After class last on Wednesday, a question lingered in my head; What can be done about teachers that don’t buy in to the vision of the school, or that are inflexible with their teaching methods? As leaders, we have to be managers, while also instructional coaches for our teachers. How can we manage, and lead in both areas, especially when some teachers are more resistant to change?
The Pfeiffer and Sutton readings this week discussed the idea that “natural talent is overrated” and that while a lot of it depends on a person’s motivation and experience “talent [ultimately] depends on how a person is managed or led” (Pfeiffer & Sutton, p. 92) What does this mean for the schools, i.e. teachers, staff, and also leaders?
- The leader is responsible for building and sustaining systems in the building where growth and improvement are encouraged for everyone, while also providing the time, resources, and support for teachers who seek to improve their practice.
- As principals we need to create a school culture of collegiality and trust where mistakes are valued as learning opportunities, and teachers and managers are encouraged to bring up other people’s mistakes and also receive suggestions without feeling personally attacked.
- The idea that at any given time, anyone can be a leader as the need arises must be believed by everyone in the school. The principal in my current placement motivates people with the metaphor that the faculty and leaders are “ a crew, not passengers” to encourage involvement and so that every one's talents will be used and maximized.
- When hiring, it is important to look for people “who know the limits of their knowledge, who ask for help when they need it, and who are tenacious about {improving their skills] and [eager] to help their colleagues” (Pfeiffer & Sutton p. 102).
- And lastly, it is important to “offer support and “redesign” systems before concluding that a person is [undesirable] or “crappy” (Pfeiffer & Sutton p. 102)
I have also reflected on this matter, and wonder how I would handle a teacher that does not buy into the vision or is unmotivated. I do feel, however, as a teacher, I was motivated by a leader who always made me feel as part of the team. I think is is very important to value people for what they can offer to the school, but if they are inflexible to change, especially change that will benefit the students, it could result in a difficult conversation. It may sound simplistic, but team players are the best workers!
ReplyDeleteI completely agree with the previous comment that team players are the best workers! How a person is being led or managed can only get us so far if a person isn't willing to be managed. I find a major obstacle to team players are the faculty who are so focused on their vision of learning that their vision prohibits meaningfully engaging another. Capacity for change is linked to the ability to communicate. Without being able to engage in a meaningful conversation, like the collegiality you mention, managing a person - let alone leading them - is practically impossible. One of the major obstacles to change, big or small, is the inability to communicate.
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