Leadership Inertia

Leading school districts today is more challenging than ever. The combination of community unrest, lack of public support for K-12 education, and waves of COVID have led superintendents to become overwhelmed. At these points in time, when we become overwhelmed in our jobs, it can be hard to know which way to go, which decisions to make, and how to address the volume of issues which stand before us.

Today, let’s spend some time attempting to understand how operating in an overwhelming environment as leaders can lead to inertia. Also, once in a state of inertia, how to move beyond that point to begin achieving results. In this post, we hear from author and superintendent, Dr. Michael L. Wright, who is a prolific writer on leadership issues.

Many are familiar with the term “writer’s block,” a phrase used to describe one’s inability to move forward with the activity of thinking and writing. Many writers often feel uninspired and unable to simply get started while in this state- of- mind. Interestingly, for a wide variety of reasons, the same thing may happen to leaders. Sometimes, we get stuck.

Newton’s First Law of Motion, often referred to as the law of inertia, suggests a body in motion remains in motion until it is acted upon by a force of equal to or greater power (Earman & Friedman, 1973). Movements, even small ones, generate change. Perhaps, that’s why taking the first step toward addressing complex challenges oftentimes appears so daunting? In both instances, writer’s block and leadership inaction, may be overcome through modest but practical steps.

For example, Basadur (1991) suggests that creative actions using a three-stage process of finding, solving, and implementing help leaders work through even complex issues. Truthfully, any system that encourages reflection, organization, and action proves helpful.

Notably, as a leader, I have used an even more fundamental approach for over two decades when confronted with what seems to be an insurmountable issue. I usually do not create these dilemmas, but I’m expected to resolve them.

Over the years, I have learned the value of identifying just one thing I can do immediately that sets me on a path toward solving a challenging problem. I’ve also discovered that even small actions build positive momentum and strength, enabling me to take subsequent steps toward a more detailed solution. The moment I act, I find I’m no longer “stuck” in the rut of inaction. Instead, I’m moving ahead. I’ve created forward movement and breaking my state of inertia.

What’s even more effective is to take the same approach in a team setting. Invariably, problem-solving requires creativity, and creativity promotes engagement and solution-oriented thinking. In fact, often, the most critical step a leader takes toward addressing a complex issue is to reach out to others for input, ideas, and help. I call this step breaking leadership inertia. This momentum propels people and organizations toward “small wins” or successes, providing energy or positive motion toward desirable outcomes. Interestingly, creative planning also promotes hope, energy, and teamwork (all of which are essential to any effective leadership effort).

For years, influential leaders have understood and employed the power of brainstorming. When people come together with purpose, their collective focus tends to bridge differences, foster feelings of teamwork, and produce outcomes far superior to individual endeavors. And plans or (actions) developed through consensus-by seeking input and ideas are usually more broadly accepted and supported. After all, people tend to support what they had a hand in creating.

So, the next time you feel your leadership efforts have stalled, or you’re unable to simply get up and get started, I encourage you to consider any of the following:

1. Define the problem(s) you think you must solve.
2. Focus on just one aspect of any issue you’re attempting to resolve.
3. Write down one action you can take immediately to help get the ball rolling (building positive momentum).
4. Finally, act! Determine what can be done and do it!

In conclusion, sometimes, your leadership responsibilities may appear so weighty and unsolvable that you freeze. Don’t worry; anybody that has ever been responsible for anything experiences these feelings. What’s important is that you develop the tools, skills, and confidence to push past these moments, remembering even small steps may ultimately make a big difference.

REFERENCES

1. Basadur, M. (1991). Managing the Creative Process in Organizations. DeGroote School of Business Working Papers Series: http://hdl.handle.net/11375/5599
2. Earman & Friedman (1973) Philosophy of Science. Vol. 40, No. 3 (Sep. 1973), pp. 329-359 (31 pages). Published By: The University of Chicago Press