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When you get looking for leaders, you’ll notice there are several types of people. Some are genuine leaders. Some are in leadership positions, but they aren’t really leaders. Some aren’t in a leadership position but think they should be. So what are the signs that indicate you’re not really a leader?

1. You’re waiting on a bigger staff and more money to accomplish your vision.
2. You think you need to be in charge to have influence.
3. You’re content.
4. You tend to foster division instead of generating a helpful dialogue.
5. You think you need to say something to be heard.
6. You find it easier to blame others for your circumstances than to take responsibility for solutions.
7. It’s been some time since you said, “I messed up.”
8. You’re driven by the task instead of the relationships and the vision.
9. Your dreams are so small, people think they can be achieved.
10. No one is following you.

Ian’s Messy Desk

This is a repost of a previous article.

Everybody had little foibles that they sometimes hide, sometimes revel in. Mine happens to be pens. I love collecting and using them. Not only the fancy, high end ones but well design inexpensive ones hold just as much thrill. I’ll often find myself switching pens in mid-document just because the one I’m using just isn’t doing it for me.

The reason why I’m sharing this tidbit is because there is a personality type managers run into that share this behavior. It is the person who needs “change” all the time. Think about the person who, for all good intentions, is “fixing” your processes and procedures, always looking for new ways of doing things, and in general being a positive but disruptive influence. What can you do as a manager to get the most from this type of person while still helping them to feel satisfied with what they are doing?

Find things for them to fix

This type of person typically loves the challenge of fixing a “broken” process or procedure. If you have something you think could potentially be improved, turn them loose on it and ask for their recommendations. It’s important though they understand you may not implement all their recommendations but you are still interested in hearing what they have to propose.

Reinforce what can’t change

In many cases there are processes and procedures that cannot change no matter what recommendations are made due to external factors, costs, or other driving reasons. These instances require you as the manager to redirect the changer as soon as possible to other places they can make a difference before they waste time and energy on something that won’t make a difference and will leave them feeling frustrated. Help them understand that their energy and insights are better applied on another area.

Make them justify

If they are interested in changing processes and procedures and you sense there is a potential benefit from their ideas, don’t just accept them off the cuff. Make them package them, think them through to completion, and present them as coherent, well analyzed plans rather than coffee napkin ideas. Not only are you helping them develop the skills of executing their ideas to completion (something many rapid changers have an issue with) but also encouraging the communications abilities in them to get their changes recognized and accepted.

Now, where’s my fountain pen?

Jim Gates over at TipLine had the opportunity at NECC to ask some of our “thought leaders” the highly relevant question:

“Brick and mortar schools also carry with them the burden of the fear of lawsuits. That fear, both real and imagined, defines their limits and shapes their curriculum. Can B&M schools break the bonds of that fear to become the vision that both sides here have expressed, or is it a burden so heavy that it will crush them?”

Regardless as to whether the phrasing of the question could have been changed the message of the question was clear as crystal.  Our governmental leader ducked and the lead educational pundit flinched.  Disappointing on both sides.  Unfortunately it is an excellent demonstration of the answer to the question.

Our governmental leaders are paralyzed by such bureaucratic and legal inertia that nothing can be said or done.  Our educational “thought leaders” preach to the converted; a mass audience without the power to effect the change so desperately needed.  In so many cases our administrations are crippled with fear so that the smallest step cannot be taken without careful review by designated counsel.  This “trickle-down” runs to the classrooms as teachers are directly and indirectly pressured into inaction by the blade of Damoclese hanging over their head.

As educators and mentors we are to be teaching and guiding our next generators and leaders.  If we continue along this path we will yield nothing more than a herd of which Babe the pig would be proud.

So Jim, to you I say -  keep asking the questions.  They may duck and bob, weave and shuffle, but eventually one will land and maybe, just maybe, the shock will be enough to get out the smelling salts and make them wake up.

TipLine – Gates’ Computer Tips: Opportunity Lost.

5 Creative Ways to Get Around Roadblocks | LifeDev

LifeDev has a great article about getting around roadblocks in life.  I suggest you take the recommendations and apply them to the challenges you have in getting access to the technology you think you need in the classroom:

1. Recognize the roadblock as an opportunity for growth.

2. Get your creative juices flowing.

3. Engage others in the process.

4. Be willing to negotiate.

5. Remain optimistic about finding a solution.

Don’t pass up opportunities to make small changes rather in lieu of the “tilting at windmills” types of paradigm shifts so many ed-tech bloggers enjoy advocating.  Each step brings you closer.  The more you help your administration recognize the mountain is not that high or that steep, the easier the trip will be.

I’ve been thinking a lot about the recent chatter in the edublogsphere (made up word) about the “cocktail party” and “echo chamber” for writing and being read as part of this community. I think it’s time we shift our thinking. Rather than wasting time worrying whether the bloggerati (another made up word) are following what you have to say and the profound effect it is or is not having on the world at large, let’s focus on the the people we can truly make an impact with…the teachers and staff we deal with on a daily basis. Strategic planning and conceptual models are good for creating mission statements and visions but if they’re never followed up by operational discussions, implementation plans, and success reviews we’ve become nothing more than pointy-haired managers avoiding real responsibility and accountability for making a difference in education.

If you want something to write about of value, get away from the theory and “fluffy thinking” rampant in ed-tech and concentrate on the practical, tactical aspects of what can be done to deliver more value to the students and staff. Digital citizenship, immigrants vs. natives, and all the 30,000 foot discussions floating around the internet deliver little practical value to the students and staff members who are trying to make this stuff work day in and day out. If you want to be read write about something worth reading such as the successes you’ve had implementing certain technologies or better yet the challenges you encountered and how you overcame them.

Based on this I am stepping away from the theoretical discussions. I leave those to the experts. I’m a strategist with an eye for implementation and that’s where I’m focusing my time, my writing, and my blog from now on. As for the cocktail party…I’ll be down the street having a coffee at the diner.