Change can be overwhelming, especially for educators, administrators, or district leaders. But when it comes to new leadership in a school district, change is inevitable. A new leader can bring a fresh perspective, innovative ideas, and a new sense of hope for students and staff members. There are so many opportunities for growth, especially here in Texas so again, change is a given. However, change can be difficult to navigate, and not everyone may be on board. As a leader, it’s important to support our teams during this time of transition and ensure that everyone is equipped with the tools they need to make the most of the “new” in a positive way. (positive way…ya see that part?)  But with the right mindset and approach, you and your team can thrive in this new era of leadership and education.

1. First up? The transition…transition management is crucial during periods of change, and you can do several things to help alleviate the stress of “new”…

• Set clear expectations: Clearly communicate the goals, objectives, and timelines associated with new leadership. This helps everyone understand the purpose and provides a sense of direction.
• Provide support: Offer training, resources, and opportunities to help your team or staff adapt to the changes.
• Foster transparency: Keep the lines of communication open and be transparent about the reasons behind the change. This helps to build trust and ensures that everyone is on the same page.

Easy ideas? Chip & chat! Open house! Take a snackie snack twist on an “open house”…

2. Communicate, communicate, communicate…Effective communication is paramount to managing change successfully.

• Be proactive: Communicate early and often. Share information about the changes, including the rationale, potential benefits, and any adjustments in expectations or procedures.
• Encourage feedback: Create a safe and open environment for team members to share their thoughts, concerns, and suggestions. Actively listen and respond empathetically to their feedback.
• Tailor the message: Different stakeholders may require different types of communication. Customize the messaging to ensure relevance and clarity.

Easy ideas? Implement a weekly newsletter or blog to provide updates, share success stories, and celebrate milestones achieved during the transition.

3. We’re all in this together… Collaboration is essential during times of change. Foster a sense of unity and teamwork by any means conducive to your personality!

• Encourage cross-functional collaboration: Break down silos and encourage individuals from different departments or grade-level teams to work together. If you really want to see it happen, SCHEDULE it!
• Facilitate team-building activities: Organize team-building exercises, workshops, or off-site events that promote trust, cooperation, and shared goals. Know your people! I couldn’t ever get TOO crazy if I wanted everyone to participate based on personality…
• Recognize and celebrate achievements: Are you a part of our FB group for school leaders? 

Easy ideas? Purposefully schedule cross-functional projects to work on specific initiatives, as you know they’ll be happening. Appreciation, campus communications, green teams, etc. Everyone rows on our boat! This encourages collaboration and allows team members to share expertise and learn from each other in a way that’s different than assigned content.

The good news is that there is ALWAYS something changing…and our world revolves around a school year. The days may be long but the years are short! One of my favorite beginning of the year conversations was that the people in our room, at that moment, would never be together like that again, so take advantage of the opportunity and enjoy it while you can. There may or may not have also been a candle pass involved.

#ChnageFan &

We know that readers are leaders and that leaders are learners…don’t we?

Here are four books I encourage you to add to your peruse list this summer. Our dedication to personal and professional growth sets an example for our entire educational community. I encourage you to carry forward the knowledge and inspiration gained from any of these, infusing it into your classrooms and interactions with students, colleagues, and parents alike.

 If you’re new to management or looking to be promoted, The Making of a Manager by Julie Zhuo is the resource you need to get on the fast track to success. Drawing on her experience managing hundreds of employees as a design executive at Facebook, Zhuo says great managers all focus on achieving the ultimate goal of all managers: facilitating desirable outcomes by inspiring and coordinating the efforts of others. Through Zhuo’s expert tips, you’ll learn how to build a team and motivate them to work together by hiring the right people, building trusting relationships, and running productive meetings.

While the book is not specifically written for educators, its principles and lessons can be applied through the lens of an educator to enhance leadership skills in the educational context.

Zhuo’s book provides a practical guide for individuals transitioning into managerial roles, focusing on key areas such as building a team, setting clear expectations, providing feedback, and fostering a positive work culture. As an educator, applying these principles can help you navigate the complexities of leading a team of educators, administrators, and support staff.

One of the central themes in the book is the importance of developing strong relationships with team members. Similarly, as an educator, building positive relationships with your colleagues and staff is crucial for fostering collaboration and a sense of community within the educational institution. By investing in effective communication, active listening, and empathy, you can create an environment where everyone feels valued and supported.

It can be jarring when your work is criticized but, before you head straight to the socials to lament or begin drafting your resignation letter, let’s think about how you can reframe the advice feedback to think of it as a gift…an opportunity to get better. Your instinctive reaction may be like mine…as an enneagram 3, my entire identity gets all tangled in my ability to be successful.  It’s hard to switch that to pausing and recognizing that someone taking the time to give me constructive criticism is giving me a chance to get better at my job.

1. Embrace the Growth Mindset

   • Adopting a growth mindset is crucial when receiving feedback or advice. Understand that professional advice is meant to help you grow and improve PROFESSIONALLY, rather than criticize your abilities or who you are as a person. Embrace the idea that every setback or critique is an opportunity for learning and development. By viewing advice as a stepping stone to progress, you can shift your perspective and from automatically taking it personally. As a principal, I had to remind myself that feedback from teachers, parents, or district leaders was intended to support the growth and success of our school community. It 100% takes practice to approach advice with an open mind, recognizing that it offers opportunities to improve, especially when you feel like you’re doing the best you can. (Read more about that tragic first year of mine.)

2. Separate Your Identity from Your Work

   • It’s difficult to work as many hours as we do, as many days as we do, through the HARD things that we do…and not take advice personally. Remember that your work does not define who you are as a person. You are beautifully and wonderfully made! Your value lies in your unique skills, qualities, and experiences, which go beyond any specific project, task, or title. By creating a clear distinction between yourself and your work, you can detach emotionally and objectively evaluate the advice given. You’re not singularly seen as a teacher, principal, or ahem, an Executive Director of Technology.
     You’re a daughter or a son. A husband or wife. A friend. Those titles don’t change regardless of someone’s hot sports opinion of you.

     Click To Tweet

3. Seek Multiple Perspectives

   • When receiving professional advice, it’s important to remember that it represents just one perspective. Seek out multiple viewpoints and opinions to gain a broader understanding of the situation. This helps you recognize that advice is subjective and based on individual experiences and expertise. By diversifying the sources of advice, you can prevent taking any single opinion too personally. I am also lucky enough to have really great, smart friends. Ones I have no problem calling for perspectives and to help me process feedback in a productive way…

4. Focus on the Intent

   • Instead of dwelling on how advice is delivered or interpreting it as a personal attack, shift your focus to the underlying intent. Assume positive intent. Ask yourself if words are hurtful or are you telling yourself a story about those words? Most professionals genuinely want to help and see you succeed. Consider the expertise and experience they bring to the table, and view their advice as a valuable contribution to your growth. Separate thinking that they may not “like” you and see what the advice feels like then. Could you hear that from someone you trust and handle it well?  By focusing on the positive intentions behind the advice, you can reframe your perspective. Ask for specific examples that illustrate their criticism which can help you identify the root cause of the feedback – for example, being flustered in meetings might spring from not preparing for meetings effectively, an error-filled report might need careful proofreading in the future, and so on.

5. Reflect and Respond Constructively

   • After receiving feedback that may be hard to hear, take time to reflect on it before responding. The best criticism attacks the problem and not the person. Objectively analyze the advice and see if it matches your campus mission and goals. Does it align with the leader you want to be? Respond constructively by seeking clarifications or collaborating to find optimal solutions. Avoid knee-jerk reactions driven by emotions. Analyze the advice objectively and identify any potential areas for improvement or alignment with your goals. Instead of defending your work or becoming defensive, respond constructively by asking clarifying questions or seeking additional insights. (My favorite feedback sentences are “Help me understand… & Tell me more about…”) This approach demonstrates your willingness to learn and shows that you value the advice without internalizing it personally. (easier typed than applied, promise!)

6. Cultivate Emotional Resilience:

   • Building emotional resilience is crucial in not taking professional advice personally. Develop techniques such as mindfulness, meditation, or journaling to manage and regulate your emotions. By becoming more self-aware, you can recognize when you are starting to take advice personally and consciously choose to respond in a more balanced and composed manner. Emotional resilience helps you navigate challenging situations with grace and maintain a growth-oriented mindset. Deep breaths, conversations with those I trust…that first year when I got the survey results back and it was filled with such hateful rhetoric? I sent it to one of my best friends. As humiliating as it was, I needed her to summarize it. She then helped me see the three top things I could take to be better. I cried, absolutely, but I was also determined to be the best I could be for my people and that meant making a change.

It’s never easy to hear criticism, but imagine the alternative – ignorance isn’t the bliss it’s cracked up to be. As someone now over a department where relationships are “different” and one that is growing by leaps and bounds, I also want to ensure I keep all of the above in mind when I give feedback.

Want to read all about #thefirstyear? You can!

Just some thinks to think &