Leader Credibility
Doug Fisher
www.fisherandfrey.com
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Who’s Working?
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Schools are comprised of a multigenerational workforce.
The Alphas are coming!
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What’s TRUE for ALL Generations?
Finding meaning and purpose from work.
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Become
Learning and growing from work.
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Belong
Building relationships and connections at work.
Freudenthal Verhagen/Getty Images
Belonging leads to engagement
McKinsey Quarterly, 2023
The Quitters:
Headed for the door (or already gone)
10% of the
workforce
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The Disruptors:
Actively disengaged and
likely to demoralize others
11% of the
workforce
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The Mildly Disengaged:
Doing the bare minimum
32% of the
workforce
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The Double-Dippers:
A growing phenomenon
5% of the
workforce
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The Reliable and Committed:
Going above and beyond
38% of the
workforce
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The Thriving Stars:
Creating value and elevating others
4% of the
workforce
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A lack of credibility can hamper YOUR efforts to create and lead the learning environment.
Five Components of LEADER Credibility
Trustworthiness
Trustworthiness is your currency.
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Distrust is sand in the organization’s gears.
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A comparison of 100 schools in Chicago…
What made the difference?
A student-centered learning climate that is safe, orderly, and attuned to its learners.
The professional capacity of staff to embrace innovation, commit to the wellbeing of the school, and assert a collective responsibility for every student in the school (not just on their own rosters.)
Ties to families and communities with high levels of teacher-parent trust, and parent involvement in school decision making.
School leadership that values program coherence, instructional leadership, and teacher influence.
(Bryk, et al., 2010)
A comparison of 100 schools in Chicago…
What made the difference?
A comparison of 100 schools in Chicago…
What made the difference?
Organizations with low levels of relational trust had a 14% chance of achieving success in their reading and math initiatives.
Benevolence
Honesty
Openness
Reliability
Competency
Once trust is violated, it’s human nature to look for additional evidence that the person is not trustworthy.
Northfield, 2014.
Competence
Can I learn from you?
Are you a skilled leader?
Perceived competence impacts credibility. It has two dimensions:
Skill Competence and Communication Competence.
R = 2
0.66
Feedback
www.visiblelearningmetax.com
Acceptance of feedback is moderated by the relationship between the two people.
Those who don’t have a good relationship are immune to the feedback.
…. an authentic quest for understanding.� Michelle Trujillo
EMPATHETIC FEEDBACK IS…
�
Growth-oriented: “Here’s what I would [continue/stop/start] doing.”
Real: “When you ____, your students ____.”
Empathetic: “We can work together on…”
Asked-for: “This was an area you identified for feedback.”
Timely: “Thank you for hosting me this morning.”
Use Empathetic Micro-Feedback to Build Professional Relationships
Some Components of Empathetic Feedback
Tell them one thing that they did well
Tell
Use “micro-feedback” (start/stop/continue)
Use
Include “we” statements (we can work on ….)
Include
Thank the person
Thank
Obtain feedback on the feedback
Obtain
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Dynamism
Worry is a confidence killer.
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Dynamic instructional leaders are energetic and vibrant; they
Immediacy is not the same as friendship.
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U.S adults average between 2-5 close friends.
Immediacy is…
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Immediacy is your accessibility and relatability.
Immediacy is your accessibility and relatability.
Immediacy and the People We Don’t Like So Much
A “chilly” classroom climate
Differential Teacher Treatment of Low-Achieving Students
(Good, 1987)
These students believe “their presence is at best peripheral and at worst an unwelcome intrusion.”�
We also have fewer interactions with hard-to-reach colleagues.
How often do these occur with low-performing colleagues?
Do they:
Actions to strengthen your immediacy.
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1. Leader Rounding
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2. Create a culture of appreciation.
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“Harvesting small wins.”
Service
3.
Future Thinking Instructional Leaders
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Traits of Leaders who accurately forecast future trends:
Turlock & Tucker, 2020
What people want most from their leaders, as opposed to colleagues, is to be forward looking. They want to be part of an organization that is mission driven, goal oriented, and well prepared for the challenges ahead.
Kouzes & Posner, 2009)
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The same researchers found that in practice only 3% of leaders’ time was devoted to forward thinking.
(Kouzes & Posner, 2009)
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Sharpen your forward thinking with three tools:
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When you know more about yourself and keep your lessons learned in mind, you can see farther ahead and imagine future possibilities.
Insight: Explore your past.
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Outsight. Imagine the possibilities.
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Foresight: Maintain an Optimistic View
Being optimistic doesn’t mean ignoring reality or the hardships required to get great results. But optimistic leaders give people the hope, energy, and strength needed to carry on.
Ask:
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Thank you!
www.fisherandfrey.com