Step 2

Today I had an administrative meeting that started the process of reflection from the previous year. Chapter one and two were resounding in my thoughts during the meeting. I feel very energized. What are my own behaviors to recognize? How can I resist the temptation of finding "serenity" when there are roadblocks?

For my focus I have chosen the behaviors of a grade-level team that find little to no interest in teamwork and/or team planning. I am very fortunate that there is a grade-level team that has the desired behaviors that lead to cohesive teamwork.

When considering this change process, I have thought about persuasive discussions. But, "when it comes to resistant problems, verbal persuasion rarely works". I sometimes fault on believing that I have to offer the right supports, I have to set the right environment, I have to explain the research, I have to find the right, persuasive words....

Yet, the change process seems less combative and more long-lasting when it occurs in conjunction with "colleague momentum" (my own, unresearch-based words). I have referred to this idea with my leadership team as "going through the back door". Chapters 1, 2, and 3: ah, the lightbulb above my head is on. To be the influencer that I want to be, I don't need to have all the answers. I have to recognize the vital behaviors.

I think that the team with success will be the catalyst in answering the important questions of: is it worth it and can I do it? Interaction between these two teams allows for vicarious experiences as well. I don't think that I can convince the reluctant team that it's worth it. But, the successful team believes and lives it each day. The result is a lesser workload, more laughter, and easier interactions.

There is a third team to consider. This team is in the midst of the change process of leaving the "isolating teaching" world behind. Often, I have felt that it is two steps forward with one step back. Clearly, I have neglected the important concept of recovery behaviors. That idea needs to be discussed explicitly with this team. I can't wait to do so.

Our school has started a change process that will include a needed change in culture. As part of this endeavor, we used "field trips" as part of the process. We took teachers to another school that was similar in demographics and size. We toured the school, talked with teachers and administrators, and watched instruction take place in the classroom.

The discussion that took place afterward was very powerful. Teachers hadn't just been told what could happen...they saw it. It was real. We have since sent almost every teacher at our site to other schools to see success in person and in real time.

This was the most powerful change experience I have seen in my time in education.

I think the real power of the Influencer is that it is not a long list of point to remember, but rather tools for helping us do better what we do everyday. Influence others through our relationships and personal interactions.

Hang tight, Greg. More to come on this topic later in the book!

One of the ideas Kotter points out in his book on change is the need for some sort of emotional or "in your face" moment that increases the urgency for the change. This isn't always easy to do. Most teacher don't look at test scores, jump up and we have got to do something. Most of the goals schools write are similarly uninspiring. We need to think of something that hits teachers right between the eyes to get the necessary urgency to move toward the change. I call it "lighting the fuse" or "igniting the rocket"

Coming up with the idea is the hard part. I admit to not having very many good ideas in this area. We are so focused on data and scores that we tend to fall back on this information as the source of urgency, but it is not a good source. There is no emotion or soul to it. The trick is to be creative. I have taken teachers to visit other schools, I have made video of teachers and students sharing their feelings, and I have invited speakers to share. None of these have been that great.

So, I ask...I what ways could we increase the urgency to affect the necessary behavior to enact the change we desire?