Have you started on a journey knowing full well that you have never been there before? You know nothing what to expect when you get there let alone what to expect along the way.
I recall vividly preparing, packing, and setting out to drive from Washington State to Connecticut. We planned our route; estimating daily travel, stops, hotels, sites and places to visit, and an arrival time 3000 plus miles away.
As the journey unfolded there were roads we had driven before but for the most part, the highways, freeways, turnpikes, interstates, state, or city roads were unfamiliar.
We could calculate miles and speed to estimate and adjust time for delays, unscheduled stops, meals, rest stops, and refueling. Yet, each mile, each road, and each stop were new experiences though we were familiar with traveling we were experiencing the unfamiliar.
Presently, we are experiencing a similar journey – familiar but unfamiliar.
Others have driven the route we drove to Connecticut. I am not sure if their trip originated from the same place or their stops were at the same places or they drove the same speed, same vehicles, and etc.
The route was similar but not identical.
The journey was familiar but equally unfamiliar. So it is with our present situation.
Others have begun the journey of school and school system transformation. Some have succeeded most have not. The journey may be similar; familiar but is not and cannot be identical.
No two schools or school systems are the same. The culture of each school and school system is unique just as the students, parents, staff, and communities in which these schools and school systems exist.
The planned route of transformation is well intentioned but cannot possibly take into account all the nuances or uniqueness of each school and school system. As such, two factors are critical – deep implementation and monitoring.
As our cross county journey unfolded, we monitored frequently the implementation of our plan. Making the necessary adjustments along the way. In a like manner, we must monitor in an unprecedented manner the implementation of our transformation plan.
Presently, we are at a critical point in our transformation plan. Though we have been hard at work for several years in building both infrastructure and capacity building we are nonetheless in the early phases of our plan.
Though it may seem to some that we should be further along; they could be right if the work of transformation was as easy and simple as following a generic theoretical construct. The problem with this thinking is that transformation is neither easy nor simple.
Yet, it is equally not as difficult as some would make it.
Transformation is dynamic, fluid, and multifaceted. Arguably, transformation is complex. The factors and variables driving as well as resisting transformation are within our control.
This is by far the most challenging aspect of transformation – understanding and accepting that we control through our choices, decisions the implementation of “effective”, results producing strategies – practices and programs.
Transformation or the lack of is all about our choices – our decisions.
The driving forces for transformation are far greater than any resisting force especially in light of that most if not all resisting forces are merely personal preference, convenience, or fear-based.
Yes, fear-based.
We all fear being incompetent or unsuccessful in change. Yet, in learning something new we are all incompetent until we learn and practice the new skill or program.
Intellectually we understand the incompetent – competent tension. But it is not the intellectual understanding that get’s in the way. Rather, the emotional side of incompetency prevents the intellectual understanding from championing the day.
In our heart of hearts, mind of minds, and soul of souls we understand this. Yet despite of understanding this tension, we easily give in to the emotional.
Thus, the challenge of leadership is awareness and understanding the incompetent-competent tension. Often leadership underestimates the one and over estimates the other. Hence our efforts to build capacity through human capital development are necessary to ensure that reluctance is not confused with resistance.
Familiar or not, we must nevertheless complete what we have started.
No excuses!
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