Ah, another ‘reply to all’ email with a long, dusty ‘trail’ to it. I am reading an article in preparation for some professional development at the University of Michigan with Noel Tichy. The session is titled, “Leadership Judgment.” The premise is that learning to make judgment calls as a leader, and learning to develop other leaders utilizing a ‘teachable point of view’ is key to organizational success. No argument here.
What Is A Teachable Point of View?
I am looking forward to finding out what the pros know. I use a ‘teachable point of view’ as a way to consistently (and constantly) connect people and their work to the mission of the organization.
“Imagine what that will do for student achievement!”
“It is all about the children here, not the adults…”
Each time there is success or disagreement, leveling on the mission helps inspire or re-focus an employee or team. It sure is easy to get wrapped up in the task at hand, without asking if it should be done at all based on the organization’s mission.
How Do I Develop A Teachable Point of View?
Organizations exist, live and are defined by the stories within them. Search out these stories. You have some of your own as well. Use them to teach and connect on the mission. One of the directors on my team shared a sweet thank you letter from a sixth grader (client!) this past Thursday at our team meeting. Great story and connection between what is done each day and how it affects others. Find your stories and use them to illustrate the mission statement.
When Do I Use My Teachable Point of View?
Each time you interact with colleagues, employees, constituents, stakeholders….everyone! As a leader, you will have to commit significant time to teaching that point of view. The rewards are many if you value the mission of the organization. For me, finding ways to connect others to our mission, “A Premier Education for All” – that’s just plain fun. Back to that email trail mentioned earlier. I do not like meetings. My first reaction is to say ‘no’ if one comes up. Of course, this isn’t always possible. When I see an email arrive with a long, dusty trail behind it, I choose my least favorite course to stop the madness. I’ll spend whatever time it takes so the issue getting batted around is resolved: in person, quickly, with consensus.
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Until I return from the wilds of Ann Arbor, Michigan:
Happy Trails – Roy Rogers and Dale Evans
“Happy Trails to You!”
Joe Raasch :: Jun.21.2008 ::
Change Management, Leadership ::
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