Principal - November/December 2019 - 30

Sharing power does not mean
giving everything away; it means
collaborating, working together,
and honoring and respecting the
perceptions and talents of others.

teachers-through coaching and support, the
board was incredulous. What did that have to
do with running the school?
Institutions often attempt to maintain stable
routines by forging fixed, concrete definitions
of roles and functions. Innovation dies quickly
in these systems. Nobody wants to pour his or
her thoughts, perceptions, and suggestions
into an abyss. But when the potential for "yes"
exists, colleagues and the larger organization
will listen to what people have to say, consider it
carefully, and include it in the conversation.
Schools have a process, policy, or protocol
for most tasks, but it's rare to find one with
a protocol for approving innovative ideas.
Consider developing a protocol to aid in the
review, approval, assessment, and scaling of
ideas that add value.
2. Leadership operates from truth. Truth
in this context does not mean a larger philosophical or religious belief system. Truth is
honesty-the courage to face and accept the
current situation as a starting point. Effective
leaders don't act based on the world as they
want it to be; they act on the world as it is, to
move it closer to the way they want it to be.
The credibility of a leader is based upon
speaking the truth, so resist grand statements such as "Things will never change" or
"Everything will be fine," because we live in
a rapidly shifting environment. Speak with
clarity but not certainty, understanding and
admitting what you don't know.
3. Leadership tolerates delayed gratification. The empowered can tolerate delays.
Insecurity begets panic, shooting from the
hip, and the feeling that all is lost if a situation does not change immediately. Those who
are empowered know their ideas will be heard
and have confidence that the situation will
improve as a result of their efforts. Growth
and change can be messy and slow-and
that's fine if the process is sound and people
make informed decisions.
If success is delayed, "See, I told you it
wouldn't work" might be the response. Until
a new idea is in operation, there is no way to

30

Principal n November/December 2019

know exactly how it will work. Inevitably, there
will be a need for adjustment and fine-tuning
along the way. Patience for, and nurturing of,
innovation are necessary for ultimate success.
How many ships were launched into space
before one carried a human being? Even after
the tragic loss of a space shuttle and everyone
on board, the program continued. Failure is
part of forward motion.
Be clear about the leading and lagging indicators of success in advance of launching a new
project. Test scores are lagging indicators of
success and require three or four years to clearly
show results. Leading indicators such as student
attendance, reduced discipline referrals, and
grades can help show early progress and calm
those wanting immediate feedback.
4. Leaders don't proceed by making others
wrong. Leadership is not a zero-sum game
in which one idea succeeds at the expense of
another. Effective leaders hear all voices and
take the best from each to formulate action.
The British study found "there is no loss of
power and influence on the part of [principals]
when the power and influence of many others
in the school increase."
Sharing power does not mean giving everything away; it means collaborating, working
together, and honoring and respecting the
perceptions and talents of others. Above all, it
means realizing that together, we are more powerful than we are individually.
Sharing leadership also requires the ability
to hold opposing ideas in one's mind simultaneously. Roger Martin, dean of the School of
Management at the University of Toronto, calls
this "integrative" thinking or polarity management. Powerful leaders do not operate in either/or
systems; instead, they operate from a position of
both/and, as in continuity and change.
We often tend to make certain individuals
containers for values we disfavor while stereotyping our own values positively. Examine
what people are saying as they resist an idea-
what are they afraid of losing? Both sides
believe they speak the truth, but in the end,
you will need each other.
5. Leadership demands the ability to remain
peaceful in chaos. Peace in chaos is related
to delayed gratification. Empowered leaders
understand that proceeding to action with
knowledge will yield better results than reacting in the moment. It's the eye of the storm-a
place from which to watch what's happening
unfold before decisive action.
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Principal - November/December 2019

Table of Contents for the Digital Edition of Principal - November/December 2019

from the editor
Snapshots
5 Things
Intertwined for Achievement
Planting the SEAD
Making PLCs a Plus
Measuring Up
Look Out for the Leader
Engagement Across the Generations
The Sum of Its Parts
Putting the “Fun” in Fundraising
NAESP 2019 National Distinguished Principals
In the Spotlight
Practitioner’s Corner
Raising the Bar
Principal’s Bookshelf
School Law
NAESP Partners & Advertiser Index
Speaking Out
Parents & Schools
Parents & Schools
Principal - November/December 2019 - Cover1
Principal - November/December 2019 - Cover2
Principal - November/December 2019 - 1
Principal - November/December 2019 - 2
Principal - November/December 2019 - 3
Principal - November/December 2019 - from the editor
Principal - November/December 2019 - 5
Principal - November/December 2019 - Snapshots
Principal - November/December 2019 - 7
Principal - November/December 2019 - 5 Things
Principal - November/December 2019 - 9
Principal - November/December 2019 - Intertwined for Achievement
Principal - November/December 2019 - 11
Principal - November/December 2019 - 12
Principal - November/December 2019 - 13
Principal - November/December 2019 - 14
Principal - November/December 2019 - Planting the SEAD
Principal - November/December 2019 - Making PLCs a Plus
Principal - November/December 2019 - 17
Principal - November/December 2019 - 18
Principal - November/December 2019 - 19
Principal - November/December 2019 - Measuring Up
Principal - November/December 2019 - 21
Principal - November/December 2019 - 22
Principal - November/December 2019 - 23
Principal - November/December 2019 - Look Out for the Leader
Principal - November/December 2019 - 25
Principal - November/December 2019 - Engagement Across the Generations
Principal - November/December 2019 - 27
Principal - November/December 2019 - The Sum of Its Parts
Principal - November/December 2019 - 29
Principal - November/December 2019 - 30
Principal - November/December 2019 - 31
Principal - November/December 2019 - Putting the “Fun” in Fundraising
Principal - November/December 2019 - 33
Principal - November/December 2019 - 34
Principal - November/December 2019 - 35
Principal - November/December 2019 - NAESP 2019 National Distinguished Principals
Principal - November/December 2019 - 37
Principal - November/December 2019 - 38
Principal - November/December 2019 - 39
Principal - November/December 2019 - 40
Principal - November/December 2019 - 41
Principal - November/December 2019 - 42
Principal - November/December 2019 - 43
Principal - November/December 2019 - In the Spotlight
Principal - November/December 2019 - 45
Principal - November/December 2019 - Practitioner’s Corner
Principal - November/December 2019 - 47
Principal - November/December 2019 - 48
Principal - November/December 2019 - 49
Principal - November/December 2019 - Raising the Bar
Principal - November/December 2019 - 51
Principal - November/December 2019 - Principal’s Bookshelf
Principal - November/December 2019 - 53
Principal - November/December 2019 - School Law
Principal - November/December 2019 - NAESP Partners & Advertiser Index
Principal - November/December 2019 - 56
Principal - November/December 2019 - 57
Principal - November/December 2019 - Speaking Out
Principal - November/December 2019 - 59
Principal - November/December 2019 - Parents & Schools
Principal - November/December 2019 - 61
Principal - November/December 2019 - 62
Principal - November/December 2019 - 63
Principal - November/December 2019 - Parents & Schools
Principal - November/December 2019 - Cover3
Principal - November/December 2019 - Cover4
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