Leadership Letter

Trust and Optimism Have Never Been More Important

By Thomas E. Bertrand
 
The historic crisis that our country has been immersed in since last March has challenged all of us personally and professionally. The convergence of a global pandemic, economic recession, and civil unrest related to issues of social and racial justice produced historic challenges for all organizations. I often turn to books and stories to help me gain a new perspective and to navigate the new reality brought on by a crisis.
 
One story that I have been thinking about a lot lately was shared by Jim Collins in his book, Good to Great. Collins recounted an interview he conducted with James Stockdale, a former naval officer and vice-presidential candidate. While serving as an officer in Vietnam, Stockdale was captured and held as a prisoner of war for over seven years. He experienced repeated torture, and he had little reason to believe that he would ever return home alive.
 
Collins asked Stockdale how he managed to survive the horrific experience. Stockdale responded that what saved his life was his ability to process the brutal reality of his situation while also holding on to a steadfast, optimistic belief that he would survive and return home. Collins labeled this psychological duality the Stockdale Paradox. He went on to apply the concept to organizations that successfully recovered from a crisis.
 
The concept has perhaps never been more relevant than it is today. During a crisis, conditions can feel overwhelming — as if we will never emerge from the darkness. It is tempting to focus on issues that we can not control, rather than those that we can manage. We can learn a lot from Stockdale’s experience. It is important to be honest about the current state of affairs when a crisis happens in our lives or districts. But, it is equally important to balance the ability to process the current reality with optimism that the crisis will eventually pass.
 
I also found great value in David Horsager’s book, Trusted Leader, along with his webinar, “Trust in the Midst of Crisis.” Horsager makes the case that a crisis presents a great leadership opportunity to build (or lose) trust. He suggests six steps leaders can take to build trust in the midst of a crisis that apply directly to school leadership.
 
Communicate the “Why?” for your decisions. Boards and superintendents face heart-wrenching decisions that are often questioned by stakeholders. While some may disagree with a decision, it is important that stakeholders understand the rationale for it.
 
Be open. During a crisis, leaders often struggle with the tension between transparency versus confidentiality. Always be biased toward transparency. Trying to shield people from reality can lead to false expectations and a lack of trust.
 
Be honest. Whether the news is good or bad, communicate accurately and often.
 
Own your mistakes. It is important that leaders set the tone for authenticity. No one is perfect. When you make a mistake or a bad decision — own it and learn from it.
 
Set expectations. Even during times of uncertainty strive to provide clear signposts for the road ahead.
 
Be present. It is important that leaders allow stakeholders the opportunity to vent and ask questions. Doing so is also an opportunity to show empathy to others which is essential to establishing trust in a relationship.
 
Honesty about the harsh reality our districts face, coupled with an unwavering optimism about the future, will go a long way toward establishing trust with the community and instill hope that the district will emerge on the other side of a crisis.
 

Thomas E. Bertrand, Ph.D., is Executive Director of the Illinois Association of School Boards. Resources associated with this column can be accessed via bit.ly/ND20JRes.