Michael Fullen says in Six Secrets of Change that if we want to get a lot out of our employees, love them. Of course, this is true. The more connected I am, the more sense I have that my work is valued, that my work makes a difference – all signs of love, then my natural inclination to get better does, in fact, get better.
But what happens when people are not there yest? When people feel inconsequential, cut off, fearful? Good luck if your kid goes to a school whose faculty feels like that. There would be work to do.
Fullen contends that leaders have to mobilize people’s commitment to putting their energy into actions designed to improve things. Would it look like this?
If the teacher creates quality units, then it is VERY likely that good will come, that recognition from Administration would redound to more energy and more commitment. If the Principal’s primary task is to “mobilize commitment,” and can make that happen, then perhaps love is the way.
In this slightly tongue-in-cheek systems model, the Principal and students are the prime movers. To what extent might most teachers be intrinsically motivated to expend energy on the work?
It’s in somewhere in this idea that a teacher’s capacity to carry a load of work might be defined. And increased.