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.
2 Responses
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!).
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.