Middle Management Course - Courageous Conversations

During my last middle management course, I came to the understanding that having agency is not only for students but also for teachers. Giving staff agency is the step towards empowerment which is powerful. 

Our team at school should be integrated, and have a shared understanding of what our school culture involves. We must always think of how we can engage everybody, but sometimes, when staff is non-compliant, or un-corporative, we as leaders, should draw a line in the sand, especially when it affects the students. After you have done the loop a few times of requesting, support, checking in, requesting, support, checking in etc, and things are not improving, escalate to management. 

Leading has lots of inconsistencies. Therefore we should be as restorative as possible, but if you reach the line in the sand - pull the plug. 

As part of leadership is being punitive. When you pick up the stick of leadership, you also take on the accountability that goes with it. 

Then it's time for courageous conversations. However, always take into account how it will affect their livelihood, catch yourself if the stakes are too high. 

PREPARE FOR YOUR CONVERSATION: 

Always write it down: 

1. State the issue e.g. David consistently not coming to class on time. 

2. Express your concerns - say how you feel - e.g. ....keeps me up at night...

3. Ask for others viewpoint and how they see the situation. e.g. This is my view...what do I have right or wrong - your view. 

4. Use the ladder of inference to seek clarification. e.g. let's get clarification (go through each step).

5. Use active listening placement (paraphrase) and reflective questioning. Pick about 3 or 4 up front. e.g. This is how I see it...

6. Acknowledge what you both now know as a result of your korero

..... have I missed anything. 

7. Develop a plan of action. Constructed process. 

8. Follow up and follow through...be diligent. 

9. Keep close attention to the timing of actions around nr (8). Look at what you are requesting, it should be doable. 

10. Have data at hand to work from. Tip: Write in a diary. Use invitational language as much as possible w.r.t the above. Consistency leads to integrity and credibility. Consider collegial or other supports as necessary (both them and you). Ensure the plan is documented, signed off and achievable. Act quickly at post planning, however, be mindful of natural justice.  Document, document, document!

Try to avoid sh...t sandwich technique. Don't flower it up. This will give the wrong message on how important the issue is. 

So what: 

I found this workshop extreamly informative. Although I realise that there will certainly be lots of times that I will have to have a courageous conversation with a colleague in my career, I am hoping that it will not be needed often.