How often have you set about the change process with a really coherent picture about what you are going to do? I'm not talking here about a development or formal action plan - but about the myriad of seemingly trivial things we are called upon to do on a day-to-day basis
The reality is that the pressure of the job dominates our ability to stand back and see things in a coherent manner. The consequence of this "blind" activity is that some of the things we do will work but many will not.
However, by internalising the Seven Sides of Educational Leadership the leader can begin to make sense of the many random contacts and activities which will dominate their day. It is only by being able to see the connections between seemingly disparate acts that we can possibly begin to line these activities up into some sort of logical picture and generate a momentum for change.
If you feel that you lack control over your work and that the job seems to manage you - as opposed to you managing it - then the seven sides might be able to help you to bring some coherence and shape to your leadership practice.
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