The author references a poll of 2,300 employees drawn from a number of companies and
“If a soccer team had these same scores (rate of interest, trust, and understanding), only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.”
The findings of this study provide an important message for all organizations, including schools. This is especially true for those organizations that try to "grow" staff members like people grow mushrooms - keep them in the dark and pile fertilizer on them.
Information can be enlightening and empowering. The mission of a school must be credible, believable, and inspiring. Strategic goals should not be secrets developed by a select few people sequestered in a big conference room. Objectives should be relevant and meaningful, collaboratively crafted, discussed publicly, and clearly communicated in varied forms. Encouraging all staff members to become situational leaders lends credence to the saying that, "power is the only thing that multiplies when it is divided." Looking ahead through the telescope of an inspiring vision is critical. You can't move forward if all you're doing is looking behind yourself to cover your rear end. Transparent, transformational, servant leadership can leverage progress through people. Investing in people as human capital is more likely to prompt their enlistment in contributing to goals of the school than coercive, top-down directives that produce compliance at most, resistance at least.