Due: 11th April
“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.”
-Stephen Covey.
Communication
Our communication style affects our relationships. Intentionally growing our communication skills gives us the opportunity to utilise self-awareness, self-management and social awareness Emotional Quotient skills.
You will be aware already that within your team there are a number of different personalities and communication styles. Understanding and navigating these differences and paying attention to which styles our teammates gravitate towards, can improve our interpersonal skills, build trust, and help us get more done with less frustration.
There are many different analytical systems used to identify communication styles. One of the more well-known is DISC profiling. (Often used by recruitment companies to ‘find the right person’ for effective team cohesion.)
Essentially, the 4 main communication styles are: Dominant, Influence, Conscientious and Steady. See the link in the resources section for more information.
Investing time in developing our EQ around how best to communicate as a leader and facilitator with each of these personality/communicator types leads to stronger working relationships and more cohesive, productive teams. Connecting with team members who sit in different quadrants requires slightly different approaches.
Many of you will be aware that our responses to situations will invariably be influenced by the internal and external factors at play in our lives. As aspiring and emerging leaders, the time we invest in developing relationships with our team members is vital to establishing an understanding for what is going on in their lives both within and beyond our kura.
In times of stress any communication style can be impacted by a person’s innate ‘default’ setting and so understanding this and being aware of what each team member’s default setting is can give you, as a leader, an early signal that all is not well. These communication styles are overtly assertive, passive, passive-aggressive and straight out aggressive.
Relational Trust
“High trust relationships exist when leaders are respected for their deep educational knowledge, their actions and values, and the way they engage respectfully with others with empathy and humility, fostering openness in discussions. Leaders have good emotional intelligence and self-awareness.”
– Educational leadership capability framework, Education Council, 2018.
Trust provides a strong foundation for effective working relationships which, ultimately, has a positive impact on student achievement. Trust has been shown time and time again to have a huge benefit in leading change and in creating great teams. Teams and schools with trusting relationships have staff who are open to sharing practice, taking risks and sharing what is and isn’t going well in their teaching. However, it does not happen by accident and it is not built in the same way for every person, depending on their personal narrative. As a newer leader, it is important to intentionally work to build trust with colleagues, whānau and community. So how do you do this? Below are some aspects to consider but do look through the resources below too.
-
Trust goes both ways. Actively extend trust and assume positive intent, if you would like others to trust you in return.
-
Be respectful and show integrity in all interactions and decisions.
-
Demonstrate competence in what you do. This can be a tricky one for a new leader. You will need to patiently build credibility through your interactions with others and transparency in showing your practice. Be a professional at all times. Keep up to date with, and implement, best practice in your teaching.
-
But this doesn’t mean you need to know everything! Be a learner and be humble. Everyone in your team will have something to bring to the table and every person will have their own perspectives that you can learn from. Take the time to learn from others.
-
Be consistent and keep the students at the heart of everything you do.
Provocation:
Think about what you have learned about communication and trust and apply it in the following two ways:
1. Comment on a fellow delegate’s post from Module 3 and give them feedback. Be mindful of how you might come across, given your preferred method of communication. Also be aware of how you might begin to build trust between yourself and a fellow delegate, prior to meeting them in person at the Emerging PLG and, hopefully, commenting further on each other’s posts in the forum.
2. Reflect using the thinking frame, “I used to think, now I think….” to share your learning from this module in the forum in 150 words or less.
Now is also a great time to get in touch with your learning partner and check in on how they are getting on, as we draw close to the end of the term.
Resources:
Communication and DISC:
-
DISC styles explained – https://www.discprofile.com/what-is-disc/disc-styles
-
Michigan State University article explaining DISC and how this can be used to create strong teams – https://www.michiganstateuniversityonline.com/resources/leadership/observe-learn-and-lead-your-team-by-following-disc/
-
There are also plenty of references to communication in “Fish!” by S. Lundin (required text for course). Here are two key quotes:
“You can observe a lot by watching.”
“If you want to change your culture, change your conversations.”
Trust:
-
“Trust in Schools: A Core Resource for School Reform” B. Schneider. – https://www.ascd.org/el/articles/trust-in-schools-a-core-resource-for-school-reform
-
“How the Best Leaders Build Trust” S. Covey. – https://www.leadershipnow.com/CoveyOnTrust.html
-
“Five Faces of Trust: An Empirical Confirmation in Urban Elementary Schools.” – W. Hoy and M. Tschannen-Moran. – https://drive.google.com/file/d/1NBTBXVSjokVr_RPx3Qlze-Ao3E1m6XWI/view?usp=sharing
Optional Resources:
-
“4 Communication Styles and How to Navigate Them in the Workplace” – https://www.atlassian.com/blog/inside-atlassian/how-to-navigate-diverse-communication-styles-at-work
-
‘The Five Languages of Appreciation in the Workplace: Empowering Organisations by Encouraging People’ By Gary Chapman and Paul White
-
‘Crucial Conversations: Tools for Talking when the Stakes are High’ By K. Patterson, J. Grenny, R. McMillan and A. Switzler
-
Stephen Covey’s book, “The Speed of Trust” and his many videos on YouTube are also worth looking into as an optional extra.
40 Responses
Leadership to me was always seen as top-down! Now that I hold a leadership role within my kura, I believe that leadership comes in many different forms – just because you have a title doesn’t mean those who don’t aren’t leaders as well. Leadership isn’t top-down in my eyes any longer. Leaders don’t have to know everything, we need to show a commitment to supporting others for the greater good of our purpose and a willingness to learn/ask the necessary questions. Communication is crucial and will forever hold a significant place within a leadership role – how you deal with individuals and how they need to be communicated with will vary between each relationship. Trust in your team/staff is huge! I think for myself, that I need to let go and delegate more trust in others to work effectively. Trust, and effective communication (effective being the main word for me) that empowers others to feel valued will support me with having successful leadership and equally, a successful team.
I like the way you’ve thought this through Wiki. Nobody can be a leader unless people are willing to follow! You are fortunate in having some really good role models too.
I used to think that the message of communication was more important than the mode or style of communication.
I now have a greater understanding of the importance of communication as a way of building trust as a leader. Over the past years, I have watched and learned from leaders who communicate really effectively – and so have built strong, trust-based relationships with colleagues, even in really challenging situations. I have also learned from those whose communication is opaque or abrupt, and recognise how this can have a negative impact on the relationships being built.
It’s great that you have had the opportunity to observe different styles Aimee. I think that if there is a pre-existing, trusting relationship then the person is much more likely to receive your message positively and even if your communication isn’t completely clear will give you the benefit of the doubt.
I used to think that leaders had to be experts in everything and leadership was a quality that some people had and others didn’t. I also used to think being vulnerable was a weakness.
Now I think that leadership can be learnt and you can grow into an effective leader by developing trust, learning good communication skills, and getting to know and learn about the members of your team. I am discovering that every person has their own way of communicating and by learning and adapting to these different styles, I can communicate with my team much more effectively.
I also realise that trust is something that I need to actively build. Extending trust to others is important because trust needs to be reciprocal. Being vulnerable is not a weakness, but an important factor in being an effective leader and communicator.
Absolutely, Kelly-Anne. You sound like you would really enjoy the work of Brenee Brown, if you haven’t already explored her thinking.
I used to think that the leaders in the school knew everything and were machines for getting so much sorted, attending a lot of meetings, and just organising so much for the school. I used to think that our SLT team were so serious, that I couldn’t speak to them about anything or approach them for any issues I had.
Now, that I think that people have their own individual values or beliefs in leadership and that being a leader is determined through how we see ourselves in the role. I see that this is a role to serve our communities – staff, students, and families. Also, I now think that SLT members don’t know everything, but are willing to make sure that things are done as best as they can for our communities.
Yes Erica.As you think about how you used to think about the leaders in your various schools, so will the young staff at St Mary’s think of you. They will see you as all knowing and wise. It’s a lot to live up to isn’t it.
I used to think that a leader, or any education professional for that matter, had to be to be perfect and invulnerable. In my first year of teaching my mentor told me “never apologise, it’s a sign of weakness”. Those words never did sit very well with me, and now I think that – as I work through the Emerging Leader coursework – my feeling that vulnerability can be a strength is shared by many and is indeed supported by both quantitative and qualitative evidence.
Hoy and Tschannen-Moran’s (1999) “Five Faces of Trust” particularly resonated with me. Of the five faces – benevolence, reliability, competence, honesty and openness – the latter two involve a certain degree of vulnerability, I believe. Covey’s 2019 “13 Behaviours” include several that require honesty and openness from leaders, in particular #3 Create Transparency, #4 Right Wrongs, #8 Confront Reality and #10 Practice Accountability.
Well said Claire. Strong leaders are honest, open and vunerable. Love Covey’s 13 behaviours.
I used to think that effective communication and effective leadership was great role modelling, sharing of information, being the ‘hardest’ working member of the team. But due to this course I am challenging this way of thinking.
I think that it is challenging to be an effective leader, you do need to do these things but it is much more than this. It is adapting your styles to the different personalities in your department and giving each of them what they need. It is remembering to support and show appreciation for the ‘things’ your department members do, even if these things are expected aspects of what it is to be a member of the department. As humans we all enjoy the act of being appreciated and valued.
You are right about being determinedly appreciative even if secretly inside you think that what the team member has just done is essentially a core responsibility.
Being a leader is a little like being a step mother.You have to make them all feel loved even though you really have no responsibility for making them who they are.
I used to think that communication was common sense. It was about making what you need to say be heard and moving on. It was hard to understand how what was communicated wasn’t understood or taken on board. However, communication is so much more than that. I now believe that it is so important to be able to communicate through listening, observing and reflecting. By doing so, we can eradicate so much ‘assumption’ that can be made when entering into a conversation. The way we communicate can differ, it isn’t necessarily ‘my way is the right way’. As a leader, we grow to understand our team and how best to communicate with each individual in it. This can only be obtained through mutual trust and respect. To receive those things, we must show those things. I used to think I was a terrible communicator, I now understand there are ways we can become better – listening without the need to reply, show respect, understanding and non judgement.
You are absolutely right Femeke, the way we communicate may differ from one person to another. One size does not fit all.
Knowing your staff, students and parents is critical in knowing the best ways to communicate. Love your last sentence.
I used to think that leading meant that I had to roll my sleeves up and get involved in everything, lead from the front, and be the main contributor. This approach is not only exhausting but not necessarily helping the team.
I now understand the importance of adjusting communication to suit the different personalities in the team. I am somewhat familiar with this approach given that some interesting personalities require a different approach than others in my wider team. Building trust is a key idea and being clear and honest in communication is also important when developing this. Covey refers to the concepts of “Character and Competence” and this makes sense to me although it is an area that will take much time to develop.
Emotional intelligence also plays a key role in building a trusting team and it is an area of PD that I have been involved with this term at my school. I feel that it is also important to ‘actively listen’ and be present when conversing with others and often a follow-up email later that day reassures the team members that they were heard.
The DISC profile is something that I will be referring to in Term 2 to help identify both my communication style as well as others.
Kia ora Rich,
I can definitely relate with your first 2 sentences! It is so exhausting. And isn’t it amazing what the team can bring to the table when given the opportunity… It has been (and still is) such a learning journey.
Being clear is kind! We talked in Auckland about how different cultures respond to communication and how difficult that can be when you are someone who is acculturated in ‘politeness’. Really with your team, they are yours and you just have to love them into conformity.
Previously, I viewed leadership communication simply as the passing on of vital information. I now recognize its broader scope. It encompasses fostering trust, fostering mutual support, attentive listening, offering constructive feedback, and extending assistance. The understanding of communication styles for each individual is paramount, considering everyone’s unique preferences. The significance of tailoring communication approaches to suit the preferences of each team member. Establishing trust necessitates consistently demonstrating respect, honesty, and competence in our duties. Recognising the link between effective communication and trust is important for successful teamwork and leadership. The need to adjust our communication methods and cultivate trust are important lessons from this module, and they are challenging my approach to leadership.
Bronwyn I love your summation sentence: “The need to adjust our communication methods and cultivate trust are important lessons from this module, and they are challenging my approach to leadership.” Spot on!
I agree with a lot of people’s comments. Before, I thought leadership communication was just about sharing important information. Now, I see it’s much more. It’s about building trust, supporting each other, listening, giving feedback, and helping out. Tailoring how we communicate to each person is really important, since everyone is different. I also understand the importance of adjusting how we communicate with each team member based on how they like to communicate. Building trust means always showing respect, being honest, and doing our job well. Understanding this connection between good communication and trust is key for successful teamwork and leadership. Learning to adapt our communication and build trust are big takeaways from this module, and they’re changing how I lead.
This is so true, there are so many layers and facets to leadership. It’s quite a nuanced dance!
I used to think that leaders needed to be experts, have all the answers and that leadership was something you were either good at or not cut out for. Now I think that, through knowing and understanding the members of your team, learning effective communication skills and developing a high level of trust between all parties, you can grow into an effective and respected leader. I’m learning that being clear, offering trust and voice, being open and showing vulnerability at times and following through on actions and decisions can go a lot further towards building communication based on trust and respect than simply conveying knowledge.
I used to think that leaders need to have a higher qualification to be an effective leader.
Now I believe, that anybody can be a leader, if they have the self-motivation and the necessary skills required.
Qualities like honesty, emotional intelligence, integrity and having the ability to grow in your role are crucial.
Further we need to be empathetic, have a great personality, have trustworthiness, and have the passion and desire to make a life changing difference for all learners, entrusted into your professional care.
This module has taught me that each stakeholder has their own unique way of communicating.
As a leader, taking the time to talk both in the school setting and away from it, helps to build a trusting relationship.
Interesting, Pratima. I agree and would add that those skills can (and should) be developed and honed over time.
I used to think that as a leader, if I approached people the way I would like to be approached then that would be successful. It’s similar to the ‘treat others the way you want to be treated’ adage. However, looking through these resources I can see that I’m going to really have to look into how each of my team members tick in order to best lead them. Good communication, based on trust, is key, but the way ideas and conversations are received is going to be different for each person. Active listening is a big part of my role as a leader and I need to use this skill to really get to know my team better. If I can learn to communicate to them in a way that they find relatable and feel genuinely listened to, then perhaps I won’t be up against as many brick walls?
Yes it’s a useful reminder of the extent to which we are all different which means that messages are received so very differently. Just when we think we have been clear and affirming too!
I used to think that my role as a team leader was to get everything organised, be prepared and then share this with the team. I have always known that communication is key but I wasn’t always sure of the best way to convey this. I am more aware of my colIeagues own communication styles and take this into account more. I am learning that trust is also a key element of being a good leader. I am new to my kura and I am deliberately making time to learn about my team and build those so important relationships with them. Another key idea is that I do not need to know everything. I am finding the strengths of my team and encouraging them to share this with us all. It is a way to show them that I trust in them. Research has shown that teachers’ trust in their leaders influences their trust of their colleagues, which is significantly related to student achievement (Handford, 2013) This supports the statement, keep our students at the heart of what we do. They are our why.
Love the Handford quote Sheree – so true. It is excellent that you are prioritising building relationships in your new Kura and position as DP. Your influence as a leader is only as effective as the relationships that you have with those whom you are leading.
I used to think that communication was about conveying information to my team or sharing ideas, lessons, and school-focused information. I now understand that good communication is the foundation of good leadership. Good open communication builds relationships and creates respectful, encouraging teams. I know I definitely ‘hear more’ when I listen and observe what is happening within the team. It is through their discussions and interactions, that I can better understand my team and our individual and collaborative goals. As a leader building trusting relationships is an essential part of a cohesive team. Feeling safe to share ideas, communicate concerns, celebrate wins and be open to change. All come from a team that is respectful and trusting.
You are absolutely right Jackie that building high trust relationships is foundational to effective leadership and building highly functional teams.
In my leadership role, I used to think communication was mostly about passing down key information that is important to the school. Now I think it is much greater than just sharing information. It is about forming a positive relationship with your co-workers where they can trust that you will support them through the challenges of our day-to-day work. To be able to listen actively, provide helpful feedback and be proactive to support each other is key to building trust. Take time to understand every teacher in your team on a personal level and to adapt to how you might communicate with that teacher based on how they engage in conversations.
Absolutely, Lucy. It can be easy to get trapped in the mindset of being the ‘middle man’ or conveyor of information, both ways, as a middle leader but you are so much more! School improvement cannot be enacted without strong middle leaders who are working alongside their teams ‘on the ground.’
I used to think Communication was mainly about conveying information and ensuring everyone knew what they needed to know and when they needed to know it. I’ve always believed in trust being crucial to communication particularly in my personal life but now see how important it is in my work life and my own leadership responsibilities. I am able to reflect on the positive leaders in my career and know now that I highly respected them because of feeling I could trust them and communicate and they listened. I now think I have a deeper understanding of my communication style This module has reinforced the belief/quote “listen to understand not listen to respond”. Now I know that school leaders have a strong indirect influence on student achievement.
Bryk and Schneider’s cornerstone research (2003) demonstrated a causal relationship between the level of trust among members of a school community and the degree of improvement in student outcomes.Research has shown that teachers’ trust in their leaders influences their trust of their colleagues, which is significantly related to student achievement (Handford, 2013). These quotes highly resonated with me.
That is so true, Tania. There is an element of conveying information clearly, concisely and in a timely manner as a school leader, but it communication is definitely so much more than this.
I used to think that communication was about conveying information (especially through my daily morning emails), but now I think it’s more about building trust and understanding. Through this module, it’s reinforced for me that effective communication requires you to be an active listener, show empathy, and be honest and transparent. This helps formulate great relationships.
By acknowledging others’ perspectives and being mindful of their emotions, we can foster trust and create meaningful connections. I’ve also realised the importance of how nonverbal cues also impact how messages are perceived.
Overall, I’ve come to appreciate communication as a dynamic process that goes beyond words, focusing on building trust and mutual understanding.
I agree, Linda. Communication is definitely much more nuanced than passing on information, though that is important too.
I used to think great leaders were just naturally inclined or blessed with the skills and capacities lead. Typically, I have followed great leaders due to trust in their skills and vision. Now I think leadership is something that grows alongside a culture created by a great leader. I am now beginning to understand that leaders purposefully build relationships of trust through many different facets. As we understand and connect with our team through differentiated communication skills we can connect on a more personalised level to grow our team efforts and shared understanding. Communication and leadership now have a specific purpose and range of goals which I can begin to experiment with and learn from instead of relying on my default methods of what I thought leadership was. Understanding my own strengths can help me to enhance these as well as work on my next steps and building myself in the areas that are lacking. Learning these as habits will be beneficial to myself, my team and student learning also.
I absolutely agree with you, Krystal. Leaders can absolutely be grown, and are not necessarily born. This is the power of committing to learning like this – congratulations for getting involved!
Communication is a very important part of dealing with people, and now, after going through this module, I still believe it’s crucial.
I believe that I need to change the way I communicate with different people. Each person has their own unique way of communicating, and to work effectively as a team, I need to understand and adapt to those differences.
I understand that trust is something I actively need to build by showing respect, integrity, and competence. Overall, this module has helped me see that effective communication and trust go hand in hand, and they’re both essential for successful teamwork and leadership.
Sorayah, I absolutely agree with your comment about adapting to each individual’s differences. One size does not fit all. Your last sentence is an excellent summation. Well said indeed.