Sincerity on Active Duty: A true story of how a principal changed a school

The classroom was stark and cold, and the radiators clanked and whistled to defeat the winter cold that poured in through closed and drafty windows. Gray-green walls, gray worn linoleum floors, and fluorescent lighting echoed the overcast sky, suffused the room, and mirrored the mood of the members of the school change team who gathered for their weekly meeting.

They were depleted, not just from the demanding complex work of teaching, but from the additional challenge they shouldered to improve the school despite the naysayers and those who simply hid from anything that smacked of change... or work.  

Undaunted, the principal led.

My first reaction was one of sympathy for the team.  I thought: Couldn’t she see how tired they are? She should give them a break.

I was wrong.

As I watched, my admiration for the principal grew. Her belief in the work and team was unflagging and, as she led, her knowledge, skills, energy, and sincerity transformed and invigorated the group in a matter of minutes.  As I watched the group come alive and engage the work, I took note of specific things the principal did to vivify the people and process. 

Here’s what I saw:

Vision & Plan:  With insightful questions the principal kept the group focused on the why and what of their work as they problem-solved the how; all discussion connected to the end they had conceptualized with actions needed to get there. They had a vision and plan.

Respect:  With clear and affirming language the principal not only showed she valued and respected the work, but team members and community as well.  Compliments and comments clearly demonstrated she knew the strengths and passions of each person, and her questions empowered people to own the change and actions in support of it. This wasn’t a hollow strategy; rather, her words were sincere expressions of respect.

Diplomacy:  With sensitivity to the needs and perspectives of individuals and groups, she engaged everyone to share their thoughts and create with her a vision for the school that honored their interests and priorities. Diplomacy is about finding ways for people to join in partnership with honor.

Enthusiasm:  With her voice and smile the principal expressed infectious joy and excitement; she loved the work and people. Her enthusiasm provided the needed boost to ignite the energies of the team. 

Authority:  At two levels her authority bolstered the group. First, with reason and intelligence she shared the literature on best practices in school change and she had her own ideas and encouraged others to think as well; thus her knowledge (and the knowledge inspired by the team) gave the initiative credibility. Second, with attention to detail, she allocated resources to promote change, i.e., used her budget to make a difference. 

Perseverance:  With a steady hand she steered the team through the personal and professional hurdles that could wear people down and derail progress. Problems were to be expected and addressed. Onward. So simple.

Discipline:  Of course the vision, respect, diplomacy, enthusiasm, authority and perseverance could not sustain a complex change without a plan and the discipline to work the plan. She had co-created a plan with the team and she had the discipline to work and adjust it to sustain forward momentum.

Upon reflection, I saw other aspects of her leadership that clearly served the school, e.g., integrity, compassion, joy, humanity, collegiality, honesty and humility. All were essential to her success, all could be expanded upon but, suffice it to say, all were defined and made real by her sincerity.  

The principal's sincerity was the engine that powered the team's good work.

Ideas are like seeds. To grow and flourish they must find a purchase in fertile ground and be nourished. 

Sincerity complemented by an individual's knowledge, skill, disposition and integrity are the vivifying forces a leader must possess.  Theories and models are not enough, and sincerity and skills cannot substitute for a vision or plan. Too often, however, we think of sincerity as a passive condition – quietly reflecting a fine value. To make change happen, sincerity must be on active duty – energizing as well as anchoring a leader.

MSS, 
July, 2018