Taking On the Middle

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While watching Sunday morning’s GOP presidential debate, a discussion was framed around rhetoric often not leading to a change in practice of any relevance.  Not exclusive to Washington, it seems that long term changes to practice and policy in any organization is the most elusive accomplishment for leaders throughout history. Despite passionate words and a grand vision from well intentioned individuals on the onset of any campaign or job, something in the middle of those two points always stifles, and eventually kills, the initiative.

Over the holiday vacation my wife and I made the executive decision to take down our infant’s swing that he took all of his naps in.  While he was not too big for it yet, we estimated that he only had a few more weeks in it anyway.  Factoring in the inevitable lack of sleep that a decision like this would produce, we figured that pulling the trigger early and sacrificing rest over vacation was preferable to doing it while we were both getting up for work in the morning.  While I thought I was mentally prepared for the possible backlash for removing the swing, after three days of what seemed to be non stop screaming, I was ready to put the swing back together and simply find a bigger one in a few weeks.  But, just as I was ready to give up on what I knew needed to be done and simply adapt to the status quo, he finally slept in his crib!  Fighting through temporary pain and inconvenience, and staying focused on long term gains produced the results we wished to see.  What started off extremely shaky, and led to great frustration, has created permanent positive change.

While a small scale example compared to the presidency or leading a school, there are obvious lessons to take from my ordeal.  Crafting a vision and creating an end result are the easy parts to cultivating change.  It’s the middle of the process, the period that often gets the least attention in the planning phase, that is both the most difficult and important of the journey.  Leaders must have the will to push forward despite what might be spirited resistance.  You must be able stay committed to the long term goal while managing the short term situations as they arise and always bringing the conversation back to the end results.  Trust your judgment, keep your eye on the prize, focus on your priorities, and see your vision come to fruition.  It certainly won’t be easy, but nothing worth accomplishing is.  

Lessons from Kodak

I was sad and initially shocked to read this week that Kodak is teetering on the brink of bankruptcy. In business for 131 years, and the only camera/film company I can remember from my childhood, conventional wisdom would suggest Kodak would be thriving in an age when it seems everybody has a camera and fancies themselves a photographer.  Reflecting further, however, I failed to recall new products or any buzz surrounding Kodak in quite some time.  I see a lot of Nikons and Canons, and a lot of people using smartphones to take pictures, but do not see any Kodaks.  People posts thousands of pictures on Facebook and other picture sharing platforms, but not many print photos on Kodak paper.  It seems the creators of the digital camera in the 1970s were out innovated and out developed in the market they invented, and there’s a lesson here for educators and schools.  If we offer the same curriculum and the same instruction year after year, we run the risk of becoming increasingly irrelevant over time. Resting on tradition and becoming complacent in what we do and offer puts us on the same path that Kodak went down.  Just as businesses run the risk of economic bankruptcy in the absence of growth and innovation, schools risk creative and inspirational bankruptcy that cripples school culture and impedes the opportunity for meaningful and fulfilling work to be done.

Focus on research and development, stay fresh, and encourage risk taking.  Stay ahead of the trends, and provide staff and students with the optimal environment for excellence.  Calvin Coolidge brilliantly said, “Nothing in the world can take the place of Persistence....  Persistence and determination alone are omnipotent,” and by pursuing innovation and inspiring imagination and creativity throughout the entire school with the necessary persistence we will continue to offer exciting new ideas and opportunities and avoid being kodaked.

Leadership Lessons From Ronald Reagan

Numerous lessons on leadership can be found in reading the chapters on Ronald Reagan in James T. Patterson’s fine survey of American history from Watergate to Bush v. Gore titled Restless Giants.  Regardless of politics, or any policy decision that was made, Ronald Reagan’s presidency provides 5 key leadership lessons to anyone looking to study traits and practices of effective leaders.

People Feed Off of Your Optimism: Reagan entered office during difficult times when confidence in American capacity was at a low point.  His perpetually optimistic message about the ability of Americans and future prosperity, and his continuous talk of Americans having what it takes to reach limitless prospects resonated with the people.  Reagan’s optimism and vision for the future earned him the faith and trust of the country. (Page 152-153)

Never Waste an Opportunity to Communicate Your Message: Reagan was a meticulous planner when it came to speaking.  He wanted maximum effectiveness in all of his speeches, therefore he typically prepped to the point of not needing notes.  Speaker of the House Tip O’Neill, a political opponent, called Reagan the best public speaker he’s ever seen. The leader of any organization must use their ability to speak in front a crowd to maximize every opportunity they get.  While some are more gifted public speakers than others, leaders must be prepared to the max in order to guarantee that they perform to the absolute best of their ability. (Page 153)

Focus on Your Priorities: Reagan zeroed in on his priorities, and spent his time and energy on those select few initiatives.  Unlike President Carter, Reagan wanted his work focused on what mattered most to his administration and, in his view, the country. It’s very easy for leaders to spread themselves and their teams very thin with a barrage of programs and initiatives. Focus on what matters, and strive for quality over quantity. (Page 154)

Perception is Reality: Polls and studies indicate that the public’s faith in the capacity of the government increased during Reagan’s administration.  It is crucial for leaders in any situation to do what it takes to earn trust through competence and results.  Your policies, actions, and communication must not only improve operations and stimulate change, but also must build your own leadership capital. Your performance must increase people’s faith the capacity and capability of your position as a whole. (Page 168)

Research & Develop: Just as foreign car companies surged ahead of American companies in the 1970s with superior research and development, Reagan’s Strategic Defense Initiative, while never fulfilled, forced the Soviet Union to begin bargaining their way out of the Cold War, which ended under Reagan’s watch.  His doubling down on developing and researching for the future is what cemented the fulfillment of his foreign policy agenda.  Leaders in any context must go beyond current situations and problems, and look to the products and innovations needed for future excellence.  Time must be spent collaborating and discussing future needs and potential problems in order to cultivate long term success.  Where anyone currently is is far less important to where they are heading.  (Page 216)