Authentic Leaders Are Open-Minded

"Keep in mind that viewpoints are only viewpoints and that on an absolute level the whole world, including ourselves, is not what it appears to be." Ayya Kema, Be an Island: The Buddhist Practice of Inner Peace

Sometimes one of the hardest things for me to accept as a school leader is recognizing that no matter what I think, no matter what my opinion is on an issue, that viewpoint is simply "my viewpoint." It isn't the law. It isn't "research-based." It isn't the gospel. It is simply my belief. It simply isn't exactly what it appears to be; it is how the captial "I" or "me" views the situation. I have no monopoly on truth. This means that when I express my views as a leader, I must also humbly acknowledge when what I am saying is simply "my views."

In American culture there are no shortages of people who believe that they themselves are imparted with the "truth." Sometimes I find myself lapsing into that frame of mind. But, if I am going to be an authentic educational leader, I must always be mindful that how I see things isn't necessarily how things are. I must humbly accept that I perhaps do not know as much as I thought. The reason our culture is so polarized is because everyone is too busy protecting "their truth" and not listening to each other. Being open to other viewpoints is not a negative. It is a step to being an authentic leader.

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21st Century Leadership: Fighting the Need to Always Be Right

"True courage comes from moving away from having to be right and checking our ego at the door to see the bigger picture." Mark Adams, Courageous Conflict: Leading with Integrity and Authenticity

In our roles as leaders, how many times do we insist upon having the monopoly on "being right?" There are many who still attempt to practice the "it's-my-way-or-the-highway" leadership style, but in 21st century education it is anachronistic. As a leadership practice, it is fossil of a time when you could expect those "underneath" you to have less knowledge. You could expect that those whom you lead don't have the full picture that you have. That is reversed in a high-tech, twenty-first century world, where those who are "down the organizational chart" actually often know more than you do. In a information-rich, twenty-first century world, leaders can't ever expect to control the knowledge flow. It's simply a transparent, knowledge-flooded world and we, as leaders might as well get used to it.

As Mark Adams indicates, "true courage" is being able to check your ego at the door just so you can see the bigger picture. Being a 21st century leader is being able to accept that you can't possibly know everything, and that perhaps you don't know as much as you thought you did. Courageous leaders today, do check their egos for the sake of getting the bigger picture. Leaders with true courage don't fight to be right; they fight to be open to the possibilities in a world in which they know their own limitations.

 

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Empathetic Leadership: Sign of Being a Mature Leader

Are you facing the prospect of making a tough decision today or in the near future? Perhaps, you are having to deliver bad news to a staff member, or a parent, or student? There are certainly what we perceive to be easier ways to deliver that news. We could write a letter, send an email, or maybe call, but each of these seems to be perhaps a bit to heartless and cowardly in some ways.  Inside, we think, "I would not want to hear this news in that manner." If we choose the wrong means of delivering that news, the price we often pay is diminished trust and feelings of goodwill, which are no doubt important to our leadership and our organizations. 

Making tough decisions the wrong way can breed harsh feelings and a total lack of good will in an organization. What is needed in these kinds of situations is leadership with a heavy dose of empathy. When we deliver bad news to people, whether it’s that one of our employees failed to get a promotion or that their job is being cut, the news is going to be quite painful.  We can simply deliver the news in our “Tough SOB” persona, or we can do so with empathy. Even in the toughest of circumstances, it is possible to create trust and goodwill, if we exercise “leadership with empathy.”

As you make tough decisions, you might use “Just Like Me” thoughts suggested by Chade-Meng Tan in his book Search Inside Yourself: The Unexpected Path to Achieving Success, Happiness (And World Peace). As you face the prospect of delivering bad news, you might reflect on the following from Chade-Meng Tan's book:

Just Like Me
This person has a body and a mind, just
like me.
 
This person has feelings, emotions, and
thoughts, just like me.
 
This person has, at some point in his or
her life, been sad, disappointed, angry,
hurt, or confused, just like me.
 
This person has, in his or her life,
experienced physical and emotional
pain and suffering, just like me.
 
This person wishes to be healthy and 
loved, and to have fulfilling
relationships, just like me.
 
This person wishes to be happy, just like
me.

 
By reflecting on the reality that the person you are talking to is "Just Like Me" it becomes easier to be empathetic and understanding. Exercising empathy in the face to tough decision-making is definitely a sign of mature leadership. We can be tough, and not be an SOB.