Lead from the Stern
The last time I sailed a vessel, I was 12 years old. The boat was a 10-foot Sunfish dinghy dragged into a small, muddy lake in the Pocono mountains. So, no, I am not a sailor. However, a recent private tour of a 330-foot 1890s cargo ship at the San Francisco Maritime Park and Museum was awe-inspiring and humbling. Balclutha took a crew of about 26 to sail her with its complicated rigging and 25 sails.
I approached the massive steering wheel on a beautiful, clear day on the bay. I stepped onto the platform, grasped the wheel, and looked out onto the water, wind in my hair. I imagined what it might be like to steer this massive ship and navigate the treacherous waters of Cape Horn. The soundtrack to Titanic played in the background of my sailing fantasy.
My guide kindly but firmly pointed out that I was standing backward, and directly on the compass.
“You are looking off the back of the ship, so you can’t see where you are going, and you can’t see the sails. Turn around and stand to the side of the wheel. That way you can see the sails, the rigging, the compass, and constantly communicate with the crew,” he said.
Well, I felt stupid.
When considered, the experience was a beautiful leadership example. If you are standing with the crew behind you, alone with your thoughts and power, you are not seeing the workings of your organization and making constant adjustments to keep the sails full and the ship afloat.
When I work with clients in a mentoring capacity, we think about several things together. Each engagement and scenario are different, but there are some overarching ideas that you can apply to your leadership journey:
Have you charted your course? Your course could be as broad as the school’s strategic plan or campus master plan or as focused as budgeting resources for each faculty member to have access to the professional development they need to ensure aligned program delivery. You can’t get where you are going without a plan.
What information do you have to make decisions? The captain of the Balclutha had a compass, charts, a starry night sky, crew input, and experience. School leaders have school-collected data, nationally collected data from NAIS or INDEX, social media data, parent and student surveys, faculty input, and expertise. You need enough information to make decisions in the correct timeframe.
Do you have the best crew? Do your people have what it takes to sail your ship? Division heads must lead, and teachers need a wide range of skills to teach at an independent school, including outstanding communication skills with parents. With 20%- 25% of students presenting with documented diagnoses, can your school support today’s students? Trustees must govern, collaborate with school leaders, and be coached to best practices.
Do you have enough provisions? A ship might be at sea for six weeks, and it could take longer if a storm came up. There was a careful balance between the space needed for provisions and cargo. For a school leader, this is a budget conversation. Is tuition in alignment with your market? What does a decline in enrollment mean for your school? Are development efforts working efficiently and focusing on what truly advances your school? Can you attract and retain outstanding teachers and administrators? Do you have enough cash on hand to survive a crisis?
While sailing is not for me (did I mention I get seasick?), the business of leading organizations is. Leaving our overabundance of metaphors on the shore for now, the point is that the best leaders take all relevant information and collaboration opportunities into account as they constantly adjust to guide an organization to fully live into its mission, vision, and philosophy while staying financially solvent.
Let’s talk about your leadership journey. I am always interested to hear how you are navigating.
The author, Jill Goodman, is a consultant working with independent school leaders to advance their school’s mission, enhance their processes, and bolster their skills. Learn more about all services here.
Photo Credit: Miles Goodman
