My latest read reminds me that there is definitely a powerful correlation between the purpose of leadership and the establishment of trust. To be totally transparent, leadership is about influencing others... this can happen at a surface or deep level...The surface level stuff is referred to as informative leadership by Powell and Powell. It involves only surface influence and can be interpreted as manipulative and coercive.
Transformative leadership (deep level) creates a theme of relational trust and opens the door to teacher self-directed learning.
I keep thinking back to the feedback received recently and wondering what I can do to "repair" trust when it is low.
I see this feedback as another opportunity. It is the opportunity to repair 'damaged trust' as it is referred to by Powell and Powell. Ben also suggests that this might be a case of misreading the criteria. Regardless, I will take it as an opportunity to repair some mistrust...
Typically, some of our staff believe that trust takes time. Others have committed to trust without question. Whatever our approach/ belief, there are times that we need to fix it... If I could have coffee with that #2, I would:
- Apologise: authentically and sincerely
- Accept responsibility: Assume responsibility without passing blame.
- Atone: make reparations that are directly linked to the situation
- Amend: Move forward: don't repeat the actions and/ or behaviours
My aim as a leader is to extend trust before it is earned... I want to send out the message that we are a team and that as a team we grow in competence, professionalism and our collective values...
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