You read about a new technology on Twitter. You love how the teacher used the tech to support learning and empower students. You decide to do a little research; you look at other examples of people using this same technology, gather information about the lessons that went well and discard the ones that don’t align to your philosophy of teaching. You decide to move forward, reinventing a lesson you’ve been doing for 12 years and replacing it with the new, innovative one. The first day you try the lesson it bombs horribly. Half the students couldn’t access what you needed them to and when everyone was finally able to log on, the fire drill went off taking up the rest of the time allotted to that lesson. Frustrated, you spend your prep planning a better way for the students to access what you need them to. The next day you try again and with the help of the Library Media Specialist for some extra hands, the lesson goes smashingly well.
This is an example of the entire risk-taking cycle. The act of risk-taking is not an event. It is a cycle of planning with a final determination if the risk is worth the reward, moving forward, and reflecting afterward. Because risk-taking is a cycle there needs to be support in all the different stages. A thumbs-up and a pat on the back at the end of a successful try isn’t enough. Also, risk-takers need to understand their role in calculated risk-taking and do their due diligence in creating opportunities for themselves or students by thinking through and researching whatever they are trying to accomplish. This understanding should come from building a culture of risk-taking support to enhance any innovative and divergent teaching that might be happening already.
Like with anything, the impact of a risk is on a continuum. There are some risks that we take everyday that require some forethought and planning but not necessarily research and extra time. These risks are smaller and have less impact. Implementing a technology into a lesson, for example. Then there are huge risks that have a higher impact. The decisions impact a higher number of people in a more significant way. For example, creating a blended class where students can choose to come to class or work online most of the time throughout a semester. The amount of time that is spent in the cycle should depend on the impact of the risk. Also, the amount of support given during the cycle may also depend on the significance of the outcome to the risk-taker. In other words, how much of their heart do they have wrapped up in the outcome of the risk?
As I work with more and more district leadership, I see a few different types of risk-taking supporters. As with risk-taking, the amount of support that leadership gives is on a continuum as is the amount of support that the risk-taker needs depending on their confidence level. Many leaders are beginning to see the value in supporting risk-taking but where things get hazy is when a risk isn’t calculated, the outcome is negative and everyone is looking at each other like, “how did that happen?”, especially if the impact is high. From the standpoint of leadership, it is in a leader’s best interest to be involved enough with their staff that they know when a risk that falls into the higher impact category is going to happen so they can support from the get-go. From the standpoint of the risk-taker, having the support of leadership should increase confidence.
Leadership who supports throughout the risk-taking cycle will:
- Be curious about the new idea. Ask questions. Offer any potential insight or experts in the topic they may know.
- Be collaborative while the impact of the risk is assessed and researched. During this time, if leadership pushes back with questions, it is a great opportunity for the risk-taker to embrace their ideas as potential roadblocks and be proactive in planning for those potential failure points.
- Be encouraging. There are times when being a cheerleader is appropriate.
- Be proud. If you have teachers trying new things that are amazing, be grateful for your ability to support a culture that supports and encourages, and for the teachers that you have who are willing to take those risks and be innovative. Tell them you’re proud of them before they have even gone through with the risk.
- Be a model. Take calculated risks. Be open about your worries. Be vulnerable when you fail. Show the people who are afraid what it’s like to do it anyway.
Many times when I discuss leadership “should dos” I will be approached by teachers that their leadership doesn’t act that way and there’s nothing they can do. But, there is. If we believe that leadership isn’t a role, I would challenge those teachers by saying they are the leaders, too. They can be the role models and support their colleagues through the risk-taking process. We all have control over the culture that we desire in our organizations. Teachers can also be those five characteristics listed above. So, if you believe your administration doesn’t do it this way, then show them how it’s done.
The more support that we are able to offer each other during the risk-taking cycle, the more likely we are going to be successful in the new, innovative and divergent teaching methods we want to try. The more we take calculated risks, the more practice we get at being a risk-taker and conquering our fear that something major will go wrong. Risk-taking is more than just celebrating the successes. It’s more about the learning that happened during the process before the success occurred.
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