He aha te kai a te rangatira? He kōrero, he kōrero, he kōrero.
What is the food of the leader? It is knowledge. It is communication.
Module Objectives:
- Critically analyse and evaluate your own communication style and its impact on various stakeholder groups within the school and wider community.
- Strategically apply advanced communication techniques to navigate complex interpersonal dynamics and foster shared understanding amongst diverse teams.
- Develop and implement proactive strategies to cultivate and maintain high levels of relational trust with staff, students, whānau, and external partners, even amidst challenging circumstances.
- Articulate the nuanced relationship between relational trust, effective communication, and their role in leading school-wide initiatives and fostering a positive school culture.
- Evaluate and apply relevant leadership frameworks and research to inform their approach to communication and trust-building within a leadership context.
As Deputy and Associate Principals, you are pivotal in shaping the relational landscape of your kura. This module challenges you to consider communication and trust through a strategic leadership lens.
Deepening Understanding of Communication Styles:
For Deputy Principals, a nuanced understanding of communication involves:
- Contextual Agility: Recognising how different contexts necessitate adaptable communication approaches, considering power dynamics and potential sensitivities.
- Strategic Messaging: Crafting clear, consistent, and compelling messages aligned with the school’s vision and values.
- Active Listening and Inquiry: Employing sophisticated listening techniques to understand perspectives and facilitate constructive dialogue.
- Non-Verbal Communication and Presence: Cultivating a leadership presence that conveys confidence, empathy, and approachability.
- Conflict Navigation through Communication: Utilising advanced communication skills to mediate conflict and guide teams towards resolution.
Resources:
- MindTools – offers numerous articles and tools on communication skills. Explore what is useful for you, from effective written communication to listening skills and everything in between!: https://www.mindtools.com/c_CommunicationSkills.htm
- TED Talk: Julian Treasure – “How to speak so that people want to listen”: https://www.ted.com/talks/julian_treasure_how_to_speak_so_that_people_want_to_listen
- Article: “Four Ways to Communicate with More Empathy” – Harvard Business Review: https://hbr.org/2022/08/4-ways-to-communicate-with-more-empathy
Elevating Relational Trust in Leadership:
For Deputy Principals, building relational trust involves establishing a school-wide culture of trust through:
- Leading with Transparency and Integrity: Demonstrating consistent ethical behaviour and fostering open communication.
- Empowering and Distributing Leadership: Trusting staff with autonomy and fostering shared ownership.
- Strategic Vulnerability: Demonstrating appropriate vulnerability to encourage shared learning and support.
- Navigating Difficult Conversations with Empathy and Courage: Addressing challenging issues directly and with empathy.
- Building Trust with Diverse Communities: Adapting communication and engagement strategies to build meaningful partnerships.
- Accountability and Follow-Through: Consistently following through on commitments.
- Systemic Approaches to Trust Building: Implementing school-wide initiatives that promote trust.
Resources:
- Article: “The Trust Factor” – Educational Leadership (ASCD): https://www.ascd.org/el/articles/the-trust-factor
- Video: Brené Brown – “The power of vulnerability” (TED Talk) – while not education-specific, offers valuable insights into building trust through vulnerability: https://www.ted.com/talks/brene_brown_the_power_of_vulnerability
Task:
Reflecting on Communication and Trust in Practice:
Consider a recent situation where effective communication significantly contributed to building or maintaining relational trust within your school, or conversely, where a communication challenge impacted trust.
Discuss with your learning partner the key communication strategies employed (or not employed) and their impact on the level of trust. Post a summary of your discussion and key insights on the forum (150 words maximum).
Assessment:
- Completion of all readings.
- Participation in the online forum discussion.
- Conversation with learning partner and subsequent post on forum
7 Responses
Reflection on Communication and Trust:
I ended up getting stuck in a bit of a rabbit hole with this one, particularly with Brene Brown’s video. However, there’s also some really interesting points that I read in other reflections. Apologies, it was easier to mention that here rather than respond to people individually.
Claire Bancks, I’m in a similar position this year with a new AP working in the office space with me. This is only for three days a week, but that shift has been quite interesting. Shout out to you in having that challenging conversation though. The AP and I have been working together for a couple of years and our focus and motivation is very similar so we haven’t faced the same challenges (yet). However, I have had to show some vulnerability in remembering that we are different types of leaders. She is ready to go in tough conversations; not to seek them out but shows an outward conversation. I need to process the information and understand the finer points before I can give my reply.
This leads into the rabbit hole I went into, linking to the article “The Trust Factor” and some things that we do and don’t do as a school. Our Senior Leadership Team is very effective. All four of us are quite different in our approaches to leadership, but we all do what we do for the students and our community. We have enough trust in the group so that we can be vulnerable, and ask for help where we need it. Our next layer down with our Team Leaders is not quite the same. The vulnerability is not at the same level for all of those in that meeting, but there is also one that brings in some of the negativity mentioned in Julian Treasure’s video and another who isn’t creating an environment of trust within their team, somewhat similar to what you mentioned Sioned Oliver. We are still in the process of this discussion and what comes next as a Senior Leadership Team and what a leadership model looks like next year to enable more of the positive, vulnerable and collaborative discussions.
Still a rabbit hole that I’m working in as I try to catch up on some of the work in the background and learn more about myself as a leader. I would use the word busy, but I think that’s the case for a lot of us.
Reflection: Communication and Trust in Practice
When I established a new specialist team to deliver a school-wide programme, my goal was to build trust through inclusive, transparent communication. Inspired by Julian Treasure’s idea of speaking with honesty and intention, I shared the vision with the whole staff the year prior, giving time for genuine engagement. I communicated the “why” behind the initiative clearly, ensuring alignment with our school values and strategic goals.
To foster relational trust, as highlighted in The Trust Factor, I listened deeply to staff feedback and created space for choice. I approached key staff to explore whether they saw themselves in the programme, never pressuring those who didn’t. This upheld trust by respecting professional identity and autonomy. I also advocated for a strong leader for the team, signalling the value placed on this work, and encouraged all staff to apply—ensuring fairness and openness.
Drawing on the article ‘Four Ways to Communicate with More Empathy’, and the advice on empathetic communication, I continued listening after the team formed, attending meetings and securing them a budget. This demonstrated ongoing support, not just one-off consultation. The result has been a cohesive, empowered team and wider staff who feel respected and heard—evidence that trust is built through sustained, values-driven action and communication.
Communication and Trust
Our school model is grounded in our values of ako, manaakitanga, and aroha. This foundation has guided us through recent changes, such as the restructure of our class, and now advisory system. In a region like Taumarunui, where recruitment and retention can be challenging, building and maintaining trust requires ongoing, deliberate effort.
Clear and transparent communication is essential. We’ve leaned into regular check-in briefings with students and staff, kanohi ki te kanohi meetings, and consistent messaging aligned with our values to maintain trust across staff and students. Recognising that our team is diverse in background and experience, we continue to refine our approach.
We’ve learned that empowering staff to co-construct solutions, following through on commitments, and communicating with empathy are key. Our willingness to be strategically vulnerable—acknowledging the difficulties of our context, has fostered a culture of collective ownership. At THS, trust isn’t just relational; it’s embedded in the way we lead together, and it’s a work in progress.
This was a timely topic for me as I start my new role in a larger school environment and how I adjust my communication strategies to suit. Having been very comfortable in my previous school; having strong trusting relationships and understanding the various ways to communicate with the different personalities, it is a challenging move to find yourself in a new space where you are not sure about the communication strategies to use with staff and nor are they sure about you – some confusion and misunderstandings need to be carefully navigated.
If Jane Modoono is correct, and I think she is, trust is the foundation for collaboration which is what makes organisations excel. I think then the most important job to do on arrival into a new position is to build trust.
The biggest challenge has been working for the first time with a second DP alongside me. One who has communication skills that are massively different to my own. Trying to find that space where we both recognise and appreciate each other’s way of communicating and responding so as to best serve each other in our collaborative role has been challenging. We had a very real (courageous) conversation just yesterday, which left me exhausted and feeling very vulnerable, but today at school, there is a clear change of behaviour and a newfound respect for each other’s perspective, and both of us are working hard to meet the other’s needs. Those challenging conversations are raw and jarring, but (in this instance) so worthy of the time.
This is a really insightful and relatable reflection on starting a new role! From our regular kōrero it’s obvious that you’ve clearly identified some key aspects of navigating a new environment, particularly the crucial role of trust and the complexities of collaborative communication.
It true that trust is foundational for collaboration, and your focus on building that upon arrival makes perfect sense. Starting fresh in a larger school presents a unique set of communication challenges, as you’re stepping into a pre-existing dynamic where those established understandings aren’t yet in place for you.
Your experience with the second DP highlights a very common challenge in collaborative roles. Differing communication styles can lead to misunderstandings and require conscious effort to bridge. It’s fantastic that you had that “courageous” conversation, even though it was exhausting and left you feeling vulnerable. The positive shift you’re seeing today is a powerful testament to the value of direct and honest communication, even when it’s difficult.
It sounds like you’re approaching this new chapter with a thoughtful and proactive mindset. Embracing those challenging conversations and prioritizing the building of trust will undoubtedly serve you well in your new role.
What aspects of adjusting your communication strategies are you finding most interesting or challenging so far in this new environment?
Communication and Trust Reflection
In a recent situation, trust was impacted when a team leader consistently shut down team input regarding daily meetings, leading to frustration and disconnection. After discussing the issue with the team leader, I drew on Brené Brown’s concept of “armoured vs. daring leadership” from Dare to Lead, encouraging her to consider vulnerability as a strength. Initially, she reacted defensively and left the meeting abruptly. However, the following day, she demonstrated a shift—emailing her team to reduce meetings to once a week. This action aligned with daring leadership and helped rebuild trust by showing she was willing to listen and be open to change. This experience highlighted that effective communication, especially when grounded in empathy and courage, can repair strained relationships and foster a more trusting team culture.
It was great to catch up yesterday, Sioned. I think your example perfectly demonstrates the powerful act of being vulnerable and showing courage The team leader had to swallow her pride a little (this refers to Brene Brown’s connection between vulnerability, shame and connection. The team leader’s courage to be vulnerable allowed trust to be built within her team.