Principals and other leaders of various stripes discover early on that everyone in their school or organization (or family) is not always going to agree with them. Within any group of humans presumably moving toward a common goal, there will be Resisters. As with leaders, Resisters can come in many flavors.

In my experience, there are basically two ends of the Resister spectrum. You have, for example, folks who do not actively resist, instead they thrive upon a passive non-participation in change or progress. They don’t make waves, but they don’t help either. At the other end are the active saboteurs, who not only do not agree with the current direction, but will vigorously recruit others to their point of view and even work to displace the leader if possible. Obviously there are other shades in between.

So, how does one overcome resistance? I believe it all starts with providing a clear map and expectations about the current direction and the reasons for the direction. Before beginning the process of setting out this vision, however, the leader must identify the power players, allies, and open-minded people within the school and first bring them on board with the vision. This would be done individually or in small group meetings. Once the leader knows that he or she has ample support, the slow process of bringing in the middling folks begins. If the leader has laid the proper groundwork and done the proper footwork, those who may be sitting on the fence tend to come along simply to be known as team players if nothing else. Hopefully, I’ve been persuasive enough that they are converts rather than mere cooperators.

Finally, Resisters have a choice of whether they will join the team or not. If they choose the latter, in rare cases (at least in my experience), they will need to be dismissed. In equally rare cases (at least in my experience), they will become converts. Regardless, if the leader has been clear, careful, and conscientious, the groundswell within the school is going to move the change or vision forward.

Caveat: Many times those who I might think are the main Resisters become the strongest allies. It’s very important not to judge too hastily, lest one create a Resister out of an ally.

How do you deal with Resisters within your organizations?

Photo by Evil Erin

The theme of St. John’s short talk seems to be to hang in there and keep doing what’s gotten you to your sweet spot in the first place. Notice his principles to success which kind-of fly by in the video but are worth a deep look:

1. Passion
2. Work
3. Focus
4. Push
5. Ideas
6. Improve
7. Serve
8. Persist

I’m not sure St. John intends for these steps to be taken in order but taken together they offer a reasonable formula to success. St. John points out that the “ladder” metaphor may not be the appropriate metaphor for lasting success; rather he suggests looking at the steps as part of a persistent cycle with no end and continual success. I like it. Watch the video a couple of times. I hope you benefit from it.

Christopher Farmer, who is cited in the post, conducted interviews with various professionals and received feedback on the type of compliment that engenders drive, respect, and satisfaction. He concludes:

- Become the type of person whose applause is likely to be valued.
- Give specific praise, not general.
- Make your praise sincere. Don’t fake it.
- Separate praise from reprimands
- Separate praise from delegation

Farmer’s findings correspond very closely to my own experience. Praise always means more when it is sincere, specific (not canned), given for its own sake, and comes from someone whom I respect. My main defect regarding compliments is that perhaps I don’t praise my colleagues as much as I should. When I pass out kudos, however, team members tend to know it’s sincere and on target. Comments on your experience?