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
26 Responses
I was reading the Dare to Lead and have been trying to internalise the lessons from chapter 1: I have also carried on and read more from this book and watched many of her youtube clips now as it has become a powerful curiosity for me and I’ve been reflecting again and again on this author, her research and her methods. THANK YOU!
One thing I took away was the concept of rumbling. This helped me to realise that there is storming and norming periods of all relationships (not just our workbased ones) and that this is on the spectrum of normal.
One of the tools I think that really has helped me was the brave tool.
Boundaries, Reliability, Accountability, Vault, Integrity, Non-judgment, and Generosity.
These areas have helped me to consider what practices I have been allowing and not allowing to happen within our team.
Work ons for myself personally are ’embracing the suck’ as I often have a catastrophising mindset and the Vault.
Knowing that my team can share in a trustworthy and safe space is something of great value and making the space for conversations instead of just doing tasks on the list has been powerful. It reminds me of active listening, but with more safety and this promotes a happier team who can truly lean in when times get rough and we get tired and snappy.
I still have many chapters to cover however these were my most memorable take aways.
What stood out for me from Dare toLead was the importance of Vulnerability and Courage in Leadership. I took it out of this as its okay to show vulnerability, as it’s not weakness; previously I have always thought that showing that I am vulnerable, was a sign of weakness. However reading this has enforced that showing and embracing vulnerability can foster trust between people. This also links to Simon Sinek talking about the conditions within the organization, leading to results where remarkable things happen. Courage and Trust is another huge part especially when having difficult conversations with others, especially people within my team. Having difficult conversations with others is tough, however this can resolve issues/conflicts and or can support them along their journey, as we as teachers are forever learning and adapting our teaching.
Having difficult conversations is going to be the biggest tool for me as a senior leader/AP as a leader within my school. Being a leader is a choice, and making sure that you are looking out for others and helping them on their journey. Having conversations with staff members when issues or concerns arise when it is impacting on the teaching and learning within the classroom and school environment. I haven’t had to have many conversations with staff, however this is something that has always been on my mind and thinking about. I would need to make sure I think before I speak, and or, give time to myself in order to think about what I want out of the conversation before having it. Allowing both parties to have time to think and reflect, instead of jumping the gun and going in guns blazing while always thinking about -What is best for the school, staff members, students, and whanau.
Reflect on Part 1 of Dare to Lead, what stands out?
What stands out for me?
Who We Are is How We Lead – self-awareness and self-love matter. We cannot change who we are as we have been shaped by our upbringing, our experiences of school and study, our experiences in the world of education, both in the classroom and as leaders. Being brave enough to show up to difficult situations.
You can’t get to courage without rumbling with vulnerability. Embrace the suck. The need to have tough conversations, to stay vulnerable and curious, even when you don’t know what the outcome might be. To have an open heart and an open mind to find a solution. For me, this means learning to live with the uncertainty of the outcome, not trying to predict or forecast what the solution might be, and being open to seeing things from different perspectives, thus respecting the ideas and perspectives of others. Looking to various horizons for possible conflicts, working with those who have different perspectives, but still upholding the horizon or goal of the school as a whole.
The Daring Leadership tool that will make the biggest difference for me as an educational leader is fostering a culture of curiosity. This reading showed that real learning happens when we’re uncomfortable, and as leaders, it’s our job to create an environment where staff are inspired to grow daily. I see in my current space many get too focused on our individual roles, losing sight of the bigger picture. As a leader it would be to created an environment where it is normal and expected to gather student feedback, observing peers, visiting other departments, and visiting students outside the classroom, we can cultivate a mindset of continuous improvement. This creates a ripple effect, enhancing teaching practices and student outcomes. While also practicing empathy and active listening to support those that feel vulnerable while completing these tasks.
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.
It’s a great idea to try different techniques and see how they work for you. Some things will and some things won’t. I like your idea of meeting in the middle as 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.
I enjoyed this insight Fraser and your approach to handling conflict and crisis is culture building. Without a positive culture it’s hard to achieve anything.
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.
Insightful perspective Shanan of a leadership model that is both inclusive and accessible. So lucky that you are also able to add to your leadership kete key learnings from opportunities created by your tumuaki.
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.
Yes, worth taking the time to build positive trust with fellow teachers to have positive outcomes for all.
★ 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.
Mutual trust is certainly a key underpinning of building genuine relationships.
★ 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.
Ka rawe Michelle. Absolutely agree! Making our whānau feel safe enough to share their voice. Making our colleagues feel safe enough to share their voices.
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)
Yes it’s nice to know there’s a different way of doing things !John Maxwell says “if it’s lonely at the top then you’re doing something wrong” 🙂
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.
Well said, Grace.
★ 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.
I loved the metaphors from Brené – Messy and Rumbling. They really do give great validation to the challenges of tricky, important conversations.So many of you have enjoyed the Brene Brown Dare to Lead – just to let you know she also has an awesome podcast by the same name, and this includes some awesome guests, including Simon Sinek.
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”
I enjoyed this insight Nikkole, demonstrating your clear learning and reflection making your leadership journey more effective.
★ 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!
Insightful perspectives on the internal and external pressures faced by leaders and the importance of creating and maintaining a culture of trust.