Leading in the Uncertainty of Normal

Dear Leaders,

Has there ever been ‘normal’ in education? Ever since the settlement of America, education has been anything but normal. As Colonists sojourned to establish an educational system, conversations among them revealed the contrary and were certainly at the forefront. The country wrestled with various questions, inquiring whether schools should be public or for a fee, be for the poor or solely the responsibility of parents, be religious or secular and/or be only for boys or girls. While considering all of these inquiries, in steps Thomas Jefferson in 1779, the Governor of Virginia at the time, who grabs the mantle and calls for an educational system, at least in his own state. Governor Jefferson drafts A Bill for The General Diffusion of Knowledge. This would yield public support for education and call for counties to establish elementary schools where “all the free children, male and female” would attend for free. Jefferson believed that establishing an educational system would produce literate citizens, improve their moral and civic virtue as well as familiarize Americans with their rights and duties as citizens (Purdue University, 2020). As the founding fathers continued to quarrel about education, the push for it remained an American quest.

By the 1800s, so much was happening from -from industrialization to the spread of merchant capitalism followed by innovation in transportation. A need for an educational system seemed clear. To further emphasize this need, Horace Mann, the Father of the Common School, begin an educational movement, calling for schools that would be opened for all. We all are acquainted with his infamous quote, “Education is the great equalizer of the conditions of men, the balance wheel of the social machinery.” Although resistance against Mann and the Common School movement was present, multiple states moved to establish public schools, free for all. While Mann’s movement would become renowned, public schools still did not seem normal. For the next few decades, America’s educational system would experience high turbulence due to a multitude of issues, resulting in several national reform initiatives ranging from A Nation At Risk (1983) to Every Student Succeeds Act (2015).

Regardless of the era, the movement, and/or the reform, there was a leader. There was a leader present and traversing through all of it, all of the uncertainties, the crises, and the institutional challenges. Seemingly, education has been everything but normal. It is no coincident that we, as leaders, currently find ourselves in a similar time, place, and system where ‘normal’ has once again left the room. Districts and local governments are still at odds, quarreling whether to keep schools closed or to reopen them, to offer digital instruction or in-person instruction, and to wear masks or not to wear masks. Even in this midst of the current argument, we, leaders, still exist and the core business of educating all students and serving our teachers, our support staff members, and our communities remain our top priorities.

While governmental officials and central office leaders continue to grapple and participate in bureaucratic tug-a-wars, here are six leadership behaviors to LIFT you up as well as heighten your leadership efficiency and effectiveness in these current times of uncertainty.

Remain Focused. As leaders, we must employ a high level of ‘situational awareness.’ We do this by remaining abreast of the larger conversations happening above and around us. Knowing the ‘lay of land’ and remaining ‘in the know’ cannot only be of value to our leadership but may provide insight into the tertiary effects within our institutions. Leaders, especially at the local school level, have minimal autonomy. Since many of the district’s decisions are made for us, we cannot get caught up in educational bureaucracy. It will only takes us away from the service of leading and influencing others. Simply put, the bureaucratic intricacies are distractions. If we are led away by them, then our leadership effectiveness may be challenged which can ultimately be detrimental the overall success of the organization. Therefore, it is incumbent that we remain focused. We must stay focused on our mission and vision as well as our core business. Consequently, they [mission, vision, core business] all drive the ‘WHY’ of our schools and our leadership.

Put Yourself First. Leaders must take care of themselves. We are not super- humans or energizing bunnies. Moreover, leaders cannot lead by neglecting themselves. Although it may appear to be selfish, the truth of the matter is that it is impossible to lead a school beyond its maximum potential if we are not healthy in mind, body, and spirit. In the words of Kevin Lawrence, we have to “Put our oxygen mask on first.” Lawrence goes on to say, it “is about giving yourself permission to put yourself first. It’s about making your needs an unwavering priority, so you are strong and resilient enough to be of service to others.” Yes. The work of a leader is insurmountable and frequently overwhelming. We will never be able to do it all, yielding multiple hours to the work and serving our people, if we do not put ourselves first. Remember, we cannot lead dead. So put yourself first!

Re-imagine It All. Believe it or not, the course of education and the way of leading within it have forever changed. Leaders must now re-imagine everything for the success of students, teachers, and communities. We cannot shy away from this moment. Change has been compelled upon us almost without warning. However, the season is ripe and optimal for us to reexamine our organizational existence (Why do we exist?), to revisit the vision of the organization (What might we become?) and to re-explore the beliefs at the center of the organization (What statement expresses our goals, principles, and ideas?). Leaders who re-imagine school in its entirety, teaching and learning, instructional leadership, organizational management, community relations, as well as human resources right now will position themselves ahead of the game while also remaining ready to face challenges of leading in uncertainty of normal. Remember, we cannot ‘do school’ the way we did it pre-COVID, we must re-imagine it all!

Develop A School-wide Success Plan. Educating America’s children will certainly look different this school year. Some students will learn digitally while others will receive in-person instruction. In addition, establishing safety and security measures will definitely be incomparable to those of old as a result of COVID-19. In-persons, students and teachers, will don face coverings and socially distance all while learning. Leaders must assemble teams and collectively develop a school-wide success plan, strategic in nature, that specifically details the actions, roles, responsibilities, processes, and procedures for effectively re-opening schools, keeping students and teachers healthy, and providing sound instruction in-person and digitally. In an effort to assess ‘The Success Plan,’ leaders should cycle it through key team leaders, affording them opportunities to provide input and feedback. After receiving input, where necessary, make essentials changes to the plan and share it school-wide. Upon final approval of ‘The Success Plan,’ it is important for leaders to communicate its fluidity as well as the roles and levels of responsibilities needed to make it [the plan] a reality.

Execute the Plan. Execution has been consistently defined as “the discipline of getting things” (Bossidy & Charan, 2002). As leaders, we must ensure all tasks embedded within the plan are efficiently and effectively carried out. The leader’s engagement is paramount to execution. He or she must remain connected not only to the plan but also be in sync with his or her people. We cannot fully execute any plan without our essential constituents, the people. Remember, people are our greatest resources. While they are indeed our best resources, it is necessary that leaders implement measures that hold everyone accountable for accomplishing their assigned tasks. In addition, it imperative that leaders conduct formative assessments of the processes and procedures embedded in plan. Where deficiencies are present, mid-course corrections and aligned courses of actions must be employed. Leaders hold the mantle of the organization and are necessary to getting things done. “An organization can execute only if the leader’s heart and soul are immersed in the company” (Bossidy and Charan, 2002, p. 24). The most effective leaders are those who serve beyond the desk. These are the ones who are a part of the action, walking, talking, observing, and executing the plan too!

Celebrate and Recognize. Celebrating and recognizing people for their accomplishments are often missing from organizational plan. Meaningful celebrations and recognition are certainly necessary and beneficial to the organization. Celebrating the achievements of your people demonstrate your appreciation for them, their work, and their dedication. When leaders celebrate those who effectively executed the plan, the motivation levels within the institution increases. People are all in, wanting to accomplish the mission. In addition, recognizing people enhances their level of engagement at work. Moreover, it makes them feel valued which serves to foster a positive school culture and climate where high morale is a constant. So, leaders cannot forget to celebrate and recognize the achievements of their people!

You Were Built For This.

In a short while, the school year will begin. Teaching and learning as we had come to know will be completely different. Challenges and obstacles will definitely be present and the uncertainties will become temporary norms for us all. Yet, you can still LEAD in the uncertainty of normal and SERVE others. It is quite doable! I believe you can do it. In the words of Albert Einstein, ” A ship is always safe at shore but that’s not what it’s built for.” So when the school bell rings in a few weeks, know that you are a leader and that you were indeed BUILT for THIS!

Your teammate,

Dr. Ricardo Quinn

Leading Influentially For The Times