PRINCIPLES OF A PRINCIPAL- WHAT LEADER AM I?

 

I am not the best. But I have aspirations to be the best. 

You aren’t the best too. But you can be?

We learnt through schools to stand and lead, we are trained on theoretical leaderships in literature, we have experiences to lead, but it is the basic moral character and spiritual nature a man exudes that complements his leadership character. 

Having worked under several school principals in 17 years of my teaching career, I had the fortune to gather wisdom and lesson from those leaders. These experiential learning have made me a better leader than I can be.

There were those, who were dictatorial; an autocratic power center, whose decisions were always right and our opinions are mere old time music. Going to school was a race, and going to class a minute late would call for an explanation. The meetings were a quiet listening session with yes for everything presented.

There were no consensus for what responsibilities we must take, The role notifications were nailed on the notice board to be adhered to, and I became School Health Incharge by the edict! Getting called to office aroused doubts if anything was wrong. We had less to decide what and how to do things.  

There were principals who overhauled changes overnight to the ways we work, like magicians . There was no space to sit and make decisions.  When meeting were convened, there were heated arguments, making stage for debates to prove rights by the height of who could speak louder. It was neither productive nor lasted long to create coldness in the campus. teacher gave in to feigning obedience, displaying acceptance with ease to keep comfortable. Sometimes tears were shed in the office, and principal too wept in her defeat.

There were those principals, who were leaders I wanted to become. They seemed like an emotional clairvoyant, being able to understand others’ emotion and work through that wisdom. They were like a motherly figure, a quiet and calm authority, who drew respect through his compassionate act and accommodation. They were complete concoction of research paper leadership, a leadership of benevolence and little of everything convenient by circumstance. They were a winter warm climate, unpredictable yet a beautiful, stillness of a prayer flag yet effusing warmth and synergy and balance of a man we want to trust. 

There were others, who have become my teachers in making me learn lessons on what makes man a sober leader, a more humane leadership. I learnt it’s not always a doctoral certificate or years of experience that makes a man a good leader. Evolution in accordance with time, our leadership values, characteristics and skills is far more important than holding on arrogance of experience. 

A good leader is loved by his colleagues for his emotional stability, for his calming words and positive attitude. A good leader do not yell and command authority by fear. A good leader is approachable and inviting. A good leader is able to communicate with mindfulness, with understanding and kindness. The office of a good leader is a home where decisions are shared and outcomes are credibility of everyone.

In the years of my role a principal, I have learnt to work from a philosophy I have chiseled from experience, reading and reflection. For me leadership is not a position of authority but of duty and responsibility. It is not a position of power but accountability of service and people I serve. 

A good leader must be defined also by his balance of moral and spiritual character, displaying consistency in his emotional atmosphere to any triggers. 

A battle at home, an argument with a colleague, a lapses at an event, a broken cup at home, theft of new sneakers, lateness of people, for instance do not shake the moral character of a good leader. The habit that only sees faults and never appreciate small goodness and achievements is a fallacy which corrupts the leadership performance. Being able to plough people to work by insinuating fear of reprisals does not qualify a good leader.

This age demands bringing people together to serve humanity, from making team decision to devolving authority for work. I have learnt that those who work around me are as human to err and as human to excel. The ability to make recognition of even small successes, efforts and attitudes, is more compelling if harmony must be cultivated. The honour we give each other is what harvests happiness, and that brings accomplishments and fulfillment in life

We have come from a century when knowledge was power to lead by pride and dominance. Today we must take steps to deepen harmony and happiness by working as friends than as competitors for strength and medals, certificates and stars! 

Without transformation in our own self, it is wrong to demand outcomes from services. In fact, the urgency to realise that we need to change only increases by the position of responsibility we hold.