Earlier in my career, the principal got a bad, bloody nose. So bad that he needed to go to the emergency room to get treatment for it to stop. I acted instinctively, taking him, waiting for him and driving him back to the school after being treated. Instead of a typical “Thank you,” he said: “Do NOT share this with anyone else, this is between us and only us.”
I couldn’t understand why this statement made me so uncomfortable. Looking back three decades later, having led schools with hundreds of employees and thousands of students, combined with my writing research, I realize that this has made the uneasy emotion I felt make sense. I was among a tiny group of individuals whom the principal confided in. At the time, I was honored, though not sure why others were walled off from him. Sure, they had complaints and questioned his decisions, but shut them out? It didn’t seem quite right.
This is a good example of what I refer to as a broken pyramid of leadership. Broken pyramids exist in organizations everywhere, among the most common downfalls of once successful organizations. They cut off others’ access to them, and only a small few might have their ear.
Effective organizations are characterized by a hierarchical structure, such as in a high-performing school system. Leadership and decisions flow from the superintendent and Board of Education at the top, through district and building administrators, down to teachers and support staff who directly serve students and back up again in a connected flow.
Since broken pyramids cut off others from access to them, the leader is not in touch with the concerns of those in the trenches. This can create unproductive and dangerous results. Consider one classic example of a broken pyramid that resulted in serious consequences.
Paralyzed by bureaucracy: The 1986 space shuttle disaster
Leading up to the launch, information about an engineering flaw was not adequately communicated, and decision-makers were not aware of the extent of the risks involved. Pressure from management to launch led to downplaying the engineers’ concerns. Additionally, a lack of a clear reporting structure meant there wasn’t an established way for engineers to escalate safety concerns to the highest levels of management effectively.
Broken pyramids in leadership happen so frequently that it seems surprising they aren’t recognized, and resolution is not happening more often. Broken pyramid leaders have been so far removed from the practical applications of day-to-day organizational functions that they fail to communicate and delegate responsibilities to those down the pyramid adequately. Worse, those who need to warn or advise them don’t have a forum for such important conversations.
Imagine the confusion, inefficiency and lack of accountability this leads to. Important information or decisions are lost or delayed as movement up and down the pyramid breaks down. Broken pyramids can create toxic and unproductive workplaces. It is critical for leaders to actively recognize the cracks in the pyramid and prevent them from growing.
There are consistent characteristics among broken pyramids across organizations and in schools, where too much is at stake, we can identify them and troubleshoot. Since kids lose when broken pyramids puncture the teaching and learning continuum, we must act proactively.
Diminisher vs. multiplier leaders
Characteristics of broken pyramids are often represented by “diminisher” leaders. These are leaders who suppress the intelligence and capabilities of their team members. Sometimes diminishers are intentional, and other times they are not. Regardless, they undermine the potential of their team by not allowing them to utilize their skills and abilities fully. They tend to micromanage, take credit for their team’s successes and dismiss their team’s ideas and opinions.
The dangers in day-to-day work include decreased productivity and morale: An environment is created where team members feel undervalued and discouraged. This leads to decreased productivity and morale and can ultimately impact the success of the team or organization.
Children lose under diminisher leaders
Stifled innovation: Diminisher leaders often snuff out innovation by not allowing their team members to utilize their skills and abilities fully. This can lead to missed opportunities and a lack of growth for the organization. Again, children lose.
How do leaders put their pride aside, acknowledge that others may and often do have a better idea or alternative, and allow them to share this idea? By being a multiplier leader. You amplify rather than snuff out the intelligence, skills and capabilities of the people around you. Instead of being the sole source of knowledge and decision-making, you create an environment where everyone feels empowered, encouraged to contribute their best ideas and motivated to take ownership of work.
Most broken pyramids and their diminisher leaders stubbornly persist because leaders fear someone being stronger, smarter or better than they are. The thought magnifies the fear that if someone is better, they will become obsolete. In reality, this is rarely the case and the most successful teams are led by an inclusive leader who allows for access to them and the ability to offer creative alternatives to existing ideas.
Ironically, multiplier leaders often appear stronger, have a better reputation and are greatly appreciated. While this may make a leader feel a sense of personal pride, which motivates them to care more, what matters in school leadership is that the performance achievement of students improves, and communities trust in their leadership. This has reinforced for me, as a school leader and author, over and over again, that putting my ego aside and leaning into the multiplier mindset solidifies the pyramid. In this pyramid, children should stand side by side with me at the top and excel. Bloody noses and all, it’s best to open the door and let people in. Children win.
Opinions expressed by SmartBrief contributors are their own.
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