In my work with someone I coach outside of the world of education and through the coaching process they arrived at this conclusion—the primary goal that they wanted help in achieving was financial. This person was the Founder/CEO of a company and had decided that they wanted to double their revenue stream in the next 24 months. Given the relative size and infancy of the company along with the talent of the person I was coaching, this was eminently doable.
The issue, it actually wasn’t. I knew it. She knew it.
The reason it was not actually doable is that although it was the stated goal, there was never any sincere intention of changing the current behavior of the individuals within the organization, particularly that of the CEO, in order to amplify the financial success of the company.
This is not only a corporate problem. This is pervasive in education, as well.
I review all sorts of Strategic Plans and School Improvement Plans and (for the most part) they are wonderfully constructed and thoughtful plans. The issue, and the reason why SO many of these plans fail to impact the educational environment, is that in order for a stated goal to truly be achieved it requires a change in the behaviors that brought you to whatever your starting point may have been.
So, I want you to take a real deep look in the mirror and to think about your personal goals and the stated goals of your school or district and ask yourself if these goals will actually spur on a sustained change in behavior. If they can be achieved and will not lead to OR require a change in behavior, they are not ambitious enough. If the goals as written will require significant behavioral changes, but you know that either the organization or yourself has no TRUE intention of changing, then these goals are simply lip-service.
The bottom line is that goals CAN and SHOULD drive action. But goals only work when they are important enough to the people and/or the organization to lead to changed behavior from the people trying to achieve them. If this will not occur, the goal is not worth the paper it is written on.
REFLECTIVE QUESTIONS TO GUIDE SOME THINKING
- What are you willing to fail at 10 times and still get up for round 11?
- Are you willing to change your default behavioral patterns to achieve things you never have before?
- If you do not significantly change your behavior and just add efficiencies or maximize your effort, what is the peak of what you can achieve?
- If you are unwilling to change your default behavior, what is holding you back?
- Reflect on this statement: everything you want is on the other side of fear.
THE BEST THING I READ/WATCHED THIS WEEK
Stop Feeling Guilty About Delegating by Dina Smith (Harvard Business Review)
Really interesting, data-based approach examining how leaders that are successful in p
This is a great article that focuses on the GUILT of delegating. I find that many high performers shy away from delegating, because they were so frequently delegated to on their career path and do not want to put other people in the same position. This article addresses that head on and also make a variety of other instructive points.
Most leaders understand the payoff of delegating: You free yourself to focus on higher-priority work while offering your team opportunities for growth and development. While this is an excellent idea in theory, many good leaders struggle to put it into practice.
RECENT PIECES OF MY WORK
PODCAST
Teach Better: Aspire Podcast – Manage Your Time or Time Will Manage You
WRITINGS
Parenting an Athlete – Featured in GenParenting
Leading a Digital Transformation – Ed Tech Magazine