PIPEline Committee
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Instructional Technology Coordinator
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Personal Leadership Philosophy
Leadership is to establish and communicate the purpose (what the organization is passionate about), develop a clear vision, build connections and trust with the team, develop a change plan to move the organization forward. Douglas Reeves (2016) explains in ‘From Leading to Succeeding’ that the “first element of leadership is purpose” (p. 3). Without a clearly communicated purpose, the organization lacks vision and creates doubt in the change plan. Clearly communicating the purpose behind the change plan is essential for sparking passion in executing the vision. Paul Bambrick-Santoyo (2018) explains in ‘Leverage Leadership 2.0’ that “a clear vision and consistent role clarity are the cornerstones of a team that can build something awe-inspiring- and function harmoniously” (p. 267). Disseminating the vision throughout the organization is imperative to ensuring the change plan is executed with fidelity (completing a task with your whole heart and mind) and defining roles will ensure that steps are taken to complete the change plan with efficiency. John Kotter (2012) explains that “with a shared vision, [the team] can work with some degree of autonomy and yet not trip over each other” (p. 73). To execute the change plan, trust must be established throughout the leadership team and the organization. Reeves (2016) states “Trust is not about what leaders say but rather what they do” (p. 4). Bambrick-Santoyo (2018) shares an example of a principal who “models embracing the point of error herself, recognizing that those she leads won’t do what she says: they’ll do what she does” ( p.273). By modeling error, showing that she learns from her errors, she is building trust within her organization and teaching staff to have grit (pushing through difficult situations with passion and perseverance).
Building professional trust starts with building personal trustworthiness within the organization. Reeves (2016) defines trust as “leaders must: (1) do what they say they will do; (2) acknowledge mistakes quickly and openly; and (3) confront conflicts between personal values and the professional environment” (p. 25). Richard DuFour, & Robert Marzano (2011) explain that leaders need to create structures and build a culture in which educators are continuously improving their practice both individually and professionally (p. 19). Thomas-EL et al. (2019) states that for alignment in change initiatives within an organization to occur, “it cannot stop with just structures. It must encompass the people, educators, in a culture of learning and support” (p. 21). One leader cannot effect change by themself, they must encompass the entire organization and embody everyone's thoughts and ideology to build a learning culture. Bambrick-Santoyo (2018) explains “you won’t create a common culture if your school operates as every individual for himself or herself; and you won’t create an environment where everyone is in it together unless you show you’re in it too” (p. 274). The leader must model these attributes in order to motivate the organization to effect the change plan.
When enacting change, people within the organization are vulnerable in that they must remove their own thoughts, emotions and behaviors that stand in the way of the change plan. “The real barrier to daring leadership is our armor—the thoughts, emotions, and behaviors that we use to protect ourselves when we aren’t willing and able to rumble with vulnerability” (Brown, 2018, p. 17). The leadership team needs to build a culture that is courageous and willing to work with their whole hearts, work hard every day, stay positive and be a beacon of light for those who need lifting up. Brown (2018) said it best: “Who we are is how we lead” (p.17). The power to ‘rumble with vulnerability’ is the ability to stay curious and generous, listen with the same passion in which we want to be heard and tackle hard issues head on, as a team, setting egos aside and working for the betterment of the organization.
Building professional trust starts with building personal trustworthiness within the organization. Reeves (2016) defines trust as “leaders must: (1) do what they say they will do; (2) acknowledge mistakes quickly and openly; and (3) confront conflicts between personal values and the professional environment” (p. 25). Richard DuFour, & Robert Marzano (2011) explain that leaders need to create structures and build a culture in which educators are continuously improving their practice both individually and professionally (p. 19). Thomas-EL et al. (2019) states that for alignment in change initiatives within an organization to occur, “it cannot stop with just structures. It must encompass the people, educators, in a culture of learning and support” (p. 21). One leader cannot effect change by themself, they must encompass the entire organization and embody everyone's thoughts and ideology to build a learning culture. Bambrick-Santoyo (2018) explains “you won’t create a common culture if your school operates as every individual for himself or herself; and you won’t create an environment where everyone is in it together unless you show you’re in it too” (p. 274). The leader must model these attributes in order to motivate the organization to effect the change plan.
When enacting change, people within the organization are vulnerable in that they must remove their own thoughts, emotions and behaviors that stand in the way of the change plan. “The real barrier to daring leadership is our armor—the thoughts, emotions, and behaviors that we use to protect ourselves when we aren’t willing and able to rumble with vulnerability” (Brown, 2018, p. 17). The leadership team needs to build a culture that is courageous and willing to work with their whole hearts, work hard every day, stay positive and be a beacon of light for those who need lifting up. Brown (2018) said it best: “Who we are is how we lead” (p.17). The power to ‘rumble with vulnerability’ is the ability to stay curious and generous, listen with the same passion in which we want to be heard and tackle hard issues head on, as a team, setting egos aside and working for the betterment of the organization.