Due: End of Term 2/3 school holidays
NB: We have had a technical issue which has been brought to our attention, and this module was not displayed online as per the timeline – our apologies.
Mā mua ka kite a muri; Mā muri ka ora a mua.
Those who lead give sight to those who follow; Those who follow give life to those who lead.
Module Objectives:
- Understand the dynamics of challenging conversations.
- Develop and apply strategies for effective communication in challenging situations.
- Explore and apply various conflict resolution strategies.
- Foster a culture of open dialogue and constructive feedback.
- Identify and address personal biases and assumptions that may impact communication and conflict resolution.
“To lead effectively we’re responsible for respecting and leveraging the different views and staying curious about how they can often conflict.” (Dare to Lead, page 174).
As educational leaders, we often have a different horizon and perspective to our colleagues.
Even as teachers wearing different ‘hats’, for example, on different curriculum committees, we will be focused on different goals. It’s up to us, as leaders, to communicate our perspective, try to use our empathy skills to see from our colleagues’ perspectives, and rumble enough to get on the same page when we can. So how do we do this?
“Developing a disciplined practice of rumbling with vulnerability gives leaders the strength and emotional stamina to dare greatly.” (Dare to Lead, Page 167).
There is a need to empower school leaders with conflict management training before they assume their leadership positions.
Provocation/Task:
“The only thing I know for sure after all of this research is that if you’re going to dare greatly, you’re going to get your ass kicked at some point. If you choose courage, you will absolutely know failure, disappointment, setback, even heartbreak. That’s why we call it courage. That’s why it’s so rare.” (Brene Brown, Dare to Lead).
Choose a question(s) to discuss with your learning partner, via email/phone/online conversation. You might want to share a particular challenging conversation you have had recently or have coming up with your learning partner and seek advice from a different perspective. Share your thoughts after the conversion as a forum response in less than 150 words:
★ Reflect on Part 1 of Dare to Lead, what stands out?
★ What Daring Leadership tool is going to make the biggest difference to you as an educational leader?
★ How can you be prepared as a culturally responsive leader, to handle conflict and crisis as it arises? What biases or assumptions might you hold?
★ How have you/could you foster a culture of open dialogue and constructive feedback at your kura/your team?
Resources:
- Dare to Lead, Brene Brown, Part 1: Section 5 (page 165-181 with a focus on page 174).
- Whānau, hapū, iwi, Māori communities and schools working together (Page 6-11): https://www.ppta.org.nz/communities/tangata-whenua/document/551
- Leading from the Middle: Educational Leadership for Middle and Senior Leaders, page 18 https://www.educationalleaders.govt.nz/Leadership-development/Key-leadership-documents/Leading-from-the-middle
Additional/Optional Readings:
- TED TALK: Why good leaders make you feel safe: Simon Sinek, https://www.youtube.com/watch?v=lmyZMtPVodo
- Marshall Diggs – Courageous Conversations – https://youtu.be/3RT0Fgirlv0?si=1IO_HaE0o-yrb52K
- Emma Kingston – Leading with Courage – https://youtu.be/Eq1gU1FDFpg?si=IsHdSDYVxlyiDIEf
Assessment:
- Completion of all readings.
- Participation in the online forum discussion.
- Submission of reflection on the forum.
13 Responses
In reflecting on how you can foster a culture of open dialogue and constructive feedback within your kura or team, it is important to begin with the foundation of trust. Building a psychologically safe environment is essential—one where every team member feels confident and secure to raise concerns, share queries, and provide feedback without fear of reprisal, job insecurity, or perceptions of incompetence.
When trust is present, team members know they can approach you openly and engage in honest, constructive conversations. This aligns closely with Brené Brown’s thinking on leading with vulnerability. As leaders, our willingness to model vulnerability—through openness, honesty, and transparency—signals to our team that authentic dialogue is valued and safe.
It is equally important to demonstrate consistent follow-through when issues arise. Whether addressing complaints or engaging in courageous conversations, timely and thoughtful action reinforces the trust you are working to build. Team members must know they can rely on your leadership to listen, problem-solve, and support them when challenges occur.
By embedding these practices, you not only foster open dialogue but also strengthen the collective resilience, trust, and professional growth within your team.
In Simon Sinek’s TED Talk on why good leaders make you feel safe this statement stood out to me:
“Leadership is a choice, it is not a rank. I know many people at the senior most levels of organizations who are absolutely not leaders. They are authorities, and we do what they say because they have authority over us, but we would not follow them.”
With this talk in the forefront of my mind the daring leadership tool that will most benefit me is that of Rumbling with Curiosity and with Vulnerability.
Showing curiosity and vulnerability will help me build trust and connection with kaimahi, tamariki and whānau. It will help me understand the why behind behaviours. It will create safe space for open and honest conversations. It will help avoid making assumptions, bias or judgement.
I love the Rumble starters – great reminders to use non-judgmental language to encourage conversation.
Q4- How have you/could you foster a culture of open dialogue and constructive feedback at your kura/your team?
Clear Communication and Action (Simon Sinek & Brene Brown):
Both Sinek and Brown talk about how feedback is only valuable if it leads to demonstrable action. If feedback is given but nothing changes, trust erodes rapidly. It’s essential to “close the loop” by acknowledging feedback, discussing it, and clearly communicating what actions will be taken, or explaining why certain actions may not be possible. This shows that the feedback is valued and taken seriously.
Also, publicly recognising individuals and teams who have embraced feedback and shown growth reinforces the positive aspects of this culture. Regular check-ins and reviews of our feedback processes are also important. This commitment to continuous improvement in our communication systems signals that we are dedicated to fostering a positive learning environment for all. Open dialogue and constructive feedback are not just tolerated but are embraced as drivers of growth, learning, and success.
Great to hear that you are all collaberating and co-constructiong your thoughts with your Learning Partners.
See individual comments below.
★ What Daring Leadership tool is going to make the biggest difference to you as an educational leader?
From Brene Brown’s book the main thing that stuck out for me was ‘Learning to Rise’.
Acknowledgment of the problem, not allowing it to create narrative in your mind and then making choices based on your own values is one of the biggest and hardest things I think we will learn to do.
Not allowing situations to interfere with our own personal values is so important. In most situations, we KNOW the right thing to do and we need to stick to that. We will make mistakes but ‘learning to rise’ is (in my opinion) a key tool.
2. ★ How have you/could you foster a culture of open dialogue and constructive feedback at your kura/your team?
I guess for this question we would say the most common things such as regular check ins (one on one or as a team meeting)
One thing we do in my team is at our team meetings we write into the minutes ‘what’s on top’. Each of us write down something that has been on top for the week – it can be negative or positive. Honestly, this opens up conversations between us and some of the negatives are pulled up right then and there. It is so important to be above the line – get rid of that below the line chat.
I think something that is important for fostering open chat is having a leader that has clear expectations. Know when to approach a situation, what feedback is necessary and what tone the feedback sets for the team. If it is individual feedback, I think it is so important to set time aside to allow that chat without the need for anyone else to be part of it.
Femke, I agree 100% that “Learning to Rise” is a key tool for all effective leaders and is learned just as much through our mistakes as our successes. Love the way you create opportunities to have open dialoque collectively and individually through “what’s on top” at your team meetings.
Module 6: What leadership tool is going to make the biggest difference to you as an educational leader? On reflecting on Brene Brown’s work, the video by Marshall Diggs and a TED Talk, I have reflected on these ideas.
1. Being reflective and knowing myself. Reflecting on the questions in Module 6 has really helped me move closer to understanding my ‘why’ – ‘why do I want to be a leader?’ Understanding myself, my values and my motives.
2. Remembering the mana of those I lead. Leading is selfless and isn’t about me – it’s about them! I am just one part of the puzzle, not the main piece. It is also not about me coming up with the ideas or being right. My job is to create the conditions for others to feel safe to participate, grow, share ideas and be valued.
3. Being mindful of words I choose. Question more then tell and remember to choose courage over comfort.
4. Actions – I really loved the ‘glass walls’ example Brene Brown gave of the company Old Navy (pg 177) where the leadership team moved into a room together in the middle of the company with glass walls to help mirror their values of openess, team work and trust. It reminds me that I am always being observed by my team and to ensure I model my values during all parts of the day.
I appreciate your honest self reflection Lindi – a mark of an effective leader. Love your comment “leading is selfless and it isn’t about me” It is about the people we lead – servant leadership in action.
Reflecting on Module 6 – What Daring Leadership tool is going to make the biggest difference to you as an educational leader?
For me was section one on Vulnerability – I have really had to exam and challenge my own beliefs in this space – growing up I have spent a long time in the thought patterns that Brene linked to myths particularly Myth 1: Vulnerability is a weakness and Myth 3: I can go it alone – however I am not quite at (pg. 174) part of practising vulnerability and sharing my story particularly with colleagues to help them trust me more – I know that as I grow in confidence that I aspire to be at this level as I grow in my career. I have been lucky enough that my HOD when I first started in the education sector that made me feel safe as discussed in the TED talk. Although she is now an AP at another school she is my sounding board and still my safe person when I need to run through a hard conversation or when I am feeling vulnerable I can often unload and get ways to communicate with others in a way that makes me feel much more courageous that I feel in that moment. I am so very lucky to have that person in my corner and a lot of my success in middle leadership has come from her mentoring, although now she’s elsewhere its often a more casual chat over a wine (or 5!).
Dionne all leaders need to, as you have done, recognise that vulnerability is a strength and that we are better together. You are very blessed to have a mentor whom you are able to unload to, be vulnerable and seek advice.
Reflection after online discussion with my learning partner:
Thinking about Part 1 of Dare to Lead, what really stuck with me was the idea of wanting to “contribute more than I criticised” (p94). It highlights the essence of brave leadership: a willingness to be open, take risks, and own the outcomes, good or bad. Letting yourself be vulnerable; dropping the mask and being open about your struggles, questions, or imperfections while doing the hard mahi is key too.
The notion of “horizon conflict” (p174) emphasises the critical skill of embracing diverse perspectives– basically, being aware (and flexible) enough to see things from different angles. It’s about keeping the big picture in mind without missing the important things happening right now. It all ties back to being a leader who actually helps and builds things up, instead of just pointing out flaws.
Love the two references you have made Nicola – “Contribute more than I criticised” and “horizone conflict”. Teachers need more than ever to be encouraged, heared, understood and valued particularly in an environment that is in constant inforced change by external influences.