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

As part of the seven-day training session–Creating and Administering an Effective School–I am required to pre-read a book/doc titled How the World’s Best School Systems Come Out on Top. I’ll be reporting, reflecting and commenting on the reading as I make my way through as part of my learning process. Your comments are always appreciated.

We all can take advantage of the current economic uncertainty by contacting our most important stakeholders and looking for opportunities to grow our trust account with them. Many people are frozen and afraid to call their customers and other key stakeholders for fear of hearing bad news. Guess what? The bad news is there whether or not you hear it. Much better to confront reality and give your customer a listening outlet to discuss challenges and feel understood than to abandon the relationship during difficult times. Now is the time to over-communicate with your customers and other key stakeholders. Give them someone they can trust by behaving in ways that inspire trust.

Read more here.

• Organize a routine.
• Keep an orderly office.
• Delegate.
• Answer email in chunks 2-3 times per day.
• Have a proper filing system.
• Get ready for tomorrow today.

I might add: escape while you can. One thing Parkhurst does not address is how to get into the classrooms when one is a teaching principal. Classroom visits clearly become more of problem when the principal is teaching 1/3 to 1/2 of the day. In this case, I just have to clear the entire slate some afternoons or mornings to make sure I’m seeing teachers and students, and they are seeing me.

Photo by ecastro