In the first lecture, titled “We Are
Sherpa”, John Peachey took a narrative approach, describing the life and
challenges faced by many climbers who have attempted Mount Everest
(successfully and not). The ambitions and risk-taking mindsets of these people
were inspiring in their own right, as they pushed their physical and
psychological boundaries with the full understanding that there would be no
help if the slightest mistake lead to their downfall. The success of NZ
mountaineer, Edmund Hillary was also explored; not only was his work ethic
discussed, but the effective way he used the platform his success placed him
on. His leadership in the community parallels with the rules of climbing a
mountain: just making it to the top doesn’t count as success. You make it as a
team, and the climb doesn’t count unless you make it back down.
Even with the schools he opened, the
people he inspired, and other positive outcomes that form his legacy, the key
point of Peachey’s message was none of these would have happened if not for his
Sherpa, Tenzing. Sherpa are the spiritual keepers of the mountain. Their job is
to put their lives on the line so that others can have a moment of glory on the
summit. They know the mountains better than anyone else and use their knowledge
and ability to lift others into places they can succeed without the spotlight
that the hero gets. While there are different leadership styles, and there
certainly isn’t anything wrong with having your moment on the summit, as
leaders, John’s encouragement is that we seek to be like the Sherpa: humble.
Asking ‘how can I help you get there rather than ‘let me show you how it’s
done’. A trusted guide.
In a similar vein, Chris Bradbeer
discussed the meaning and application of collaboration in the context of
education and its significance to leaders. When involving ourselves in projects
and initiatives, there are many blockers to successful collaboration, from
differing opinions as to what constitutes as progress to the risk of escalated
tension. Collectively, we defined collaboration with ideas such as appreciation
for others, sharing ownership of ideas, and taking part in discussions. In
order for any of these descriptions to be successful in action, the driving
component is building trust among those involved; among other ways of building
this, they can be well summed up by ensuring there is consistent and effective
communication from leaders. This promotes strengthened relationships, which
leads to more honest feedback, which results in better decisions made. In order
to carry out effective collaboration, it isn’t so much an imperative that
everyone agrees; but by taking these measures, you progress in creating an
environment where there is an active willingness to support the group’s
direction.
While these two seminars were conducted in
different styles and focused around different topics, there was a complimentary
quality in the way Peachey and Bradbeer encouraged us to be the most effective
kind of leader. People lead in different ways, but the tools they presented had
a common emphasis on the importance of empowering those that you interact with.
By doing so, leadership changes from what you do to who you
are.
By Tim Bartja, In-School Leader, ANI
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