An interesting idea was discussed at my principal PLG today related to giving feedback. As the conversation developed the notion of feedback, and how it is delivered and received, could be used as a measure for a truly distributed leadership model. It certainly got me thinking. Not sure what I mean? An explanation is required…
The conversation started after a reflective exercise related to our shared text, Thanks for the Feedback. Using a PAGE template to respond to the text it reinforced what I know already – that giving feedback to staff is not a strength of mine and an area that I need to improve.
I unpacked this further, suggesting that my personality was not naturally tuned in to feedback giving and it was something that felt unnatural and was very hard to do -especially the warm fuzzy type. For me this relates more to the ongoing, informal, just in time feedback as more formalised feedback through observations, and coaching sessions for example, sit more comfortably with me. I know other people are much more natural at providing feedback and it seems to be just part of their how they roll.
There were a general agreement of this and round the table and we could identify with one type or the other, or somewhere in-between.
Then the question was asked, do I need to be? In the situation where I am part of the senior leadership team – do I need to be good at the ongoing, informal, just in time feedback, as well as all other types of feedback?
If someone in the leadership team assumes this role instead (i.e. they are good at the warm fuzzies) – is that OK?
The first question that arose from that was this; Is feedback perceived, either intentionally or not, that it is more important if it comes from the principal? Perhaps that it simply an assumption that I have made.
So, let’s take the scenario where their are 3 people who make up a school’s leadership team. Two of these are great at coaching other teachers and get them to thinking deeply about their practice. They function best in a 1-1 context, listening, prompting and helping to identify next steps. This is their strength – unlike the third member of the team who finds this challenging. However, the third person is great at the ongoing, informal, just in time feedback. They fill the gap the other two leaders leave, giving staff that feel-good factor and acknowledgement. In other words, the giving of feedback is distributed among the leaders, working to their strengths and personalities.
So what would need to be in place in order for this to happen
Firstly, I think you need to know your teachers well. What presses their buttons, how, where and when they like to receive feedback. Perhaps undertaking some kind of personality test or analysis (like the DiSC model I have previously used) to enable everyone to better understand themselves and to adapt their behaviours to others and vice versa, is a must.
Secondly, going back to the question; Is feedback perceived, either intentionally or not, that it is more important if it comes from the principal? If this is true, then this will be required to change to a culture where feedback from anyone is sort out and valued. I think this would be a great discussion point with staff – maybe it is just an assumption I have made.
This brings us all back round to the notion of feedback, and how it is delivered and received, could be used as a measure for a truly distributed leadership model. The suggestion is that if you have a truly distributed model of leadership, then feedback given by the leadership team, for whatever purpose, has equal weighting no matter who it is from.