Don't be afraid of change.
It is leading you
to a new beginning.
Leaders need to speak to the heart, figure out what they want to change, influence their followers, execute their plan, and have deliberate
conversations with others about the change.
Start
Influence
Execute
(Talk)
WHY.HOW.WHAT
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Starting Change
A magician never reveals his/her secrets, but I'll share one with you. The secret to creating and leading change is speaking to the heart. In order for change to be effective, both thoughts and feelings need to be shifted. Change is 60% heart and 40% mind (Kotter, 2011). The first step to change is to lower complacency and create a sense of urgency. Any negativity needs to be removed, and plans need to be shared without secrecy. Creating a sense of urgency builds a foundation for change (Kotter, 2013). When people believe in something and believe that it is urgent, the change will be well-received and effective. People won't do what they don't believe in, so you have to make them believe. I have found my "why" within me. Simon Sinek (2009) claims that, "People don't buy what you do. They buy why you do it." In order to lead change, you need to know why you believe in the change.
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As an educator, the day to day tasks can take over the heart and mind. Between lesson plans, grading, data analysis, clerical work, and the actual teaching with students present, your "why" can be clouded by the stress of the job. So, why do teachers do this? We do it for the students. We do it because we believe we can make a difference in the lives of children and change the future. A lot of people ask women why they give birth if it is so painful and exhausting. A common response is that it is all worth it when your child is placed in your arms, and you forget about the pain. It is similar for teachers. The school year is exhausting and stressful, but we come back after each summer feeling refreshed and leaving the stress behind because all we remember is that look on a student's face for an ah-ha moment or a student thanking you for your help. The "why" is what keeps us going through the challenges of education.
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WHY? We believe that we can make a difference in the lives of children by instilling a love of learning, therefore making a difference in the present and the future.
HOW? We engage students in learning opportunities that embrace creativity, ownership, and voice.
WHAT? Learners think critically through reflecting and connecting with ePortfolios.
These why, how, and what statements are written from my heart to the hearts of others, for educators and administrators that believe in the power of education and doing what is best for students. Many people don't know or forget the "why" behind what they do, but pulling out the "why" connects to people's hearts and lights a fire in them. Think back to when you first entered the teaching profession. Why did you do it? You probably wanted to make a difference in children's lives and help them love learning. You may have placed that thought on the back burner as the years went on, but it is still in your heart, and our students need us. They need us to make a difference in their lives, to engage them in learning opportunities that embrace creativity, ownership, and voice. They need us to give them opportunities to think critically. Their future, our future as a society, depends on it. You want to make a difference, and this is our chance.
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To learn more about my "why" please view my Learning Manifesto. To learn more about my "what" please explore my Innovation Plan.
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References
Kotter, J. [Dr. John Kotter]. (2011, March 23). The heart of change [Video file]. Retrieved from https://www.youtube.com/watch?v=1NKti9MyAAw
Kotter, J. [Dr. John Kotter]. (2013, August 15). Leading change: Establish a sense of urgency [Video file].
Retrieved from https://www.youtube.com/watch?v=2Yfrj2Y9IlI
Sinek, S. [TEDx Talks]. (2009, September 28). Start with why: How great leaders inspire action [Video file].
Retrieved from https://www.youtube.com/watch?v=u4ZoJKF_VuA&t=164s
Influencing Change
Download the full strategy here.
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Influence is powerful to create change, but it needs to be used effectively. After targeting the heart, in order to change behavior a leader must create a desired result, identify vital behaviors and organizational influencers, and use the six sources of influence to increase the chances of success. This is not a quick fix; it is a process and model for changing behavior at the core. Based on this, I have developed a strategy for organizational change in regards to my "Ditch the Basement Box" ePortfolio initiative.
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In my organization, my influencers are the Digital Ambassador cohort, PLC team, teacher leaders, and administration. I will pilot my initiative, but getting them to buy in is what will take the plan to the next level. I have noticed the obvious, looked for crucial moments, learned from positive deviants, and spotted culture busters. My strategy to influence my organization is targeting both motivation and ability at the personal, social, and structural level to change vital behaviors and achieve my desired goal.
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To learn more about influencing people to change behavior, please see my blog posts "Common Sense Lies" and "Be Influential."
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References
Grenny, J., Patterson, K., Maxfield, D., McMillan, R., & Switzler, A. (2013).
Influencer: The new science of leading change. New York, NY: McGraw-Hill.
Executing Change
The 4 Disciplines of Execution (4DX) process and the Influencer Model work together to make change happen and to make it easier. The Influencer Model creates the plan, and 4DX makes the plan happen. The 6 Sources of Influence and 4 Disciplines of Execution are different models that are not an exact match, but they compliment each other well as they both focus on creating change.
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Both processes increase motivation and morale in participants, use measurable terms of success, and focus on a small amount of factors that lead to success. Additionally, the desired results of Influencer match the WIG of 4DX, and the vital behaviors are similar to the lead measures. In 4DX, the lead measures must be influenceable. The 6 Sources of Influence can support 4DX because the model can influence the lead measures.
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Using the 6 Sources of Influence with the 4 Disciplines of Execution will result in successful behavior change. In order to "Ditch the Basement Box" I will start with Influencer to establish my plan for behavior change, and then use 4DX to implement my plan.
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References
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FranklinCovey. (2012, April 19). Executive overview of the 4 disciplines of execution [Video file]. Retrieved from https://www.youtube.com/watch?v=EZR2Ixm0QQE
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Grenny, J., Patterson, K., Maxfield, D., McMillan, R., & Switzler, A. (2013). Influencer: The new science of leading change. New York, NY: McGraw-Hill.
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McChesney, C., Covey, S., & Huling, J. (2016). The 4 disciplines of execution: Achieving your wildly important goals. New York: Free Press.
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Talking Change
Let’s have a conversation – not just any conversation, but a crucial conversation. A conversation where the stakes are high, the opinions are different, and the emotions are strong. Many conversations in education are crucial conversations because children’s education is at stake, teachers have different teaching styles, and teaching is passionate. So, what do you do when you need to have a conversation about something as scary as change? You sit down with each other and LISTEN. In today’s digital age, it may seem like a waste of time to sit and talk instead of send an email. However, we know how tone can get lost in typing, and true dialogue does not occur. To create change, we need to be able to talk about it – in person and together.
I’ll admit it; I am sometimes guilty of avoiding difficult conversations. But, if I want to be successful in my change efforts, avoidance is not an option. I need to be a leader and guide my team through a conversation about what really matters. Confrontation can be intimidating because we feel vulnerable, but in that vulnerability is where effective communication lies. I cannot be silent or passive, as this is lonely, ineffective, and wasteful. If I want to be successful in ditching the basement box, I need to TALK about my innovation plan and my intentions for implementing the plan using the 6 Sources of Influence and 4DX, remembering my “why” throughout the conversation.
To have a crucial conversation with dialogue, I first need to know WHY I am having it. The start of the change is me, and the only person I can control is myself, so I need to focus on my own thoughts before I bring them to the table. The first step of the process is to start with the heart – to think about what I REALLY want. Once I have done that, I will look carefully around me and within. “What are we talking about? What is going on beneath the surface? Has this become crucial? Does everyone feel safe? Is a feeling of being unsafe leading to silence or violence?” At this point, we need to step back to safety to discuss mutual purpose and mutual respect. I also need to remember that an appropriate apology regains the safe space rather than admitting a weakness. Once we have gotten back on the right path, it is important to master my stories by getting in touch with my feelings and being honest with myself. Then I can move to STATE my path by sharing my facts, telling my story, asking for others’ paths, talking tentatively, and encouraging testing as I express my thoughts in a way that is direct but respectful. Once I’ve shared my story, it is vital that I LISTEN to others involved and get their perspectives. Only then can we turn the talk into action as we make good decisions TOGETHER (Patterson, Grenny, McMillan, & Switzler, 2012). The key to having a crucial conversation is simple, but easier said than done – listen and speak respectfully.
I want to be a good leader, a self-differentiated leader that connects with others without losing my own identity (Camp, 2010). In the past, I’ve been a follower, too afraid and anxious to confront others about my innovative ideas. I would follow the pack of experienced teachers because I was too afraid to use my voice. Because of my knowledge of the crucial conversations process, I now feel confident in myself to discuss my innovation plan, 6 Sources of Influence, 4DX, and anything else that comes my way. It is my responsibility as an educator and leader to speak up so that we give our students the best and allow them to reach their full potential. What kind of educator would I be if I didn’t? I found my voice. It is here, and it is strong. I am ready to talk.
References
Camp, J. [Mathew David Bardwell]. (2010, November 10). Friedman's theory of differentiated leadership made simple [Video file]. Retrieved from
https://www.youtube.com/watch?v=RgdcljNV-Ew&feature=youtu.be
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2012). Crucial conversations: Tools for talking when stakes are high. New York: McGraw-Hill.
