Due: 8th August
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.
“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 and share your 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?
Resources:
- Dare to Lead, Brene Brown, Part 1: Section 5 (page 165-181 with a focus on page 174).
- Developing collaborative connections between schools and Māori communities, Mere Berryman, Therese Ford and Margaret Egan, (PDF Pg 19-21) https://www.nzcer.org.nz/system/files/set2015_3_018_1.pdf
- 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
11 Responses
Reflect on Part 1 of Dare to Lead, what stands out?
Showing vulnerability was a concept which interested me in this reading. It is something I don’t do regularly as I always felt I couldn’t show any weakness as it would serve me well with my staff. At times, it has probably caused me conflict which didn’t need to happen, or has made me seem far more uncaring or harsh than I actually am or what I am actually thinking. I really liked the questions “what does support look like for you” as I have learnt from past disasters what I think is going to be helpful is not at all what they want. And sometimes what they want is unrealistic so meeting in the middle is often a good place to start.
I believe being prepared to handle conflict and crisis involves several key strategies from Brené Brown’s “Dare to Lead.” I focus on developing self-awareness to understand how my emotions influence my behaviour. Embracing vulnerability is crucial; I engage in honest conversations about fears and uncertainties, fostering trust and open dialogue within my team. Practicing empathy and active listening ensures I understand and value everyone’s experiences, particularly from marginalised cultures. Setting boundaries and practicing gratitude helps manage expectations and maintain a positive environment. I aim to foster a culture of courage, encouraging open communication so issues are addressed proactively. By integrating these practices, I create a safe space where all voices are heard, ensuring conflicts are resolved constructively and crises are managed effectively. This approach not only supports my team but also strengthens our collective resilience and cohesion.
What Stood Out for Me in Part 1
Inclusive Leadership
Brown’s model of leadership is notably inclusive and accessible. She recognises that everyone has the capacity to lead and that vulnerability is not confined to specific roles or hierarchies. This concept is clearly evident in my Principal’s approach with those of us who are aspiring leaders within our school and iwi. She provides us with opportunities to lead in various areas of our school, entrusting us with responsibilities and offering her guidance. This resonates with me deeply as a leader, and it’s something I intend to carry forward when I eventually lead a school.
Embracing the Rumble
The “rumble” — referring to engaging in open and honest conversations — is an area I need to focus on improving. To do this effectively, I must keep the right framework in mind. Using Mitch’s approach, which involves reflecting on what has happened, how it makes me feel, and understanding the fears for the future, will guide me in navigating these challenging discussions.
Reflect on Part 1 of Dare to Lead, what stands out?
In Part 1 of Dare to Lead what stands out to me is Brene’s part on Trust. “We need to build trust to be vulnerable, and we need to be vulnerable in order to build trust” (pg 30). This term we have been looking at what trust is, the benefits and how easily it can be lost within a team. We need to have trust amongst the team so we can have those hard conversations or be the “devil’s advocate” in situations where we might not all agree. But, as a team we can trust in each other to work together and create solutions that everyone is happy with. Brene talks about trust comes in small gestors (pg 32). Any interaction with each other allows trust to form, but it can easily be lost with negative interactions. It is important to me as a leader to always insure I am building positive trust with my fellow teachers to have positive outcomes for our students and school.
★ What Daring Leadership tool is going to make the biggest difference to you as an educational leader?
Brené Brown’s emphasis on the importance of embracing vulnerability to create trust and open communication within teams has encouraged a deep amount of self reflection. The idea of being honest and open about my challenges and fears but balancing this with a need to lead with confidence and positivity demands a lot of self awareness. The courage to show up as our true self whilst also modelling positive ways to embrace our vulnerability helps to build an emotionally safe environment built on a foundation of trust. I see this being a space of continual reflection and growth as I continue to get to know and understand my team and they come to know me.
★ How can you be prepared as a culturally responsive leader, to handle conflict and crisis as it arises?
To be prepared to respond to conflict in a culturally responsive approach would mean building relational trust through acts of whakawhanaungatanga. Whanau need genuine connections through sharing about who we are as people, where we come from, who are our families, children, grandchildren etc. The development of this type of relationship is critical to building a culturally responsive pedagogy. “You learn more by being silent and listening, then speaking”, within education and as teachers this can be a hard concept to grasp and will often require effort from kaiako to let go of what in the past might have been a more majority power balance. When you invest in relationships in this way as conflict arises you are in a better position to respond effectively and even preempt crisis or conflict.
Reflect on Part 1 of Dare to Lead, what stands out?
Curiosity being an act of vulnerability and courage (p171), asking questions and seeking to understand others can be challenging and uncomfortable, but it’s essential for growth and learning. When you’re curious, you open yourself up to new ideas, perspectives, and potential truths, which requires admitting that you don’t have all the answers. This openness can make you vulnerable because it involves exposing your gaps in knowledge and being willing to confront and possibly change your own beliefs or assumptions. It also takes courage because it means stepping out of your comfort zone and engaging with perspectives that may be different from your own.
Once we removed the fear of failure and the fear of being judged, we started to outlearn and outperform our best competitors. (p177)
Reflect on Part 1 of Dare to Lead, what stands out?
So much!
Be brave – show up. Clear is kind. High Standards. We want nothing but the best for our tamariki.
Brene Brown spends a lot of time discussing rumbling with vulnerability, why? To establish a successful team culture for ALL to thrive. To build the courage and confidence to face challenges and discomfort, to get curious, takes risks and innovate. To understand different perspectives with empathy to build team trust, safety and and others up to meet challenges. All while operating from self awareness, grounded confidence, clear boundaries and staying tethered to our values.
★ Reflect on Part 1 of Dare to Lead, what stands out?
There is so much to take from this part of Brene’s book, like the points raised previously. I would also mention when she says “the cave you fear to enter holds the treasure you seek” (Pg52) which comes from Joseph Campbell. It really shows me how vulnerable you need to be to make an impact on some staff members and members of the community. The balance between vulnerable and being fake is very fine, and walking this line can be difficult. It is important that we navigate this line carefully
The impact of rumbling with vulnerability is important to everybody in education, but as a leader, it really is vital. Being open with your coworkers shows that you are relatable and open to conversations that other may not. It also shows them who you are as a person and not just a principal who may sit in an office all day, plugging away on a laptop. It also contributes to create what Brene called psychological safety – the sense of calm and trust that your ideas and questions will be accepted for what they are and not put down. It’s the kinds of environments where these ideas run throughout that flourish and thrive.
I’d be interested in what other people think of her book – I must say I’m enjoying this one more than I did the Change Management book.
Reflect on Part 1 of Dare to Lead, what stands out?
In summary – Brene Brown shares that vulnerability is disclosure. For a leader, being vulnerable doesn’t mean oversharing. Yet, leaders do need to open up. (This was interesting and good learning for me as I think that this is important to get the balance right. I show vulnerability in my work place but I need to be mindful that it doesn’t lean too far the otherside)
Brene also shares that it is a good idea to ask questions “what does support from me look like? what questions would you like me to answer?”
This was also an interesting point – “be careful with fake vulnerability: if you only pretend you want to listen, but don’t even pause for people to ask a question, you will reach the opposite effect – distrust”
★ What Daring Leadership tool is going to make the biggest difference to you as an educational leader?
“the emotion that we experience during times of uncertainty, risk, and emotional exposure. It’s having the courage to show up when you can’t control the outcome.” – Brene Brown
Rumbling with vulnerability stands out as the most impactful tool. As an educational leader, fostering a culture of openness and trust is paramount. By embracing vulnerability myself, I can create a safe space for staff and students to share their thoughts and feelings without fear of judgement. This authenticity builds stronger relationships, encourages innovation, and ultimately improves outcomes. It requires courage, but the rewards in terms of connection and growth are immense.
NB: Who doesn’t love a Simon Sinek talk? Soo powerful!