This post has been brewing in my mind for sometime now, but it brought me to the keyboard today as I look back on the influence Stephen Covey has had on my work as a school leader. Covey, author of several books on leadership, passed away on July 16th, 2012. On the news today I heard several people mention his book ‘The 7 Habits of Highly Effective People’, yet, I remember him for a different book.
I am not sure where I first heard his name but it was about a decade ago when I had just started my training to become a principal. I think I stumbled across a book authored by him as I wandered through the bookstore at Miami University in Ohio. While buying textbooks, I used to enjoy browsing the shelves to see what was on display for other courses. Often I left with used copies of titles which piqued my interest. That is how I found a copy of Covey’s ‘Principle Centered Leadership’. It seemed to fall right into the realm of the overarching leadership themes and focus on vision that played through the educational leadership program. When we talked about ‘leadership’ as opposed to ‘administration’ I was fascinated by the ideas I was learning, but it was Covey’s book which gave me a picture of how this notion of leadership within a community could play out. His book opened my eyes to new possibilities were I to have the privilege of leading a school.
I was fascinated. The world of business seemed to have more warmth and connections through Covey’s lens than I had realized. He emphasized building relationships and I was keen to consider his perspective within a school setting. Today, I spent a few minutes skimming through my portfolio, created at the end of my leadership program, and sure enough I had multiple references in my writing to what I had learned from his work – I had reiterated his idea of ‘Principle-Centered Leadership’ and his notion of life-long learning.
“If you don’t experience your life, you’re not going to come up with solutions for anything. Every intention, every achievement has come out of dissatisfaction, not serenity. No one ever said, “Things are perfect, let’s invent fire.” ~ Fran Lebowitz
There was a time when I used to shy away from conflict, but then I learned from him that it is in airing our disagreements and different perspectives that we can be stretched in our thinking. Covey emphasized that to move ahead, we have to deal with restraining forces before addressing the driving forces. He spoke of how just pressing down on the gas pedal will not allow us to move forward unless we take our feet off the brake. As a school leader, I see that change is always ’round the corner, and I also see that my crew members have different reactions to the changes we encounter. We will not be able to move forward unless we engage with each other about the things that hold us back from ‘implementing’ the change sincerely, or as we say these days in education, ‘with fidelity’. In my book, engaging is about about ‘doing with’ rather than ‘doing to’. And that cannot happen without taking the time to build relationships.
In an era of accountability in education, another notion of Covey’s resonates for me. He said that proactive people would take responsibility for their choices without placing blame on external factors. That is something I have tried to emphasize with my team – a sense of taking responsibility for our charge, learning from our mistakes and moving forward. I started my career with my 3 R’s – and now I recognize that two of them, Relationships and Responsibility, quite likely grew out of my meanderings in Covey’s books . A vision can unfold more meaningfully when there is a collective sense of responsibility, and that cannot grow in a vacuum without relationships either.
I wonder if some might read my blog and think to themselves, “OK, Subha, this relationship building, warm and fuzzy stuff you speak of is well and good but what about raising student achievement? Isn’t that your bigger job?” If I heard that question, my response would be that both can co-exist, and actually need to co-exist. Using tough tactics to require the implementation of instructional ‘best practices’ without building relationships might allow us to see the ‘actions’ and ‘behaviors’ we want to see, but they will probably be inconsistently implemented and will likely not be sustainable over time. If people don’t believe in something and if they feel like it’s being ‘done to them’ they’re going to be in fight or flight mode for the most part. On the flip side, if a school is all about being warm and fuzzy and building a sense of community without focusing on rigorous and sound curricular practices, then yes, we will have a caring community but student achievement will not go off the charts upwards.
Strong relationships and rigor in instructional practices can help build successful educational organizations. It takes time for good practices to ‘stick’. People will be more willing to work at something if they understand the rationale for it, and if there is an atmosphere of trust and relationships to cushion their journey as new learning takes place. Covey has written a lot about building and regaining trust. Trust is something we cannot expect as leaders. It is something we have to earn. And trust cannot be fostered without relationships.
We all stand on the shoulders of giants – people who came before us, stumbled and reflected, then took the time to share their learning and influence others. We get to hear and read what they experienced and make sense of it all by adding our perspectives and experiences to the mix. Covey opened my eyes to the big things that one wrestles with over time. I have learned to reflect on and refine the ideas, see how things fit and where they fit in my life and work. I can question big ideas and make new meaning for myself. Covey is one among many who influenced what I do and in some sense he and others have made my work exciting – it is not in auto-pilot mode and I do wrestle daily with the issues that come my way because these giants have given me food for thought. They have taught me that there is no quick formula in my work… that I have to be willing to work hard, keep my compass steady and build connections because leadership is a ‘people’ business.
I remember listening to Covey narrating one of his audio books some years back and thinking that this was someone who was passionate about his work. In his voice, I could sense his excitement and his respect for the work we do. People are fortunate when they have the opportunity to work on something they love. He seemed to be some who thoroughly enjoyed his work and connecting with others even more. Covey’s ideas are beyond warm and fuzzy – they’re easy to accept and challenging to implement. I am grateful to have engaged with his ideas so far through the lens that he shared. I do believe that in the years ahead, many more leaders will continue to stand on his shoulders as they take responsibility for building relationships and a shared vision with their crew.