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TRUST AS THE CORE OF INSTRUCTIONAL LEADERSHIP
Why Be Visible and Approachable? In his book Deep Change Leadership, author and educational consultant Douglas Reeves (2021) reminds us that human behavior precedes belief, meaning that we have to see something before we actually believe it; we have to see that a change is actually working before we offer any real buy-in. When you’re an instructional leader, people need to know that you have constancy—that you are genuinely going to have their backs (Bennis & Goldsmith, 2010). According to researchers Aparna Joshi, Mila B. Lazarova, and Hui Liao (2009), if there is a lack of trust or even of shared perception of trust for any of a number of reasons, it often leads team members to lose sight of their common goals and interests and to instead focus on their personal interests. “In these situations,” researchers Bart A. de Jong, Kurt T. Dirks, and Nicole Gillespie (2016) explain, “team members are more likely to engage in defensive actions aimed at protecting themselves” (p. 1136). Defensive actions include, for example, complete avoidance and perhaps even condescending comments made with an “I’ll show you!” approach. Such behaviors do not move the team forward. The way people react is based on how they feel about why there is a lack of trust, and these feelings can result in withdrawal, revenge, and confrontation (Tschannen-Moran, 2014). If you take note of any of this behavior or language among staff, know that it takes time to build, and sometimes rebuild, trust. Be patient with yourself and remember not everything is broken. Look at the school and consider what is working well, and then engage in conversations with staff to learn all about them and their concerns. People need to know that you have constancy, and that includes consistent caring and genuine curiosity about all the things that have been successful and unsuccessful prior to your arrival. Looking back before you look forward is important work in schools. Ask questions when you are approached with concerns, to better understand the entire picture, why it matters, and what else may have happened in the past. There is
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cringeworthy but also was rude and dismissive. At times, quick decisions must be made. Teachers look to various leaders to guide them in these moments. Being dismissed under the guise of being asked to take ownership for a concern precludes any chance at garnering any trust. Yet, being visible is common advice for leaders (DeWitt, 2015; Maxwell, 2010; Neumerski, 2013). They often hear: “Make sure they see you.” It’s not that being visible isn’t good advice—it’s just that being visible is not enough. As an instructional leader, you must be visible and approachable, which means you must be accessible and ready to engage in meaningful conversations. It is also important to note that, if it’s not a good time to engage in a lengthier conversation, you must at least acknowledge the importance of a needed conversation. Visibility and approachability are essential as you start to build relationships and garner trust. In this chapter, let’s dive into the why and the how for becoming authentically approachable and intentionally present while building a strong foundation of trust, one conversation at a time.
