Self Differentiated Leadership

Throughout my time as a leader of learners, the main goal has been academic success for these students.  My actions usually consisted of the following: find the standard, give opportunities for practice, correct misunderstandings, assess and repeat!  Although there are several factors along the way, the goal has been direct.  Another huge factor of this is to gain a positive relationship with learners so that they can learn from you.  This deals with the emotional aspect of the goal and is a salient part of my process as a leader.  I am realizing again, how important this element is for others, but more specifically, for self. 

In becoming a Self Differentiated leader in my organization, Friedman (2012) explains that there are specific behaviors and perspectives one must adhere to.  These views can be classified as emotional intelligence.  While most great leaders have emotional intelligence,  leaders will also have a great sense of "why" at the forefront of their thoughts.  Understanding and creating a big picture of "why" is the foundation for fulfilling one's status as a leader.  Self Differentiated leaders are not affected by the negativity of the group, but instead prevents it from spreading. With this, there is the ability to make tough decisions for the betterment of the whole.  Additionally, self-differentiated leaders are able to keep their reactions and emotions in check, no matter how high the stakes are.  

Lastly and most importantly, each leader takes responsibility for self – without the blame of others or the environment.  To become a differentiated leader, I should tackle each of these behaviors head on.  More specifically, my desire for peace and the anxiety of the responsibility of leading.  Understanding that sabotage can occur and discourse is a normal part of growth, will be a more well rounded and less emotionally taxing way to approach making the most effective change without attaching myself to the environment of anxiety of the group as a whole.      

When doing so, it is important to approach conversations appropriately.  As Grenny, McMiller and Switzler explain in their book (2001), there are 8 steps in conducting these exchanges.  It is suggested, again that self direction is primary.  Knowing your goal and understanding your values are similarities that will ensure the direction of the goal.  After that, the next idea is to work with others making them feel safe, being respectful yet direct and allowing others to feel part of the team with their shared ideas.  In order to move to action after the conversation, the leader’s stance must always be clear.  It is so important that I understand that the need for peace is not reasonable as change is uncomfortable and usually yields resistance, or sabotage.  In the end, however, if I keep all these things in mind, I know that my innovation project to Redefine Rigor with ePortfolios, will be a success.  I need to stay grounded in my goal and perspective.  I must know my why and pursue it to the best of my ability.  Knowing the Why will lead me daily to defy obstacles and other resistance from day to day.