How can you define relations of you with your colleague or any of your relative as in family? Defining the degree of relations with your colleagues is really difficult whatever you have in mind, not necessarily will be the same with others. People think speak and act differently their each of their thoughts and practices are different and hence you may never know what goes in their mind about you as well as others.
The stress on the following topic is given because the loyalty, morale, enthusiasm, work atmosphere, all gets affected with the above one condition. The impact of the above on employees as well as the productivity performance is enormous and influential. Setting personal and professional limits will surely help one in achieving the some balance in the emotions of self. It has a positive impact on staff loyalty, it improves staff morale, and it helps you to gain an understanding of how the business is functioning at all levels.
Everyone wants to be valued at work and to feel that they belong to something important. Team working encourages this sense of ownership and is an important part of building staff morale. If you extend this collaboration to the top of the organization you will strengthen your relationships with your staff and increase their loyalty to the business.
A common cause of staff dissatisfaction is a perceived sense of impotence in the workplace. Too many bosses are reluctant to trust their staff with the authority to make important decisions, but keeping all the power at the top makes for an inflexible organization with resentful employees. Empower your staff and you will increase both the performance of the business and your relationship with your team.
Because trust is critical to the quality of the relationships and communication, there must be a plan that will allow for a collaborative work environment to exist and trust to develop. Without trust, the level of communication will be compromised. Often times it is said that a plan failed, when in reality, the key contributor to the failed communication was that there was no plan.
The paragraphs that follow provide specific practices of what you, as the building principal, can do to establish trust. Some of the practices are suggestions that should be done early in the relationship, either at the beginning of the year or at the beginning of a new assignment. These practices are grouped together first, with practices that are on-going following.
Share from the beginning what your staff can expect from you as an administrator and what you expect from them. Uncertainty can cause tension. Putting the expectations clearly out on the table eradicates the uncertainty and anxiety.
Your staff will develop trust in you if they see and feel that you expect the same from yourself as you do from each of them. It is critical that in this sense, each staff member considers you to be fair in how you deal with situations and treat each person.
Staff looks at you as their leader but by the same token they want you to be a friend. This is like walking a tightrope, because many people have a difficult time separating professional and personal. Be a friend from the standpoint of listening to them and showing them that you care. Being a friend means they see the “human” side of you, but it does not mean that you need to go out to the local bar on a Friday night together.
Make it your mission to learn about your staff members and who they are as individuals. Get to know your staff and demonstrate that you care about them as individuals. Practice being an active listener so that you are able to understand who they are, how they feel, what is important to them, why they feel the way they do, etc.
A relatively simple way to get to know your staff is to eat in the lunchroom or teachers’ lounge with the teachers on a regular basis. This provides opportunities to talk together with several teachers during down-time. Not only will you get to know more about them, it will allow them to see you in a more relaxed atmosphere.
You can also use their interests to start different groups. Perhaps you want to do a weekly or bi-monthly book exchange. Starting a golf team would strengthen relationships and promote good health. Perhaps those that like to sew would like to work on a special sewing project for the school. Developing opportunities for the staff to spend time together on common interests will improve the overall climate and culture of the school.
Be available for your staff to seek your input. Also, your staff will see your commitment to the school. They will be more open to meeting a parent’s request for an early morning conference because they have seen your willingness to do so.
Staff members should be treated as the professionals they are. They should be valued for the decisions they make in terms of instruction and activities they plan to facilitate learning. Don’t feel that you need to always be critical. There is worth to the adage, you attract more bees with honey. Private and public praise goes a long way. Rather than feeling that you need to call attention to the weaknesses you see, recognize the positive that you see. This positive-ness will facilitate needed changes more quickly than finding fault. Call and leave a message at the teacher’s home to let them know how much you appreciate what they do. Offer praise and demonstrate openness in your communication so that staff is able to develop trust to know that they can come to you when they have a concern or celebration.
But you never, ever share what is shared with you. Even when another staff member comes to you about their colleague’s problem, you have to keep that secret. You just listen, you never give it up[/b].
Develop the belief early in the year that all decisions are made in the best interest of the children. Communicate from the beginning what confidentiality means to you. Present several scenarios for the staff to work through to come to the realization that there will be a mutual respect that decisions will be made “For the children”, and it is not always necessary to question the why’s.
Don’t pretend; the staff will see right through you. Be sincere. The best made plans will be wasted if the act is not perceived as sincere. You may want to try taking small steps in implementing practices that will build relational trust. This may help you and the staff to feel the sincerity.
Just because you are the person ultimately responsible for the leadership in a school does not mean that you will automatically have the trust of the staff. You can not demand trust, you must earn it. You earn trust by demonstrating that you care about the people you lead, that you will listen to their ideas, empower them to make decisions, be there to help them when they fall and will not judge them.
The stress on the following topic is given because the loyalty, morale, enthusiasm, work atmosphere, all gets affected with the above one condition. The impact of the above on employees as well as the productivity performance is enormous and influential. Setting personal and professional limits will surely help one in achieving the some balance in the emotions of self. It has a positive impact on staff loyalty, it improves staff morale, and it helps you to gain an understanding of how the business is functioning at all levels.
Everyone wants to be valued at work and to feel that they belong to something important. Team working encourages this sense of ownership and is an important part of building staff morale. If you extend this collaboration to the top of the organization you will strengthen your relationships with your staff and increase their loyalty to the business.
A common cause of staff dissatisfaction is a perceived sense of impotence in the workplace. Too many bosses are reluctant to trust their staff with the authority to make important decisions, but keeping all the power at the top makes for an inflexible organization with resentful employees. Empower your staff and you will increase both the performance of the business and your relationship with your team.
Because trust is critical to the quality of the relationships and communication, there must be a plan that will allow for a collaborative work environment to exist and trust to develop. Without trust, the level of communication will be compromised. Often times it is said that a plan failed, when in reality, the key contributor to the failed communication was that there was no plan.
The paragraphs that follow provide specific practices of what you, as the building principal, can do to establish trust. Some of the practices are suggestions that should be done early in the relationship, either at the beginning of the year or at the beginning of a new assignment. These practices are grouped together first, with practices that are on-going following.
Share from the beginning what your staff can expect from you as an administrator and what you expect from them. Uncertainty can cause tension. Putting the expectations clearly out on the table eradicates the uncertainty and anxiety.
Your staff will develop trust in you if they see and feel that you expect the same from yourself as you do from each of them. It is critical that in this sense, each staff member considers you to be fair in how you deal with situations and treat each person.
Staff looks at you as their leader but by the same token they want you to be a friend. This is like walking a tightrope, because many people have a difficult time separating professional and personal. Be a friend from the standpoint of listening to them and showing them that you care. Being a friend means they see the “human” side of you, but it does not mean that you need to go out to the local bar on a Friday night together.
Make it your mission to learn about your staff members and who they are as individuals. Get to know your staff and demonstrate that you care about them as individuals. Practice being an active listener so that you are able to understand who they are, how they feel, what is important to them, why they feel the way they do, etc.
A relatively simple way to get to know your staff is to eat in the lunchroom or teachers’ lounge with the teachers on a regular basis. This provides opportunities to talk together with several teachers during down-time. Not only will you get to know more about them, it will allow them to see you in a more relaxed atmosphere.
You can also use their interests to start different groups. Perhaps you want to do a weekly or bi-monthly book exchange. Starting a golf team would strengthen relationships and promote good health. Perhaps those that like to sew would like to work on a special sewing project for the school. Developing opportunities for the staff to spend time together on common interests will improve the overall climate and culture of the school.
Be available for your staff to seek your input. Also, your staff will see your commitment to the school. They will be more open to meeting a parent’s request for an early morning conference because they have seen your willingness to do so.
Staff members should be treated as the professionals they are. They should be valued for the decisions they make in terms of instruction and activities they plan to facilitate learning. Don’t feel that you need to always be critical. There is worth to the adage, you attract more bees with honey. Private and public praise goes a long way. Rather than feeling that you need to call attention to the weaknesses you see, recognize the positive that you see. This positive-ness will facilitate needed changes more quickly than finding fault. Call and leave a message at the teacher’s home to let them know how much you appreciate what they do. Offer praise and demonstrate openness in your communication so that staff is able to develop trust to know that they can come to you when they have a concern or celebration.
But you never, ever share what is shared with you. Even when another staff member comes to you about their colleague’s problem, you have to keep that secret. You just listen, you never give it up[/b].
Develop the belief early in the year that all decisions are made in the best interest of the children. Communicate from the beginning what confidentiality means to you. Present several scenarios for the staff to work through to come to the realization that there will be a mutual respect that decisions will be made “For the children”, and it is not always necessary to question the why’s.
Don’t pretend; the staff will see right through you. Be sincere. The best made plans will be wasted if the act is not perceived as sincere. You may want to try taking small steps in implementing practices that will build relational trust. This may help you and the staff to feel the sincerity.
Just because you are the person ultimately responsible for the leadership in a school does not mean that you will automatically have the trust of the staff. You can not demand trust, you must earn it. You earn trust by demonstrating that you care about the people you lead, that you will listen to their ideas, empower them to make decisions, be there to help them when they fall and will not judge them.