Reflection for Module 6.3

It is the middle of report writing and you overhear two teacher colleagues complaining about the light teaching and reporting load of the teacher librarian. Pick one to reflect on in your blog that draws on your learning about leadership this session to build productive partnerships.

I chose this scenario because to my shame, I have been guilty of it. This was many years ago, well before I had any understanding of the role of a teacher librarian (TL). As a subject teacher, my thoughts changed when I moved to a new school at the same time a new TL started. She was EVERYWHERE. I had never seen this happen. No hiding, no shushing – absolutely none of the stereotypes in my mind. She was in classrooms, she sat on the senior leadership team of the high school. She was regularly asked to sit on staff feedback panels and on potential employee interviews. She didn’t hide at Parent Teacher Conference night. She coordinated the IB Extended Essay process in tandem with the IB DP coordinator.  She was the first point of call for any referencing issues. Students would say “I’m not sure what I’m looking for but it’s kinda like this….” and she would find it (or teach them how). Our academic subscription databases increased and were compiled more effectively. As a subject teacher, her involvement in so many different areas of the school and her advocacy of the school library was so very visible. It was really due to her that I started to think that I could follow in her footsteps. I loved the look of the diverse nature of her job. The library had come alive. Now that I am undertaking a Masters of Ed Teacher Librarianship course, I see what she was really doing (and much more besides) – the theory and rationale behind her practice. 

With this background in mind, how would I handle the above scenario as a TL? If I overheard this complaint, I think the wisest course of action would be not to confront the teachers at that moment – it could possibly inflame the situation and lead to a fruitless comparison of schedules. A quick word of retort in this scenario may damage any possibility of a future working partnership, to the detriment of the students.

Instead, I think I’d have to sit down and really think. What has led them to believe the TL has a light load? Have I not advocated for the library enough? Am I not visible enough? Where am I spending my time? In fact, the more I think about it, overhearing such comments would provide a good opportunity for reflection. It may be uncomfortable, but maybe I would have to analyse in what ways I can promote visibility better. (Boyd, 2021, Korodaj, (2019) and Jones provide guidance here). It could be that there are gaps that I could be more proactive in, to increase staff understanding about what a TL does through the library.  Or it could be that some teachers just really don’t want to understand what a TL does. This happens (and in my experience, usually it is the same teachers who are more cynical towards the structures, processes and other staff members around them.)

After reflecting, and no matter what the conclusions, I think I would actively reach out to the teachers who I overheard, asking if they would like to collaborate on any upcoming units, would be interested in literary learning resource kits, would like help with planning assessment rubrics for research tasks etc. I could begin the conversation by saying “I noticed that you were doing XYZ…and I thought of an article that might be of interest to you….” Maybe this wouldn’t work at all, but I think it demonstrates servant leadership. Coming alongside, asking questions, being willing to listen, and to support in a very practical manner. Generally, just being available and indicating to the teacher an open door. Fingers crossed, it might make a small dent in their negative perceptions of the role of a TL. With these actions, it may open up the way to a future positive, productive relationship with these teachers. 

References

Boyd, K. C. Advocacy 2021 style and beyond. Knowledge Quest 49(4), pp. 26-31.  

Jones, A. (n.d). School library advocacy resources. Live Oak Middle Library. https://www.lomlibrary.org/library-advocacy.html

Korodaj, L. (2019). The library as ‘third space’ in your school. Scan, 38(10), pp. 2-9.

Mary1826. (n.d.). Speaker. Pixabay. https://pixabay.com/illustrations/speaker-lecturer-speech-conference-2148213/

 

 

Leading from the middle and conflict

These are the results from the conflict style test that we were asked to take. As I reflect on my only experience of mid-level leadership (Head of Department for grades 9-12, ten staff members in the department), I think the results are fairly accurate. We seemed to have a lot of conflict between individuals of the department as well as between some members of the department and the assistant principal and principal. When I took over as HoD, the road had been very rocky for the department in the previous years with factions and divisions.

Leading this group was challenging. I had no previous experience, nor was mentored in any way. The high school principal did not follow through with the more difficult conversations that I know needed to be had with underperforming, deliberately obstructive and negative staff members. 

When dealing with conflict, I always took an active listening approach, and would let colleagues talk (in many cases, rant!) about their point of view before asking clarifying questions. I was always willing to mediate between two people (although this often resulted in just ping-ponging back and forth).  Compromise and collaboration were always my preferred ways of moving forward. However, I feel really let down by the senior leadership in the high school as there was only so much I could do with the varied issues brought to my attention. Yes, I could listen, yes I could mediate, yes, I could take on more work/duties to relieve others of the burden, yes, I could bring individuals together and try and hold them accountable. But I was not in a position of ‘power’ to change structures, to really challenge a colleague’s attitude towards work and missed meetings, or to effectively advocate for more staffing. I feel that being a mid-level leader in this situation led to a dead end. I do know for sure that the members of my team felt ‘heard’ by myself (they said this repeatedly) but they would resign themselves to me not being heard by the senior leadership. 

I am saddened by what I experienced and saddened by the knowledge that the HoD who came after me also experienced the same thing and resigned the position after one year.  I learnt a great deal from my experience and can reflect on what I did well, and the conversations and situations I would now have approached differently. This unit has helped me to better understand the styles of leadership and to put labels to where I had (previously) no words of description. This helps put the experience into perspective and my local context. I am heartened that the school is now taking mid level leadership more seriously, and a forward thinking and intuitive assistant principal is currently running a mid level leadership course which has been received enthusiastically and very well attended.

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