The Advocate Newspaper published a shorter version of this opinion piece today – which I am grateful for – this is a longer version on the same theme.
Leadership is tested most when something goes wrong, not when things are going well.
As an elected member, I receive concerns from constituents every week. Some are simple to resolve. Others are complex, emotional and important to the people raising them. Whatever the matter, the first step is the same: acknowledge the concern. People who take the time to raise an issue deserve to know they have been heard.
The second step matters just as much. Before responding publicly or making any judgement, a leader gets the full details and does so quickly. Pick up the phone. Speak to the people responsible who know the full details, and ask what actually happened.
Then respond on the facts, not assumptions, broad assertions, second-hand accounts or the heat of the moment. An evidence-based approach does not need to slow or bureaucratic. It is responsible. It protects the person who raised the concern and the people the concern is about.
This matters more than ever in the age of social media. A single post from someone in a position of power can reach tens of thousands of people within hours. Once it is out there, it cannot be called back. When that post is based on an incomplete picture, the consequences rarely fall on the person who wrote it. They fall on the staff answering the phones and emails or trying to respond to mistruths that have taken on a life of their own. They fall on the families of those impacted and the people trying to get on with their jobs.
We all make mistakes. I have, and I will again. What matters is what happens next. Own it early. Don’t wait for the pressure to build, and don’t hope it will quietly go away. If something you did or said did not reflect the full story, apologise. Apologise early for the error and any harm it has caused. This is not weakness – this is strength – strength of character and the actions of a leader.
That apology should be unreserved. No “if anyone was offended,” and no shifting of blame. In one recent, and sadly high profile case, it is our teachers, principals and ancillary staff work incredibly hard, often under considerable pressure, with growing workloads and limited resources are the ones bearing the brunt of misinformation shared without checking facts.
Parents and school volunteers give their time because they care about their children and their community. When public comments expose these people to criticism, ridicule or abuse, the right thing to do is apologise to them directly, correct the record, and make sure the accurate information is as visible as the inaccurate claims were.
A leader should also say clearly that abuse of staff is never acceptable, and should do so loudly enough to be heard by those who have taken their cue from the original comments.
A real leader does not make matters personal. Leaders do not single out individuals or communities, particularly those who cannot publicly respond. Public servants are bound by codes of conduct that largely prevent them from defending themselves in public. That is precisely why those with power and a platform have a responsibility not to use either against them. Concerns should be raised through proper channels and dealt with on their merits, fairly and with respect for everyone involved.
Leadership also means respecting the judgement of those closest to a decision. School communities, guided by experienced educators and engaged parents, are best placed to work through how they bring families together in ways that include everyone. They deserve support, not public pressure.
And leadership requires a sense of proportion. Those in high office have limited time and enormous responsibility. Our community rightly expects that time to be focused on the most serious challenges we face.
Finally, leadership means modelling the behaviour we expect of others. We ask our students to tell the truth, take responsibility for their actions and treat others with kindness and respect. We should expect no less from ourselves.
Trust in public institutions is hard won and easily lost. It is not rebuilt through spin or defensiveness, but through listening, getting the facts right, owning our mistakes and putting things right when we fall short.
That is what leadership looks like.