How to Become a School Leader During the COVID-19 Crisis

Figuring out how to deal with the traumatic crisis caused by the effects of the pandemic is one of the biggest concerns for every education leader out there.  

Whether they’re called the principal, headmasters, or directors of the institution – they all play an integral role in the education system.

Most of the education management are playing significantly new roles. These leaders are stepping into roles to serve students with whom their connection is limited to devices. Playing a leadership role is a challenge especially in times such as this, the pandemic. But leadership is becoming roles are becoming more important amid the crisis.

Due to the unprecedented change altered because of COVID-19, most leaders do not have a set direction to follow.

However, below are some of the best recommendations a leader can take:

Understand yourself

Understand oneself is critical. You need to analyze your core values, especially when looking to enter a leadership role. Thinking about the biases you hold, factors that inhibit strengths and weakness, how you think you will be perceived are some of the questions you’ll need to face. Every conversation made during the entry-level may trigger doubts and despite having multiple identities, you will still be emotionally triggered. This is where you need an analysis – understand the “whys”. Doing so will help you understand what you’re trying to achieve. It will help you find a purpose to stay focused on the people you lead.

Understand the context 

As you enter as an education leader, your emphasis would first be focused upon interacting with the board members, colleagues, education management, and supervisors. Having an interaction with them will give you a clearer perspective and help understand the current context.

In such cases, one of the major drawbacks is the efforts that are required to understand the community’s history. Their story of opportunity, oppression, or leadership for social justice and their connection with the day to day challenges.

The COVID-19 time is when it’s important to locate formal or informal leaders, connectors, and leaders.

Being transparent

An entry to leadership requires you to be transparent. People need to have a clear view of what and how you’re going to do things while focusing on activities that involve building trust. You need to earn the trust of your people, only then you’ll be called a successful leader.

Sadly, we don’t find trust amongst communities where the institution has done wrong. Critical to leadership is to seek multiple perspectives. How to see the people or show the level of competency by getting some wins during their early leadership entry. For instance, social media is one platform wherein you receive a lot of feedback. Also, you need to be open to every feedback you receive.

Embracing the dual-track agenda

A dual-track agenda simply means that the education management and the leaders need to do their daily work of leading people through the crisis while taking on opportunities the crisis throws at you. Simply said, a leader looks for challenges or strengths to hold on especially during the entry-level. So, a leadership role in the present day will require leaders who can heal, repair, and transform.

You need to let your people and community know about your approach. This will give them the confidence that you’re capable of acting while also simultaneously leading your organization toward the path to success.

Be an empathetic listener

As organizations develop ways or plan to stay engaged with people such as students, students of color, and those marginalized, the leaders must possess the ability to listen. Nothing beats being an empathetic listener especially if you’re going to lead an education organization. 

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