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...

A Reader Writes... (Do Something / Do Nothing - Part 2)

In response to the comment “Do Something / Do Nothing,” a reader writes:

“Sean, on point three, I have learned that the only unforgivable decision is no decision. Make a good decision and I will cheer you on. Make a bad decision and I will expect you to learn from it. Make no decision and I will fire you.”

SC Response
Your comment is very similar to what I believe and how I coached my staff. The genesis of the belief began when I was an AP. Working with my teachers, I would tell them that they were ones that were the closest to the problem. The solution they developed would not only be the most expedient, it would most likely be the most appropriate. After all, they possessed the timeliest information. As long as they acted in the best interest of the student, I would work to support their decision and protect them for making it. They just had to understand that the decision could be overturned anywhere upstream and to not take it personal. On the other hand, to simply watch as a situation unfolded and to not make a decision was inexcusable.

As I progressed in my career, I realized that the raises that come with the promotions are some of the compensation for having to make tougher and more complex decisions. We are not paid more for the easy stuff; we are paid more for the hard stuff.

If you are a teacher or AP who has a difficult time making decisions, keep practicing. If you are a principal or assistant superintendent that who has a difficult time making decisions, step up or step aside. And for the record, deciding who to blame, is not a meaningful decision.

Think. Work. Achieve.

Your turn...