Part of the scientific method is sharing results, because what good is a new finding if it is not shared? Part of our innovation plan and leading change is sharing it, because what good will it do if we keep it within the walls of our classroom? With this, however, comes the need for leadership and conversation. To be successful in our change efforts, we have to be effective leaders and have difficult conversations.
Being a self-differentiated leader is part of making change. A self-differentiated leader connects with others but is not afraid to take a stand even if disagreed with and does not lose their identity in the process. There are, unfortunately, poorly differentiated leaders that could infect others with issues. They tend to create an emotional triangle, bringing other people into drama with them. Self-differentiated leaders need to avoid the triangle and tolerate the discomfort of others. Self-differentiated leaders also may be sabotaged by others, but the leader needs to respond without anxiety, as this is the “key to the kingdom” (Camp, 2010). A leader is a person who influences a group of people to reach a common goal; the definition does not account for good leaders and bad leaders. A leader is a leader, but a self-differentiated leader is an effective leader.
A leader’s responsibilities include having crucial conversations when the stakes are high, opinions vary, and emotions are running strong (Callibrain, 2015). A self-differentiated leader can have these conversations, while a poorly differentiated leader would struggle as their anxieties take over. The process of a crucial conversation helps leaders make change. We have an innovation plan, a strategy to influence others to follow that plan, and a process for plan execution, but that means nothing if we don’t talk about it. To have a crucial conversation, it is recommended to follow a step-by-step process in which you get everyone’s input, decipher motives, create a safe space for sharing, express thoughts directly but respectfully, listen to the opinions of others, and move from talking to action. (Vital Smarts India, 2012). Following these steps will lead to a positive environment in which ideas can be shared and change can be made.
Regardless, change starts with me. I need to continue on my path toward change and pick up others along the way, stopping to talk instead of running by in the whirlwind.
References:
Callibrain. (2015, August 20). Video review for Crucial Conversations by Kerry Patterson [Video file]. Retrieved from https://www.youtube.com/watch?v=EFaXx3pgaxM&feature=youtu.be
Camp, J. [Mathew David Bardwell]. (2010, November 10). Friedman’s theory of differentiated leadership made simple [Video file]. Retrieved from https://www.youtube.com/watch?v=RgdcljNV-Ew&feature=youtu.be
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2012). Crucial conversations: Tools for talking when stakes are high. New York: McGraw-Hill.
Vital Smarts India. (2012, February 10). Crucial conversations explained in two minutes [Video file]. Retrieved from https://www.youtube.com/watch?v=ixEI4_2Xivw&feature=youtu.be
