Posts
The comments keep coming in. We’ll continue the discussion on Monday. But I just saw a quote from Theodore Roosevelt that is related to this strand of posts.
“A leader leads. A boss drives.”
Think. Work. Achieve.
Your turn...
Friday, October 16, 2009
A Reader Writes... (Problems with the Boss - Part 5)
In response to the posts regarding “Problems with the Boss,” a reader writes:
“I LOVE THIS TOPIC! Now we are getting to the root of the problem in education.
"I truly believe that the people who refuse to have difficult conversations with employees have no business in leadership what-so-ever! These stuffed shirts are so below par in every area, they give no support when push comes to shove. Any effort to fire a poor teacher by objective data and a failed PDAS backfires and WE are considered the bad employees for trying to weed out the cancer. I saw this first hand last year. My principal protected a terrible teacher because he was a coach who was mildly respected in the community. That coach poorly educates over a hundred students each year and is still collecting a paycheck. When is enough, enough?"
SC Response
It is obvious that this topic as touched a cord with the LYS nation. For me, it is your last two sentences that are the most powerful. Both of which provide me with some of the motivation for what I do everyday. However, you see the symptoms as the problem.
Are there poor teachers out there? Yes. And you are right, a poor teacher can negatively impact over 150 students a year. But the poor teacher is the symptom of poor induction, poor support, and/or poor monitoring. That is the failure of campus administration. Multiple poor teachers are the symptoms of system neglect or system failure. That is the failure of campus and/or district leadership. The answer is not to fire all the bad teachers, the answer is to address, improve, or remove the breakdowns in effective leadership.
Which brings us full circle to the “Problems with the Boss” topic. If your boss is the source of the problem; if your vision and actions do not correlate with him or her, your real options are limited. Either wait the boss out, compromise your beliefs for the boss, or find a new boss. As I said in the original post, if you have a problem with your boss, it is your problem.
Finally, you asked “When is enough, enough?” Enough is enough when you are willing to take a leadership role to ensure that student needs outweigh adult needs. Just know that if you assume that role, there is a chance that it may require your exit.
Think. Work. Achieve.
Your turn...
“I LOVE THIS TOPIC! Now we are getting to the root of the problem in education.
"I truly believe that the people who refuse to have difficult conversations with employees have no business in leadership what-so-ever! These stuffed shirts are so below par in every area, they give no support when push comes to shove. Any effort to fire a poor teacher by objective data and a failed PDAS backfires and WE are considered the bad employees for trying to weed out the cancer. I saw this first hand last year. My principal protected a terrible teacher because he was a coach who was mildly respected in the community. That coach poorly educates over a hundred students each year and is still collecting a paycheck. When is enough, enough?"
SC Response
It is obvious that this topic as touched a cord with the LYS nation. For me, it is your last two sentences that are the most powerful. Both of which provide me with some of the motivation for what I do everyday. However, you see the symptoms as the problem.
Are there poor teachers out there? Yes. And you are right, a poor teacher can negatively impact over 150 students a year. But the poor teacher is the symptom of poor induction, poor support, and/or poor monitoring. That is the failure of campus administration. Multiple poor teachers are the symptoms of system neglect or system failure. That is the failure of campus and/or district leadership. The answer is not to fire all the bad teachers, the answer is to address, improve, or remove the breakdowns in effective leadership.
Which brings us full circle to the “Problems with the Boss” topic. If your boss is the source of the problem; if your vision and actions do not correlate with him or her, your real options are limited. Either wait the boss out, compromise your beliefs for the boss, or find a new boss. As I said in the original post, if you have a problem with your boss, it is your problem.
Finally, you asked “When is enough, enough?” Enough is enough when you are willing to take a leadership role to ensure that student needs outweigh adult needs. Just know that if you assume that role, there is a chance that it may require your exit.
Think. Work. Achieve.
Your turn...
Thursday, October 15, 2009
A Reader Writes... (Problems with the Boss - Part 4)
In response to the post, “Problems with the Boss,” a reader writes:
“Awesome replies. You put things into a whole new perspective! Thanks!”
SC Response
I appreciate that. But I do have the benefit of being able to see the whole system and to observe how people interact within the system. It allows me to be much more objective. I also recognize that when things are directly affecting you, that the ability to be objective often goes right out the window. However, that is exactly the time when a little objectivity becomes most important. I have a very good friend that is working in a very bad district right now. In fact, I would rank it in the bottom 5% of the districts in its state. Not due to the students, but due to the lack of executive leadership discipline and instructional staff disinterest.
As a student advocate, my friend is a cancer in this organization. She is constantly being challenged and harassed by those above, beside and below her. Her question was what should she do if she gets an official reprimand. To which my response was, “Leave now. You are not appreciated and they are purposely working to make you ineffective so they don’t look bad.”
As I mentioned before, I have been in a similar situation before. Early in my career, I had a mentor retire. The month before he retired, he came to my campus and said, “Go find another job now. Everyone in this district wants you gone.”
“But I’ve done everything you’ve asked me too, and the campus is much better now,” was my response.
To which he said, “And that is why they hate you.”
The moral is this, fight the good fight, until you are no longer effective. Then go fight it somewhere else. Once you get caught up in “your” needs and “your” comfort and “your” rights, then you have to look in the mirror and ask yourself, “When did I quit being about 'my' students?"
Think. Work. Achieve.
Your turn...
“Awesome replies. You put things into a whole new perspective! Thanks!”
SC Response
I appreciate that. But I do have the benefit of being able to see the whole system and to observe how people interact within the system. It allows me to be much more objective. I also recognize that when things are directly affecting you, that the ability to be objective often goes right out the window. However, that is exactly the time when a little objectivity becomes most important. I have a very good friend that is working in a very bad district right now. In fact, I would rank it in the bottom 5% of the districts in its state. Not due to the students, but due to the lack of executive leadership discipline and instructional staff disinterest.
As a student advocate, my friend is a cancer in this organization. She is constantly being challenged and harassed by those above, beside and below her. Her question was what should she do if she gets an official reprimand. To which my response was, “Leave now. You are not appreciated and they are purposely working to make you ineffective so they don’t look bad.”
As I mentioned before, I have been in a similar situation before. Early in my career, I had a mentor retire. The month before he retired, he came to my campus and said, “Go find another job now. Everyone in this district wants you gone.”
“But I’ve done everything you’ve asked me too, and the campus is much better now,” was my response.
To which he said, “And that is why they hate you.”
The moral is this, fight the good fight, until you are no longer effective. Then go fight it somewhere else. Once you get caught up in “your” needs and “your” comfort and “your” rights, then you have to look in the mirror and ask yourself, “When did I quit being about 'my' students?"
Think. Work. Achieve.
Your turn...
Tuesday, October 13, 2009
A Reader Writes... (Problems with the Boss - Part 3)
In response to the post, “Problems with the Boss,” a reader writes:
“I have noticed a problem with some bosses. In my career I have taken over two failing high schools. One principal was removed and the other chose to leave. Both of these people became superintendents the very next year. We have entered a strange situation in education where excellence may not get you a promotion, or even allow you to keep your job, but mediocre performance, no, I correct myself, utter incompetent performance is well rewarded.”
SC Response
I am well aware of the two people that you are writing about. I can tell you that I was as baffled as you. How you get a promotion after causing the train wreck is beyond me. There is another “bad penny” who consistently shows up in a district two years before I do. The only “positive” thing he does is to provide a steady supply of campuses that need my services.
The fact that the incompetent are allowed to survive and even flourish is a discredit to our profession. It is this fact that makes me a proponent for increased accountability. It is our inability to police ourselves that fuels the need for external rankings and sanctions. The truth is that as the focus shifts to student performance, the wiggle room for the ineffective educator is decreased.
Think. Work. Achieve.
Your turn...
“I have noticed a problem with some bosses. In my career I have taken over two failing high schools. One principal was removed and the other chose to leave. Both of these people became superintendents the very next year. We have entered a strange situation in education where excellence may not get you a promotion, or even allow you to keep your job, but mediocre performance, no, I correct myself, utter incompetent performance is well rewarded.”
SC Response
I am well aware of the two people that you are writing about. I can tell you that I was as baffled as you. How you get a promotion after causing the train wreck is beyond me. There is another “bad penny” who consistently shows up in a district two years before I do. The only “positive” thing he does is to provide a steady supply of campuses that need my services.
The fact that the incompetent are allowed to survive and even flourish is a discredit to our profession. It is this fact that makes me a proponent for increased accountability. It is our inability to police ourselves that fuels the need for external rankings and sanctions. The truth is that as the focus shifts to student performance, the wiggle room for the ineffective educator is decreased.
Think. Work. Achieve.
Your turn...
A Reader Writes... (Problems with the Boss - Part 2)
In response to the post, “Problems with the Boss,” a reader writes:
“SC, this is all great advice, but how do you proceed with something if your boss never gives you a straight answer? Or, any time you ask about the same thing, it is always a different answer? Or, it is an ‘I don't know, let me get back to you’?”
SC Response
The first thing you have to realize in this case is that you are dealing with a manager, not a leader. Managers avoid decisions and perceived risk. Leaders take calculated risks and make decisions.
Working for a manager can work to your advantage if you remember a couple of things.
1. Don’t present the manager with a choice of options. Provide your manager with one solution and a significant pitfall if the solution isn’t implemented.
2. Quit asking and start doing.
3. Make sure your results are beyond reproach.
4. Frame everything in terms of benefits for students.
5. Learn to beg for forgiveness instead of asking for permission.
I once worked for a “classic” manager. It was good for my career. As long as my decisions made her look good, she didn’t want to know any details (thus no blame for her if the decision failed). I focused on student success, her boss recognized what I was doing, and both me and my students won.
There is a caveat. Working for a manager will eventually suck the passion out of your work. Keep your eyes open for a leader whose team you can join. You will probably work harder, but the accomplishment and sense of purpose will be worth it. Work is always work, but who you work for can determine if you feel like you going somewhere or simply treading water.
Think. Work. Achieve.
Your turn...
“SC, this is all great advice, but how do you proceed with something if your boss never gives you a straight answer? Or, any time you ask about the same thing, it is always a different answer? Or, it is an ‘I don't know, let me get back to you’?”
SC Response
The first thing you have to realize in this case is that you are dealing with a manager, not a leader. Managers avoid decisions and perceived risk. Leaders take calculated risks and make decisions.
Working for a manager can work to your advantage if you remember a couple of things.
1. Don’t present the manager with a choice of options. Provide your manager with one solution and a significant pitfall if the solution isn’t implemented.
2. Quit asking and start doing.
3. Make sure your results are beyond reproach.
4. Frame everything in terms of benefits for students.
5. Learn to beg for forgiveness instead of asking for permission.
I once worked for a “classic” manager. It was good for my career. As long as my decisions made her look good, she didn’t want to know any details (thus no blame for her if the decision failed). I focused on student success, her boss recognized what I was doing, and both me and my students won.
There is a caveat. Working for a manager will eventually suck the passion out of your work. Keep your eyes open for a leader whose team you can join. You will probably work harder, but the accomplishment and sense of purpose will be worth it. Work is always work, but who you work for can determine if you feel like you going somewhere or simply treading water.
Think. Work. Achieve.
Your turn...
Monday, October 12, 2009
A Reader Writes... (Problems with the Boss)
In response to the post, “Problems with the Boss,” a reader writes:
“SC, please tell the erudite, Dr. Jim Davis, that it is very difficult to make the Head Coach happy when he can’t be pleased. I had two wonderful Head Coaches before my current one came along.
Your points are so well taken. At this stage of my career, I plan to ride it out maybe one more year and then fold my tent and fade away. If I win the lottery, I will go in July. I have accomplished more than I thought possible here. Now it is just fun to enjoy the ride.”
SC Response
Your case is an excellent example of what I was writing about. You haven’t changed how you do your job. In fact, due to your competence and skills you were the "go to" person for the other two bosses. Unfortunately, the new boss knows that and is not self confident enough to defer his authority to your expertise.
However, you are in a unique position. Principals who can retire are in the absolute best position to innovate and focus their campus on doing something great. Free of the constraints of “is this bad for my career,” or “I don’t want to upset anybody,” the soon to retire principal can slay the sacred cows and stream line systems faster than anyone else. Fight the last good fight and then retire with your head held high.
Finally, you are the poster child for my comment, “If your boss isn’t smart enough to appreciate you, he isn’t smart enough for you to work for him.” I know both of your previous two bosses and they both agree that you were the best principal they ever had.
Think. Work. Achieve.
Your turn...
“SC, please tell the erudite, Dr. Jim Davis, that it is very difficult to make the Head Coach happy when he can’t be pleased. I had two wonderful Head Coaches before my current one came along.
Your points are so well taken. At this stage of my career, I plan to ride it out maybe one more year and then fold my tent and fade away. If I win the lottery, I will go in July. I have accomplished more than I thought possible here. Now it is just fun to enjoy the ride.”
SC Response
Your case is an excellent example of what I was writing about. You haven’t changed how you do your job. In fact, due to your competence and skills you were the "go to" person for the other two bosses. Unfortunately, the new boss knows that and is not self confident enough to defer his authority to your expertise.
However, you are in a unique position. Principals who can retire are in the absolute best position to innovate and focus their campus on doing something great. Free of the constraints of “is this bad for my career,” or “I don’t want to upset anybody,” the soon to retire principal can slay the sacred cows and stream line systems faster than anyone else. Fight the last good fight and then retire with your head held high.
Finally, you are the poster child for my comment, “If your boss isn’t smart enough to appreciate you, he isn’t smart enough for you to work for him.” I know both of your previous two bosses and they both agree that you were the best principal they ever had.
Think. Work. Achieve.
Your turn...
Sunday, October 11, 2009
Sunday Advice - Problems with the Boss?
Everyone at some point in time has boss problems. Here are a couple of keys to managing those problems.
1. Provide solutions, not problems. If you are a fountain of negativity (even if it is reality), have some potential solutions for the problems you discover or point out.
2. Focus on accomplishing your goal, not creating excuses. Progress and success solve a lot of problems.
3. Show some independence. If you need constant reassurance, work to develop a little self confidence.
4. Ask for clarification. If your every decision is questioned, look for ways that your activities can better align with the overall focus of the organization.
5. Give something up. Your pet project is your pet project. Work on your boss’ pet project.
If these strategies do not work, then face the realization that if you have a problem with your boss, it is your problem, not the boss’ problem. Figure out how to work for that person or find a new place to work. Is that fair or right? The answer to that is not pertinent. The reality is you are the employee. As Dr. Jim Davis says, “It is your job to make the Head Coach happy.”
I’m not being glib. Three times in my career I have gone from being the “favorite” to the “irritant” overnight (the new boss often does not warm up to the old boss’ key people). In each case, once I recognized (or a mentor pointed it our to me)that my skill set was no longer appreciated and that I was not a fit in the new regime, I left. My career has continued to move forward.
On the other hand, I have watched what happens when an employee fights for what he or she thinks is his or her “rights.” Careers end, positions are marginalized, and attitudes become bitter.
Take the high road and find the boss you can work for. If your boss isn’t smart enough to appreciate you, he or she isn’t smart enough for you to work for them anyway.
Think. Work. Achieve.
Your turn...
1. Provide solutions, not problems. If you are a fountain of negativity (even if it is reality), have some potential solutions for the problems you discover or point out.
2. Focus on accomplishing your goal, not creating excuses. Progress and success solve a lot of problems.
3. Show some independence. If you need constant reassurance, work to develop a little self confidence.
4. Ask for clarification. If your every decision is questioned, look for ways that your activities can better align with the overall focus of the organization.
5. Give something up. Your pet project is your pet project. Work on your boss’ pet project.
If these strategies do not work, then face the realization that if you have a problem with your boss, it is your problem, not the boss’ problem. Figure out how to work for that person or find a new place to work. Is that fair or right? The answer to that is not pertinent. The reality is you are the employee. As Dr. Jim Davis says, “It is your job to make the Head Coach happy.”
I’m not being glib. Three times in my career I have gone from being the “favorite” to the “irritant” overnight (the new boss often does not warm up to the old boss’ key people). In each case, once I recognized (or a mentor pointed it our to me)that my skill set was no longer appreciated and that I was not a fit in the new regime, I left. My career has continued to move forward.
On the other hand, I have watched what happens when an employee fights for what he or she thinks is his or her “rights.” Careers end, positions are marginalized, and attitudes become bitter.
Take the high road and find the boss you can work for. If your boss isn’t smart enough to appreciate you, he or she isn’t smart enough for you to work for them anyway.
Think. Work. Achieve.
Your turn...
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