“Leaders (and teachers) who know what they are doing will aim for the heart. They connect to the deepest values of their people and inspire them to greatness. They make the business case come alive with human experience; they engage the senses, create messages that are simple and imaginative, and call people to aspire.” John Kotter
It is probably true that attitude matters…possibly the most. It is also probably true that this determines our belief in what is possible, determines the questions we ask and the quests that we embark upon. Attitude is everywhere; it determines our limits and those that we expect of others…it is the underlying attitudes that determine the outcomes and progress of students in classrooms and schools/academies. It is also probably true that urgency, purpose, emotional connection and ownership are key for developing, fostering and motivating positive and focused attitudes that are aligned to the ambitions of the individual, class or organisation.
…Urgency is often the key to aligning and propagating attitudes – attitudes that can transform and create unusually positive outcomes. The compelling urgency for the safe return of the Apollo 13 astronauts is a neat example of how attitude sets the challenge unwaveringly and achieves what appeared to be a miraculous return to Earth… taken from the script of Apollo 13 (edited)…(click picture for the video clip)…
GENE KRANTZ (FLIGHT DIRECTOR) – So you’re telling me you can only give our guys 45 hours. It brings them to about there… Gentlemen, that’s not an option.
(the use of the visual on the blackboard here is key – people need to see and feel a problem – only then are they likely to be moved to action.)
MOCR ENGINEER – Gene, Gene. We gotta talk about power here…
CONTROL – Without it they don’t talk to us, they don’t correct their trajectory, they don’t turn the heatshield around… we gotta turn everything off. Now. They’re not gonna make it to re-entry…With everything on the LM draws 60 amps. At that rate in sixteen hours the batteries are dead, not 45. And so is the crew. We gotta get them down to 12 amps.
MOCR ENGINEER – Whoa. 12 amps! – How many? – You can’t run a vacuum cleaner on 12 amps, John.
GENE KRANTZ (FLIGHT DIRECTOR) – Well, we’re gonna have to figure it out. I want people in our simulators working re-entry scenarios. I want you guys to find every engineer who designed, every switch, every circuit, every transistor and every light bulb that’s up there. Then I want you to talk to the guy in the assembly line who had actually built the thing. Find out how to squeeze every amp out of both of these goddamn machines. I want this mark all the way back to Earth with time to spare. We never lost an American in space. We’re sure as hell not gonna lose one on my watch!. Failure is not an option!
(the attitude here compels action, it expects much and takes a “whatever it takes” approached to a well defined and clear, compellingly urgent problem. How far does this type of attitude permeate our classrooms and academies?)
…and from Star Wars… (the importance of certainty and purpose of moving to action – committing to a key internal decision to do something..)
Luke: All right, I’ll give it a try. Yoda: No. Try not. Do… or do not. There is no try.
Luke: I don’t, I don’t believe it. Yoda: That is why you fail.
All of which begs to question how do we recognise, use and provoke great attitudes, that make everything possible and does whatever it takes in our academies and classrooms?
What if we understood how our attitude and that of others around us interact to achieve our ambitions or hold us back? Consider your colleagues and students … are they drains (takers of energy) or radiators (givers of energy)? What if we also considered Adam Grant’s great book, “Give and Take,” which provides greater insight and highlights that there are three types of people: Givers, Matchers and Takers. Takers only seek to gain from others, these add little or hold organisations back. Matchers, match what they give with what they have received. However, he argues that the Givers are the most and least successful…
“This is what I find most magnetic about successful givers: they get to the top without cutting others down, finding ways of expanding the pie that benefit themselves and the people around them. Whereas success is zero-sum in a group of takers, in groups of givers, it may be true that the whole is greater than the sum of the parts.” ― (Adam Grant)
Question: how do we create the conditions in our organisations that reward and support Givers?
What if we realised that establishing the WHY (Sinek), the PURPOSE (Pink) and aiming for the heart (Kotter) is key to motivating and harnessing buy-in. This has a direct impact on attitude and on mobilising the inner drive to improve and succeed. It is interesting how these ideas line-up. Simon Sinek argues that people don’t buy what you do, they buy why you do it … Dan Pink identifies three things that are important for people to feel/achieve success – a motivating purpose and the autonomy to seek mastery. Allied to John Kotter’s thoughts around aiming for the heart, we have the recipe to secure and maintain individuals attitudes and for keeping these aligned to the organisational, class or individual ambitions.
What if we realised that as teachers and leaders in addition to securing the why, we must also give autonomy and ownership of the how? This is important because to maintain a “whatever it takes attitude” there needs to be ownership and a freedom to determine the what and the search for mastery. This must also involve pushing the decision making closer to the action (David Marquet). What if we understood the motivating power there is in ensuring the attitudes and approaches value the near-win and the journey toward mastery? How do we reward the near win with our colleagues and students? As Sarah Lewis discusses, those seeking mastery have an attitude that drives them to strive and feel success in the near wins…
What if we realised that by keeping the moral purpose at the centre, investing time on the why, reaffirming the purpose and by appealing to the emotional drivers we maintain high urgency in the system – be it at individual or organisational level. It is this owned inner drive, the intrinsic motivation that will compel toward action and keep attitudes aligned with the ambition. Chip and Dan Heath highlight the key is to motivate the elephant as well as the rider…
- Find the feeling (WHY/Purpose) – make people feel something
- Shrink the change (How) – shrink change so that it does not spook the elephant
- Grow your people – instil a growth mindset – attitude
(taken from Switch, Chip and Dan Heath)
What if attitude is about feelings and that stories are uniquely placed to motivate and develop attitudes that align with the ambition? As John Kotter highlights…(how often do we use stories … particularly those that tell of a preferred future?)
“Neurologists say that our brains are programmed much more for stories than for abstract ideas. Tales with a little drama are remembered far longer than any slide crammed with analytics.” (John Kotter)
What if we also understood that positive attitudes stem from a growth mindset? (Carol Dweck)
What if we also understood that we need to develop attitudes in line with being deliberate? (Malcolm Gladwell) Leaders, teachers and students whose attitude drive them to…
1. …be motivated and exert effort to improve their performance.
2. …engage in tasks that take into account their pre-existing knowledge.
3. …seek and receive immediate informative feedback and knowledge of the results of their performance.
4. …repeatedly perform the same or similar tasks towards near wins…mastery.
“Success is a function of persistence and doggedness and the willingness to work hard for twenty-two minutes to make sense of something that most people would give up on after thirty seconds.” (Malcolm Gladwell)
“Beneath every big talent lies an ignition story – the famously potent moment when a young person falls helplessly in love with their future passion.” (Dan Coyle)
For Albert Einstein, that moment happened when his father brought him a compass.
“Einstein later recalled being so excited as he examined its mysterious powers that he trembled and grew cold…. [Einstein wrote] “I can still remember – or at least I believe I can remember—that this experience made a deep and lasting impression on me. Something deeply hidden had to be behind things.”
What if we recruited much more on attitude, understanding that skills and knowledge gaps are easier to close? Particularly because getting the right people on the bus is the key to great organisations (Jim Collins).
What if we realise that asking challenging questions and setting expectations high can instil desired attitudes? If we ask ridiculous questions we prompt different possibilities and perspectives. (Questions must be based on the brutal truth of the present reality.)
- “If your life depended on it what would you do?”
- “What would we do if the target was 100%?”
- “What do we need to do now, such that everything else is either easier or no longer required?” (Keller)
It is often the second question that really makes the difference – having attitudes and approaches that dig deep to understand problems and to find solutions that aren’t immediately apparent. What if we also realised that this is about getting the right people in the room – those best placed to ask the right question and not so many to complicate the answer. Steve Jobs only met with 3-4 people – any additions were removed.
Maybe then we would pay much more attention to the attitude of leaders, teachers, staff and students …and seek to create the conditions that foster positive and aligned attitudes.
Maybe then we would also look to other examples like the Apollo 13 mission and learn that attitude rarely exists without purpose and urgency – it does not happen in a vacuum. We might work harder to engage the emotions to drive attitudes and approaches.
Maybe then we would work harder to create the conditions necessary to ensure healthy and positive attitudes.
Maybe then we would work harder to generate or communicate urgency and that this needs to be born out of a clear moral purpose and that this is best aimed at the heart.
Maybe then we would find more ways to reward attitudes that drive us toward success.
Maybe then we would be more attuned to understanding the importance of and the need to create conditions for ignition … to ignite a passion in a colleague or our students … that will propagate attitudes than align with our ambition.
Maybe then we would recognise the importance of attitude and stance when recruiting – getting the right people on the bus.
Maybe then we would understand that autonomy and ownership of the how and what are key to generating the motivation required to propagate great attitudes
Maybe then we would create organisations and classrooms where attitude is understood, fostered and grown – because attitude matters and failure is not an option.
“Try again. Fail again. Fail better.” (Samuel Beckett)