Friday, December 16, 2011

Round Up the Usual Suspects




You can probably reflect on your career in education and list the administrators and leaders you felt were most effective and least effective.  While there are many reasons why, I suspect much of your opinion rests in how these leaders handled adversity and failure.

There are those that ignored it and moved on as if nothing happened.  Not effective, no learning, likely to repeat the same mistake again...and soon.

There are those that accepted what happened, but used it as a learning experience.  Likely effective because in their sincere quest to make improvements, they demonstrated a willingness to serve their mission and model collaboration and growth.

The third group is the one I worried most about.  These are the ones that claimed they wanted to know why things aren't working, but are not as interested in truly learning as much as trying to save their egos and positions.  As operations begin to take an undesirable turn, they quickly "round up the usual suspects" to deflect responsibility.

In Casablanca, rounding up the usual suspects may have led to the "beginning of a beautiful friendship."  When it comes to school leadership, it usually means someone may be more interested in preserving the status quo.

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