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I quickly realised that I couldn’t change what I didn’t notice, and my critical, negative approach was something that was so ingrained in me that I didn’t even know it was there. The humbling experience of asking others for help, to let me know when I was engaging in destructive behaviour, was the second step

I began to express appreciation in ways that I had never done before. Rather than pointing out the one thing that wasn’t perfect, I found the many things that my team members were doing well and let them know how much I appreciated their hard work and their levels of excellence.

Fourth, I stopped talking in terms of “me” and started talking in terms of “we” when it came to success

Unleash the strengths and the positive energy of others around you by emphasising and building on employees’ strengths Use deliberate communications to help connect day to day work with a higher purpose that has meaning for your employees Praise your employees for specific positive things that they have done Take time to encourage your employees and support them when times are stressful Offer to help out to ease the load when someone is struggling Keep a gratitude log of all of the positive things you are grateful for Call or send personalised notes of gratitude on Thanksgiving, New Year’s and employees’ birthdays Be compassionate Practice forgiveness with yourself and others And, most importantly, take care of yourself, manage your own stress and energy, so that you can be a positive force each and every day no matter what happens around you

It’s as if we put blinders on when we assume power– even though leaders have been in their employees’ exact same spots, dealing with similar sets of issues.

What feels like overkill to the leader can be a pittance to someone with a fraction of the information and context.

Flows From Solution Identification To Problem SolvingPossible source of solutions is expanded through discovery of new parameters

Identifies school stakeholders beyond those directly involved with the problem

The difficulty for leaders, and for us, is that many significant challenges are ambiguous.

Leadership is turning ambiguity into measurable action steps, translating what we fear into what we can do.

Leadership is turning ambiguity into measurable action steps, translating what we fear into what we can do.