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| Denver Christian Homecoming Boat Races 2018 |
It is hard enough to balance yourself in a one-person canoe, but it can become exponentially more difficult with each additional person. Being in a 2- or 3-person canoe with friends, someone inevitably tries to "rock the boat" while the others try to counter in order to "steady the ship." This is part of summer fun, but does this happen in organizations and in leadership? What role does a leader play in this canoe metaphor?
Two maritime metaphors surface when thinking about leadership ... leaders that "rock the boat" or those that "steady the ship." The examples come from school leadership, but the principles are universal in leadership.
Embarking
It is most difficult to keep your balance when you are first stepping into a small vessel. In fact, this is not only treacherous for the person embarking, but also for those already on the boat. The boat will rock, and it is important for those in the boat to steady the ship. Depending on those already in the boat, this process can be a smooth, safe step or a disastrous spill into the water. One thing that I look for when embarking is a literal helping hand from someone already in the boat.
On-boarding new staff members is also a crucial step and current staff (those already in the boat) need to provide a helping hand as well as stability as a new person joins the crew. No matter what position (staff, faculty, paraprofessional, administrator, or head of school), an intentional on-boarding process is essential to a smooth transition. Welcome picnics, staff bonding, social gatherings (for the new employee and his/her family) provide the helping hand into the institutional "boat."
After the welcome and orientation, leaders need to focus on stability. Stability comes in many forms ... clear expectations, assistance offered, frequent face-to-face conversations, being present and available. Additionally, providing a support structure via a mentoring program will help the staff member adjust to waves that will inevitably come. A mentor, ideally, should be someone who has been in the institution for some time and has weathered the storms well to assure the new staff member that calmer seas lie ahead.
Rock the Boat
Often, a new leader is hired when the board decides that a change in the direction of the organization is needed. To use another nautical reference, to change course. Logically, a change agent is hired with directives to make changes; however, can you change the course of an institution without rocking the boat? Probably not ... but an effective leader will make sure to steady the ship during the turbulence.
Visualize sitting in the middle of a canoe with 2 other people, enjoying a day on a calm mountain lake. Suddenly, the person in the back of the canoe stands up, scrambles over you, and moves to the front of the canoe. This will, of course, rock the boat and put everyone at risk of capsizing. Changing positions in a canoe is sometimes needed for a variety of reasons; however, if the person, in this scenario, would communicate the change early and notify everyone before moving, the others in the canoe would be able to steady the ship during the change.
Similarly, a leader can unnecessarily rock the institutional boat by acting rashly and by not communicating. Most agree that institutional change needs to happen, especially in educational settings as they strive to prepare students to enter an ever-changing world. So, if change is needed, and if change will most likely "rock the boat," how can a leader steady the ship?
Steady the Ship
As mentioned previously, if a leader, in a metaphorical canoe, communicates early and prepares everyone for change, the process can be as smooth (and effective) as possible. Preparing staff members for change is essential, and that means anticipating difficulties (the waves that may rock the boat), gleaning advice from others who have sailed those waters before, and having the humility to learn from others. Additionally, a calm demeanor the demonstrated by the leader will instill confidence both in the organization and in the leader. All of these elements will inspire staff members to work together to help the organization and each other thrive through change. Finally, what is assumed in all of this, is that the leader is present, actively working with staff; unfortunately, many leaders "jump ship" or abandon the crew when the organization is facing rough seas ahead.
It is essential for a leader to focus on steadying the ship rather than rocking the boat. If this is the focus, confidence will trickle-down and inspire staff, students, and the school community through changes.
Two maritime metaphors surface when thinking about leadership ... leaders that "rock the boat" or those that "steady the ship." The examples come from school leadership, but the principles are universal in leadership.
Embarking
It is most difficult to keep your balance when you are first stepping into a small vessel. In fact, this is not only treacherous for the person embarking, but also for those already on the boat. The boat will rock, and it is important for those in the boat to steady the ship. Depending on those already in the boat, this process can be a smooth, safe step or a disastrous spill into the water. One thing that I look for when embarking is a literal helping hand from someone already in the boat.
On-boarding new staff members is also a crucial step and current staff (those already in the boat) need to provide a helping hand as well as stability as a new person joins the crew. No matter what position (staff, faculty, paraprofessional, administrator, or head of school), an intentional on-boarding process is essential to a smooth transition. Welcome picnics, staff bonding, social gatherings (for the new employee and his/her family) provide the helping hand into the institutional "boat."
After the welcome and orientation, leaders need to focus on stability. Stability comes in many forms ... clear expectations, assistance offered, frequent face-to-face conversations, being present and available. Additionally, providing a support structure via a mentoring program will help the staff member adjust to waves that will inevitably come. A mentor, ideally, should be someone who has been in the institution for some time and has weathered the storms well to assure the new staff member that calmer seas lie ahead.
Rock the Boat
Often, a new leader is hired when the board decides that a change in the direction of the organization is needed. To use another nautical reference, to change course. Logically, a change agent is hired with directives to make changes; however, can you change the course of an institution without rocking the boat? Probably not ... but an effective leader will make sure to steady the ship during the turbulence.
Visualize sitting in the middle of a canoe with 2 other people, enjoying a day on a calm mountain lake. Suddenly, the person in the back of the canoe stands up, scrambles over you, and moves to the front of the canoe. This will, of course, rock the boat and put everyone at risk of capsizing. Changing positions in a canoe is sometimes needed for a variety of reasons; however, if the person, in this scenario, would communicate the change early and notify everyone before moving, the others in the canoe would be able to steady the ship during the change.
Similarly, a leader can unnecessarily rock the institutional boat by acting rashly and by not communicating. Most agree that institutional change needs to happen, especially in educational settings as they strive to prepare students to enter an ever-changing world. So, if change is needed, and if change will most likely "rock the boat," how can a leader steady the ship?
Steady the Ship
As mentioned previously, if a leader, in a metaphorical canoe, communicates early and prepares everyone for change, the process can be as smooth (and effective) as possible. Preparing staff members for change is essential, and that means anticipating difficulties (the waves that may rock the boat), gleaning advice from others who have sailed those waters before, and having the humility to learn from others. Additionally, a calm demeanor the demonstrated by the leader will instill confidence both in the organization and in the leader. All of these elements will inspire staff members to work together to help the organization and each other thrive through change. Finally, what is assumed in all of this, is that the leader is present, actively working with staff; unfortunately, many leaders "jump ship" or abandon the crew when the organization is facing rough seas ahead.
It is essential for a leader to focus on steadying the ship rather than rocking the boat. If this is the focus, confidence will trickle-down and inspire staff, students, and the school community through changes.
