently
One way to begin the process of embracing courage and fighting short-termism is using models. The truth about thinking differently is that we need models and structures to support our thinking and behavior or we will revert back to old thinking. Using the same type of thinking to solve our problems will not work. Problems that haven’t been solved so far are not likely to get solved because we haven’t changed our model or approach to thinking about them.
One model that we love is the S.W.O.T. analysis. A SWOT analysis can be used for an initiative, program, or a person. Just using this model–strengths, weaknesses, opportunities, and threats–brings forth new information that might not have surfaced without the SWOT model for thinking. Thinking and designing the future requires planning and effective models take our thinking from the idea and insight phase to the investigation and implementation phase.
Below is a sample model to use for Professional Learning Communities. We chose PLCs because when they are highly effective and done well, they have a greater impact on collective efficacy. And, we know that collective efficacy is very impactful for student success. We also know that without a model for thinking about them, PLCs can mostly be a waste of time. It’s unfortunate, but sometimes the most impactful strategies are useless unless we’re candid about what we need to make them successful. Models help with that.
We cannot leave our future to fate. By embracing courage and willingly taking the time to think and dream big, you are taking the necessary steps toward success. Add using an effective and proven model like S.W.O.T. (and other models for thinking differently about problems), your school’s success will be inevitable. Mindshifting is not easy, but it is fun. It starts the process of creating a whole new world of what’s possible. Our students, our schools, our communities, need educators to embrace these mindshifts. Together we can create an incredible future.
Follow along with us at TheSchoolHouse302 over the next several months, and we’ll uncover new and different ways that you and your team can approach problems in your school. We’re going to recommend books, interview experts, and keep you informed about who is cracking the code of school leadership and why.
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We can’t wait to hear from you.