A Plan to Get There
A few years back, I was taken with a podcast called “Presidential” which explores the unknown facts of all US presidents. In one episode, podcast host Lillian Cunningham asked Washington Post editor, Bob Bernstein, for a definition of “presidential.” He answered that presidential meant being able to name the next level of good and then to have a plan on how to get there. A great summary for leadership; and a great quality for being a head of a school.
Schools are looking for—or should be—candidates who can name the vision, but who can also build a clear, reasonable way to make good things happen. Beyond strategy, this quality is about naming, focusing and planning for the most pressing needs of a school, often while fending off the tyranny of another good idea. It’s about understanding both the school’s past and future, looking both forward and backwards in time to avoid what writer Francine Prose calls, “myopic eyes for the present.” It’s about being able to calculate, measure and secure the good work, while…yes, getting ready to find that next level of good.
The practice of planning comes in all shapes and sizes of experience, from the heads of school to senior administrators, and, happily, it is not the property of any single personality, charismatic or otherwise. Unfortunately, planning often takes a back seat to the visionary, but it should not, and candidates should be ready to talk about this important capacity when interviewing. Here are a few questions to consider:
1. Give a complete example of a process you led from conception to execution. Don’t forget to share how you designed an evaluation for the impact desired. How did you measure on-going success for change?
2. Be able to discuss the “why” of this initiative. How was this work mission-centered, and how, as custodian of the mission, were you able to name this work as critical?
3. Be sure to share how this planning is never just about you, alone. Pay allegiance to the collaboration of the others who helped make this happen. How did you build a team around the planning? (Note: avoid naming team members in any personal-possessive language. Is that person really “your” admission director?)
4. Be prepared to talk about what surprised you in this planning. What did you learn about the school, and, more important, about yourself as a leader?
5. Avoid school jargon and make it real. I used to hold administrative meetings in which jargon was not allowed. Imagine describing how “collaboration” lives rather than just saying the word. It’s rather powerful.
Back to that podcast. While I write about the importance of the planning around the vision, I also hold that phrase, “the next level of good,” dear to my heart. It lends truth to the work. Celebrate those who came before who worked to find that level of good and then planned a way to get there.
1 Comments
simon obas
This post beautifully emphasizes the significance of planning in leadership and its connection to achieving the "next level of good." I wholeheartedly agree that schools, or any organization for that matter, require leaders who can not only envision a compelling vision but also develop clear and reasonable plans to make that vision a reality. The notion of understanding a school's past and future, while avoiding myopic eyes for the present, is an insightful perspective. It highlights the importance of historical context and forward-thinking in planning, allowing leaders to identify the most pressing needs and steer the institution toward positive change. I appreciated the questions provided in this post. They serve as valuable guidelines for candidates during interviews. They encourage reflection on specific processes led, the alignment of the work with the school's mission, the collaborative nature of planning, and the personal growth experienced as a leader. By delving into these aspects, candidates can demonstrate their ability to navigate complex challenges, engage with diverse stakeholders, and adapt their approach based on insights gained along the way. Furthermore, the call to make planning tangible and relatable by avoiding jargon is powerful. Effective leaders are not only capable of articulating their plans but also ensuring that their message resonates with the broader community. Describing how collaboration lives within the school rather than simply using the word itself fosters a deeper understanding and connection to the work being done. "The next level of good" is a powerful reminder to honor and celebrate those who have come before, recognizing their contributions and their efforts in advancing the institution. It acknowledges that progress is a collective endeavor and that building upon past achievements is essential for reaching new heights. The blog post eloquently underscores the vital role of planning in leadership, encouraging candidates/leaders to embrace this capacity as an essential aspect of their role. By considering the questions posed and reflecting on the significance of planning, leaders can position themselves to contribute meaningfully to the growth and success of their schools. Thank you, Simon