Effective Communication is a SUPERPOWER: How SUPER are you?

Honestly. How many conversations did you have today? How effective were they?

School leaders are tasked with the seemingly never-ending responsibility of solving organizational problems. Effective communication, whether two party or within a group, is a superpower public school educators cannot afford not to possess.

Tobin (2014) concluded that managing an overwhelming list of demands requires building principals to have exceptional oral communication skills. He further explained that principals devote upwards of 70 – 80% of their time in interpersonal communication, most of which is face-to-face and by telephone. Effective communication is not instinctive, but must be learned and routinely practiced. An effective leader’s goal will be to ultimately master this this superpower; as it remains a key element of leadership development. The more effort and practice you exert in this area of skill-building, the more instinctive and effective your communication abilities will become. Even ‘Superman’ and ‘Wonder Woman’ had to train their skill set, with time being the fundamental factor, to become a few of the mightiest Super Heroes in comics. Now, while this is reality, all change takes time and personal commitment to become better…a better communicator.

Teacher and student outcomes are directly influenced by the effectiveness of your communicative efforts. Poor communication and delivery will lead to frustration, misunderstands, and conflict (Tyler, 2016). In schools, ineffective communication is a trickle down affect from leaders to staff to students and parents. Many school related problems could be avoided by improving communication efforts, starting with school leaders. We must take care in how we speak to our staff, students and parents. The manner in which we use and deliver our words can make or break delicate relationships we have worked so diligently to build. Fostering and maintaining a collaborative school culture is worth taking the time to manage your disposition, tone and body language to ensure that you maintain your professionalism and integrity and that of your school or department. Effective communication is key for all stakeholders involved, including building team culture and providing the excellent customer service.

Ways to build your communication SUPERPOWER

1. Listening first

Far too often we stand ready at attention for quick response instead of dedicating our attention to the people to whom we are speaking and seeking clarification when we don’t understand. The outcomes of any conversation should include clarity and understanding.

2. Push “PAUSE”

Taking time to think about what you want to say and how to say it will often deepen your connections to others, build greater trust and respect among staff, and improve teamwork, problem solving, and your overall social and emotional health

3. Self-Reflection

Grant yourself the time to reflect on the crucial conversations you’ve experienced throughout the day. Internalize the best approach for effectiveness to deliver the most productive outcome possible. Questions to consider:

• Did I communicate in a way that was offensive to the other person?

• If the other person used the same tone and body language with me, would I be offended?

4. Ask for HELP

Consider the feedback of those who work closely with you such as a mentor, former colleague, assistant, etc. The individual needs to be someone you can rely on to give you honest and constructive feedback.

Regardless of your leadership style, effective communication is a superpower and vital leadership skill we must develop. Effective communication allows us to connect, influence and relate with people in meaningful ways. Use your power wisely.

References

Tobin, J. (2014). Management and leadership issues for school building leaders. NCPEA International Journal of Educational Leadership Preparation, 9, 1-14.

Tyler, D.E. (2016). Communication behaviors of principals at high performing Title I elementary schools in Virginia: School leaders, communication, and transformative efforts. Creighton Journal of Interdisciplinary Leadership. 2(2), 9.