We’ve chosen a few of Dr. Dyer’s excuses that might be familiar to you. Maybe you play them out in your own head, or maybe you hear them repeatedly coming from some of your faculty and staff.
1: It will be difficult (or risky)
This is true, of course, with most things of value. But, were we hired to do the safe and easy things? Or, is it time to take on a big (and risky) idea, which can inspire our team and help the school fulfill its mission more vibrantly?
2: It will take a long time
A constant focus on the short-term (i.e., this marking period, semester, or academic year) will inevitably create long-term risks by not putting into place the foundations for long-term success. If “slow and steady wins the race,” what can we do to build up our stamina and perseverance? Plus, you can put short-term goals in place that eventually lead to long-term success.
3: There will be drama.
Undoubtedly so. But, isn’t the big goal worthy of managing through some short-term drama and upset? Can we inspire team faculty and staff strongly enough that the naysayers and chronic complainers are marginalized into irrelevance?
4: It’s not my nature.
Perhaps so. But if we truly believe in the idea, can we go beyond our comfort zone in pursuit of the greater goal? Popular Top Chef (Bravo TV) contestant Fabio Viviani, a top-notch chef and wonderful personality, could be heard to say things like “I don’t cook burgers. I don’t cook Asian. I do Italian.” Yet to win the competition, the chefs who can adapt rise to the top. Beloved as Fabio is, he got the boot on Season Five and just recently on Top Chef All-Stars.
5: I (we) cannot afford it.
No school can afford everything. But most have enough resources to afford the things that are truly most important to them. How can strategic planning help us discern our true priorities?
6: It’s never happened before.
This is coupled with its close cousin, “We’ve always done it this way here.” What can we do in preparation to get more people on board with the idea, and to make success more likely? One thing to consider is the de Bono Six Hats System or Thinking Hats that can help facilitate productive conversation and limit conversation that restricts progress.
7: The rules won’t let me.
Did we create rules to help us … or to inhibit us? If the “rules” are self-created (and self-limiting), is it time to revisit the rules and consider if they are still appropriate to our current goals and needs?
8: It’s too big.
Can we break a massive or complex project into more manageable pieces? Or, can we bring in others to help who we might have thought to invite in previously (e.g., colleagues, volunteers, parents, etc.)?
9: I am too busy.
What non-essential “clutter” can we remove from our working lives to allow us to focus on the difference makers?
