One of the consistent aspects of any positive climate and robust, supportive culture is the feeling of being valued. When you feel that you are valued there are other human-group feelings that accompany it: belonging, cooperation and collaboration, pride, all of which contribute back to the positive climate and culture of a building or organization.
The opposite is, of course, feeling dispensable or replaceable. This perception can be induced in a few ways:
Blatantly: “Do as instructed or we will find someone else who will.”
Message: It doesn’t matter if you agree with us or not, there are plenty of others just as qualified that can do what you do.
To change the narrative: “How can we help you be on board with what we are doing? What do you need from us?”
Implicitly: Ignoring individual strengths.
Message: By not recognizing what each individual brings to the table, we are implying that everyone brings the same thing and can be replaced with anyone else at any time.
To change the narrative: “I would like to support you in understanding your own individual value, and as a group, utilizing our individual strengths so we can be better as a whole. Our team would not have the same strengths without each individual that’s in this room.”
In the way we hire: “Offer them (the least amount that we can/change the benefits/adjust a benefit that we told them would be true). If they won’t take it we will just go on to find a candidate that will.”
Message: The devaluation of an individual in the hiring practices I’ve seen is a whole blog post in itself. From the moment a position is posted how you post that position, go through the hiring process, and offer the position says a great deal about how the organization runs and how it treats its people. If you devalue an employee from the get-go, they will likely not go into the position on a positive note. The same can be said for when an individual leaves. If a good person who resigns isn’t given the courtesy of being wished well and thanked for their hard work on their way out the door, regardless of the fact that they’re resigning, it says more about the organization than it does about the person leaving.
To change the narrative: Treat a new hire as though they are exactly the person you wanted for that position. Be excited that they are coming on board and spend more time celebrating their acceptance than calculating their cost.
I truly believe that we don’t get into the habit of devaluing people on purpose. I think that in running an organization (whether it’s at a district, school, or classroom level) we get so bogged down in the policy and procedure that we forget we are working with people who are human and have emotional needs. Regardless of if one believes that there should be so much emotion in the business of education, it’s difficult to ask educators at any level to go to work and care and love their students and then turn all emotion off when it comes to their own well-being and feeling valued. One of the strengths that educators as a whole bring to the table is the compassion and attention they pour into their jobs and asking them to turn that off causes a disconnect.
Yet, there’s a personal responsibility as well
When it comes to climate and culture we all have a role in the way it looks in our organizations. Administration is not the only driver of climate and culture. Another aspect of being valued is understanding your value and exercising that knowledge. You can’t expect other people to value you if you do not embrace your value and presume that people will treat you with respect. Understanding your value is not boastful or conceited. You can understand what you bring to the table and still be humble and kind because people who have a good understanding of their strengths don’t need to be boastful, they just show their awesome in their actions, relentlessness, and accomplishments.
There many ways of understanding your value. There are strengths you bring in what you know and what you’ve learned. Content knowledge is helpful when expertise is needed on a topic in order to give a new initiative or project a deeper understanding. Having a deep understanding on a topic is definitely a value. And being in education, we all should get that knowledge is valuable.
There is another kind of strength that is valuable as well but takes time and deep reflection to develop, and that is the value you bring in the knowledge of yourself. Developing core beliefs, for example, is one way to understand what drives you and moderates your behavior. Discovering how you work within a team and the benefits you bring that other people might struggle with is another value. For example, I have discovered through working in teams that I excel at putting thoughts into action. Procedures, tasks, get it done attitude…that’s me. I am not and probably will never be the big idea person. That is why I work best when I collaborate. I can help others put their big ideas into action. Knowing this means that I am valuable to people when they don’t know how to move forward. Also, the ability to articulate my value to others in a way that is socially acceptable means that if I am in a situation where someone doesn’t know my strengths, they will be able to recognize them after we have worked together and I’m not expecting them to read my mind.
The feeling of being valued and the connected feelings of belonging and pride are not only ways to enhance climate and culture but also to keep educators engaged and supported. Being more intentional about the messages we send can change the way that educators feel regarding the organization and what they bring to the table. However, we all need to reflect and recognize our own value and know that we deserve the place at the table that we have earned.