They thought that I was hiding. Or worse, disinterested.
As an introverted head of school, I would often close my office door.
It helped me focus, think, and get more done.
And I didn't think much of it.
But others did.
Largely because my predecessor kept an open door policy.
And was always accessible.
When people lack information, they typically assume the worst case scenario.
One of the greatest challenges that confronted me when I assumed the role of head of school was the contrast in personalities between my predecessor and me. In many ways we were polar opposites, including our general affect, how we interacted with others and in the amount of quiet, private time (with the door closed) that we wanted or needed to function effectively in our jobs.
At the time, I really didn’t appreciate this issue. To me, I was who I was and I assumed that everyone else would simply get used to dealing with a new boss. In hindsight, I feel that I could and should have taken more time to understand my personality and, by extension, leadership profile and how that may impact those around me, especially when they were used to something very different. While personality differences between leaders are to be expected, when they represent a major shift then there can be a difficulty in adjustment for everyone involved. And that difficulty became apparent soon enough in my situation.
One of my favorite leadership training sessions is based on the True Colors Personality Assessment. In this system, people generally identify as being one of four colors: blue, green, gold or orange.
Read MoreIn contemporary contexts we have increasingly come to think of leaders as well-positioned people with strong connections. These men and women are in ample possession of intellect, charisma, power, and wealth. More often than not, we judge them (and, consequently, they judge themselves,) by what they have, or what they have been able to achieve in advancing their institution’s bottom line.
Read MoreThe terms leader and manager are often used interchangeably. But are they the same? Most leadership experts say “no.”
Read MoreBy prioritizing the well-being of their people, exceptional organizations motivate their workers to give everything they’ve got to advance the organization. Peter Drucker once described it as, “lifting a person’s vision to high sights… raising… a person’s performance to a higher standard… (going) beyond its normal limitations.”
Read MorePerhaps more so than in any era of human history, modern society has placed a pronounced emphasis on the study of human leadership. Few foci have consumed the collective interest of university researchers, think tanks, executive coaches, corporate consultants, business magnates and internet bloggers more than identifying the special mix of qualities and actions that produce and sustain strong headship.
Read MoreCan you be nice and still get things done? Is it possible to be pleasant and still respected?
The short answer is yes. It is possible to balance the two, to set high expectations and yet find ways to be giving, demonstrate care, and go the extra mile. (For more about leaderships styles and how to best leverage your style with others’ needs, clink here.)
Leading others is less about choosing a persona (changing who we are at our core can be awfully difficult and can lead to all sorts of unwanted side effects) and more about finding a way for your inner self to balance against what your people really need.
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