296 Learning and Leading with Habits of Mind
We t e a c h s t u d e n t s t o m a k e s u r e t h e y u n d e r s t a n d a l l t h e di r e c t i o n s
before starting an assignment, but in our own professional lives we don’t
read the memo in full and then we complain about the action needed.
We m o a n a n d g r o a n i m m e di a t e l y a b o u t a h i r e o r a c h a n g e i n p o l i c y w i t h -
out learning about the rationale behind it. We immediately jump to a
negative judgment of a proposed program (such as block scheduling or
teaming) without thinking through either the pros or cons. We admit to
ourselves that some of our responses just weren’t “ready for takeoff.”
And getting things ready for takeoff is key when we want to make a
successful change as a systems-savvy leader. Managing impulsivity for
adults takes many forms; it’s not just stopping the occasional “blurt out”
in a meeting. It’s paying attention to body language during meetings or
interactions—to the eye rolling, the slumped shoulders, and the audible
gasps. It’s waiting 24 hours to respond to a memo, a proposal, an e-mail,
or a comment. It’s noticing when a teacher is ready to begin teaching a
class and choosing not to interrupt her as she is closing the door. It’s not
bringing up a major emotion-laden point with a teacher five minutes
before school begins. It’s practicing responses that respect both ourselves
and our colleagues when we are caught in a pinch—such as saying, “I
always give myself 24 hours to think about a new proposal” or “This is
complex and has many facets to it; I’d like to take a bit of time to think this
through before I give my perspective.”
Managing impulsivity isn’t a problem for everyone. For some on the
systems-savvy path, the key will be to manage passivity. Some educators
know they never speak up. They wait until it is too late, when the decision
has been made and the schedule finalized, and then they are hurt and
frustrated but say nothing because they didn’t say anything at the onset.
They perceive those who come to a meeting and steamroll through the
agenda as pushy and intense. They fear they never have the right words
at the right time and always wonder how someone else can marshal the
right phrases at the perfect moment while they are bumbling around look-
ing for a sentence stem and worrying about stuttering. Managing passiv-
ity is as much of a challenge in becoming an agent of change as managing
impulsivity. Learning how to advocate, not just inquire, can increase feel-
ings of empowerment. Practicing with colleagues and getting more skilled