A Simple and Powerful Leadership Truth

We love to ask grand questions. What was your best day ever? What was the worst part of your vacation? What is your favourite book of all time? These kinds of questions can be great conversation starters, but I always have trouble answering them. How can I choose one book of the hundreds I’ve read?

Then last December, Will Gourley posed a big question through a #tweetthehalls hashtag. (It’s a fun idea that promotes lots of interaction on Twitter.) Day 2 was to share your best new learning so far this school year. I jumped right in! Here’s my tweet:

Since then, I’ve also come to realize that making assumptions about anything is a pitfall. You might ask why it’s taken me so long to come to this. After all, that old chestnut says, “Don’t assume, because you make an ass…”, you know the rest. I think agreeing with a statement and understanding the impact of that behaviour are two different things.

An example might illustrate this better:  this year, I’m involved in a Pupil Accommodation Review, a government process initiated by trustees that takes a close look at a group of schools to decide what is needed in that area of city – consolidation, renewal etc. It’s where trustees can decide to build or close schools in the city. I’m facilitating this technical yet highly emotional process with a group of parents, staff and community members to provide advice to trustees before they make their final decision. And I can’t make any assumptions.

I’m immersed in the daily business of education at central office as well as the work of the Board of Trustees. I know the policies, background to decisions, staffing, and pretty much the inner workings of how it all happens. That informs my reactions and decisions. But of course, the committee mostly has none of that. So I can’t assume that they understand how decisions are made or how schools really work.  And why would they? They are immersed in their own contexts, whether at work or at home. So I have to explain clearly and make sure they have the information they need.

The need for setting context, checking in and explaining can be linked to the difficulty of communication. We’ve all experienced how hard it can be to truly make yourself understood. Because we cannot truly know what others are thinking and feeling, unless they tell us, we are often guessing how our messages are received – guessing through facial expression, body language, and words we hear. And all that is filtered through our own experiences and bias.

I’ve read many leadership articles and books that urge over communication and understood that on an intellectual level – sure, sounds great! Good idea. But now I’m getting it in a deeper, more visceral way. I’m paying more attention and seeing this powerful leadership truth. We all need repetition and explanation. All the time.

One comment on “A Simple and Powerful Leadership Truth

  1. adunsige says:

    As I was re-reading this post of yours, I saw Monica Moran’s tweet in your sidebar, and it totally summed things up for me. This post and Monica’s tweet make me think of my one word: “perspective.” I wonder if it’s as we explain more and hear more that our perspective changes (or we at least gain a better understanding of other people’s perspectives). This isn’t always easy to do. It’s something that I’ve often thought of at the school level as I’ve fought for certain things for my students, knowing that as my principal makes these decisions, he/she is also considering things from a school level versus my classroom level. And then there’s your example, and you think about a parent perspective versus a teacher perspective versus a Board perspective: all so different, and all ones that we need to understand.

    Thanks for the important reminder about this!
    Aviva

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