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Colleagues, In yesterday’s episode of The Assistant Principal Podcast, I encouraged you to create an org chart based on who is responsible for growing whom. Even doing this in your head, you’ve probably realized that there are people who don’t have anyone to support them. In fact, there are probably too many people to support given the way your organization is currently organized. Two things you can begin doing:
In a school, we could invest more into our mentor teachers and have them become growers. In a non-profit, we could invest in our veteran and team leaders. If you have thoughts on this, I’d love to hear them! Email me here. I’m happy to acknowledge Kaleidoscope Adventures as a sponsor of yesterday’s episode of The Assistant Principal Podcast! I appreciate their support and encourage you to connect with them if you are thinking about planning a school trip!  Cheers!
Frederick
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Colleagues, My interview with Dr. Lindsay Whorton on this morning’s episode of The Assistant Principal Podcast was a fun combination of big picture ideas with in-the-weeds practices. One of the things she suggested that I will begin incorporating into my trainings is the practice of creating an org chart based solely on the relationship between people and the person who is responsible for helping them grow. For example, imagine a school has 40 teachers. Draw an org chart based on who is responsible for growing each teacher. Some interesting observations might arise:
In trying to imagine what this diagram looks like in some of the schools I’m working with, I can see all of these things happening. The org chart can provide a brutal visual about the state of any (not just schools) organization and its capacity to grow people. Thanks again to IXL for sponsoring today’s episode.  Cheers!
Frederick Colleagues,
Thursday morning, I hit an ice patch and my truck went off the road, resting at a 45 degree angle on an embankment leading to a stream. I’m okay. I called AAA at 8:20 am. It is now 9:53 and I have been on a continuous series of text messages – all AI assisted. I shared a pin of my vehicle location multiple times and the AI keeps asking for a crossroads. There are none. I was on a single-lane highway in the middle of the woods. I could have spoken with a human being and been connected with someone local and had everything set in about 10 minutes, but in this age of efficiency, it has taken over an hour. AND, think about the human impact on me:
Here’s the leadership lesson: Our greatest power is the power of human connection. Being fully present cannot be replaced, but we undermine our own power by being distracted and in a hurry. Urgency is like kryptonite. Cheers! Frederick Colleagues,
Here are three things I need to do every day to have the impact I want to have:
If I do these three things, more often than not, I will be able to have a big positive impact on others. Simple. What about you? What three things do you need to do each day to achieve your leadership goals or to fulfill your leadership purpose? Bonus points for sharing 😉 Cheers! Frederick Colleagues,
**Happy 93rd birthday to my mom!** A lot of my work is with non-profit leaders and the environment right now is chaotic. So, adaptability seems like a great core value. But, as a team, how do we operationalize it? What does valuing adaptability mean? Maybe:
Now imagine something bad happened and people are frustrated. You can imagine what that would look and sound like. But if we hold each other accountable to our core values, what you see and hear will be different.
This is the power and promise of core values. Cheers! Frederick |
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