In a
recent conversation with a business owner I was asked as to why there is so
much variance between as well as within schools with respect to student
learning and achievement. I began to
offer what would amount to several explanations some teetering on the edge of excuses when
abruptly I stopped in mid-sentence and said, “There are myriad factors many of which are
out of our control. Yet, arguably, the
factors that have the most influence are in fact within our control.”
Anticipating
the questions of “what are they” and “if you know them why then why don't you …” I
circle back to something I have learned.
One
of the first lessons aspiring officers in the United States Army learn is that
"you never give an order unless you know it will be followed". To
civilians this may seem odd.
Orders
are expected to be followed!
At
a minimum, compliance with an order is within the expected, taught, and
reinforced structure and hierarchy of the military. It is essential to the
discipline and effect of authority and military command. Orders are given and orders are followed
unless unlawful – a different conversation for a different day.
As
essential as compliance is to following an order, commitment is mission
critical.
Orders
should never be flippant, trivial, or without clear, focused intent. The
meaning and relevancy of an order is always found in the linkage or connection
to the mission or a strategy, action deemed necessary to achieve the mission.
Thus,
if mission or "the" mission is not understood, not clear, not
internalized, the given order will be complied with but results may not be as
effective, efficient, or productive as desired.
Make sense?
Commitment
begets a deeper since of ownership and thus produces results on an entirely
different level. Internalizing the mission creates a sense of duty, a state of
mind, and a cohesiveness of effort.
Mission
must be more than a statement that hangs on a wall. It must be more than an
activity or exercise. Mission must be owned by all and not just by the leader.
In
the Army, each soldier must see himself or herself as an
integral component to achieving the mission irrespective of the role (rank or duty) they
serve.
We
know that if the mission is compelling, it will be owned. We also know the mission must embody the
values, the core beliefs and convictions of each member of the organization. There is not a school or school system that
does not have a mission. Yet, to what degree to each staff know, understand, and apply the mission to their work? Is there a commitment to
the mission or is there just compliance?
I
was privileged to serve with a Major who articulated the difference between
compliance and commitment as it related to an order. He served three tours in Viet Nam to put the
following in context. He told me the
difference between the two was “compliance gets you killed – commitment
preserves life”. There it was for me –
pretty clear.
We
now more than ever need “commitment” in public education. To achieve commitment, we must make sure the
mission is clearly understood by all.
The
daunting task of leadership is keeping the proverbial finger on the pulse of an
organization – monitoring the awareness, understanding, and commitment to
mission.
Do we live
the mission? How do we know? More importantly, what do our parents,
students, staff, and community say about our commitment to the mission?
Consider this question, “If we were
accused of living the mission what evidence would be presented to convict us of
such a crime?”
Hence, to
answer the first question of which factors we control – my answer, the answer is with a deep sense of commitment to the mission educating each student to high standards.
The three factors we control are?
– you
will have to wait until next time -
Until
then, live committed!
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