I interviewed ten social sector leaders to discover how they go about bringing out the best in the people who work with them, and whether it has any connection to how teachers bring out the best in their students. I’m breaking down my findings into bite-size bits. Here’s a bit.
So, after all this, what overlap is there between teaching and leading?
I asked pretty much every one of my interviewees to define a teacher or educator, and then to define a leader. I guess I was encouraging them to find distinctions between the two. The answers I’ve summarised on the Venn diagram above. In case you can’t see it, it goes a little bit like this:
- provide objectives
- show, tell, review, assess
- believe in abilities of others
- imparts knowledge
- coach (enable, guide, empower)
- ask questions
- influence and inspire others
- provide vision and guidance
- open to counter-arguments and challenges
- aware that part of broader movement, bigger picture
A couple of warnings to go along with these: Tom Bewick rightly pointed out that lots of people have had bad experiences at school, so the concept of a teacher can be alienating. And Rashid Iqbal said, in no uncertain terms, “Once you call yourself a leader, that’s the end, say goodbye, it’s over. You are garlanded into ineffectiveness and praised into conformity.”
What strikes me, however, is that in my mind, and in my experience, a good teacher needs to be able to do and be all of the above, as does a good leader. We might associate some of these attributes or approaches with one over the other, but in fact leaders need to practise and develop all of these skills, as do teachers. This is particularly true in a world where, for both teachers and leaders, the moments to be directive or draconian are fewer and further between than they once were. Students should no longer be seen just vessels into which knowledge should be constantly poured, just as workers should no longer handled as mindless bots existing to achieve the task in hand.
For both teachers and leaders, this is a time to hone the attitudes of flexibility and openness, while exercising judgment as to when to deploy skills such as truth-telling and clear direction, or coaching and collaboration. It’s also a time to reflect, regularly, on our own approach and style, to review when it has worked, and when it hasn’t, and to consider what we need to do more of and notice when we need to change.
If we can nail that, then we can serve as great role-models to others. And if we can’t, then our honesty and transparency about how we are leading will enable us to serve as authentic role-models too.