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When
the Choir Began to Sing
offers practical tenets and guidelines that can give all
members of your organization a new perspective on the
leadership role that is waiting for them--if they only look
within themselves and to each other.
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Use this
book to:
- Inspire a study group of key
members of your leadership team.
- Reorient staff thinking before
staff tackles a major problem.
- Cause action among a group you are
leading.
- Reignite leadership during a period
of change.
- Teach a leadership class.
- Strategically empower a group to
move forward.
- Guide a group to build from
strength rather than weakness.
Order 10 or more and receive a 10%
discount.
Click
here to read more or place your order!
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Richard Maxwell, Executive Director of the Buckeye Association of
School Administrators presents the Exemplary Leadership Award to Dr.
Eastridge (October, 2004). |

Dilemmas of Decision- Making
Most of us know that one skill
leaders must posses is the ability to listen and seek counsel in order
to make decisions that are most beneficial to the organization they
serve. Furthermore, we would agree that information should be sought
prior to the time of making a decision. But problems arise even as we
begin to collect the information. These problems often relate to who
will provide the information, what costs are attached to acquiring the
information, and whether the information will serve to answer the key
questions.
One of the greatest barriers in
information gathering is the “noise” surrounding an issue. The
“noise” is that “cloud” of opinion that seems to repel all attempts at
dialogue about the merits of various views. It acts like a shield
against other views and serves as a comfort spot for likeminded folks
who are relentless in defending their position. It is very difficult
to understand why these people have taken strong positions when they
have little or no data.
In the minds of some,
superintendents are employed to make good decisions. Seeking data and
public opinion through the use of surveys, focus groups, and media
coverage are often interpreted as attempts to get in front of the
parade rather than taking a position and moving the organization
forward. It is an interesting paradox to find yourself in the
position of attempting to listen to people’s concerns and ideas of
people and then receiving criticism for doing so.
As in all functions of leadership,
costs and tradeoffs that accompany our actions. On one side is the
need to understand the feelings and impact of potential decisions and
on the other the expectation that your character and values will guide
you in a way that will lead you to make the correct decision. How you
can do the first without having a strong grounding in the second.
Superintendents Only (February, 2003) 8.
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