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.

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.

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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.