The Secret to Transformational Leadership
How are some leaders able to connect with their communities, followers, and stakeholders while others struggle? This guiding question sets the stage for a discussion on the language of leadership and the need for our language to evolve.
What Readers Say About the Book
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Learn to lead with compassion
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A must-have blueprint for anyone running an organization or company
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This is a must read for educators—and beyond
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Every change requires an accelerant
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Unique and thought-provacative
Inside the book
How are some leaders able to connect with their communities, followers, and stakeholders while others struggle? This guiding question sets the stage for a discussion on the language of leadership and the need for our language to evolve.
Chapter 1
Leadership is framed as either competent or compassionate. Competence-based leadership is a language that hearkens judgement and evaluation. It allows leaders to be rated good or bad. Competence is juxtaposed against compassionate leadership, which is defined as “to suffer with.” Compassionate leadership allows society to suspend judgement and instead find common ground.
Chapter 2
This chapter builds on the first. Competence leadership becomes a path to evaluation and excuses. Excuses largely put leaders and followers inside a box which prevents them from establishing a shared future. Compassionate leadership allows for explanations. Starting with suffering allows the leader to connect with the suffering of others and draw out explanations.
Chapter 3
Competence leadership language requires accountability. This is how we judge and grade the leadership. Empowering stakeholders is shifting from accountability to responsibility and the need for accountability begins to wash away. This allows us to think differently about feedback and opens the door to feed-forward.
Chapter 4
The first three chapters are building a case for the leader to establish deep relationships with followers and stakeholders. We have traditionally taught these in schools as “soft skills.” Chapter
4 asks us to reframe these as “power skills” as they are indeed the differentiator in present leadership culture.
Chapter 5
With this new language and new frame from which to think about leadership, readers are encouraged to reframe the conversation around a work/life balance. This language hearkens back
to competence-based leadership, putting work before life. Simply reframing to life/work balance is a leadership language based in compassion. This has profound implications for work culture, policy, and governance.
Chapter 6
The previous chapters in totality can now be pulled into leadership decision-making. Competence leadership tends to see all problems as complicated. Complicated problems have one right answer. The world has largely become complex, especially in the public sphere. Using competence language when dealing with complex problems (things that are inherently unknowable) confuses stakeholders and followers. The language confusion creates a venue for leadership decisions to be scrutinized in ways we’ve not seen before. The shift to complex problem-solving means starting not with an answer, but with a question.
Chapter 7
Competence leadership creates culture and policy around hierarchies. These hierarchies are still important for the complicated work that happens in most organizations, but the world has evolved with the ubiquitous availability of information. Hierarchies are all about power dynamics. Opposite of hierarchies are networks. Networks eschew traditional power dynamics. When leaders use the same language to talk about hierarchies and networks, we confuse organizations, followers, and stakeholders.
Chapter 8
The leader must embrace a movement away from openness, which tends to only happen when the leader chooses to be open. The compassionate leader recognizes the public no longer wants
openness, but radical transparency, which is defined as unprecedented access to both people and information.
Chapter 9
The previous eight chapters allow for a culminating move away from the word engagement and toward authentic ownership for decision-making. This chapter builds on the work of many others who have written in this space, but none have focused solely on the language of leadership around openness and compassion.
Transformational Leadership in Practice
Since the book’s release in mid-2022, a growing community of education leaders has been referencing it as they take the next steps in their compassionate leadership journeys. We’re excited to offer an addition resource for this learning! Through a partnership with K12Leaders, Quintin and Sarah have developed a self-paced online book study course that offers deeper insights into each chapter’s theme.
The course is delivered in 9 lessons that correspond to the chapters. They contain videos, summary points, examples from school districts, supplemental materials, and an opportunity for guided self-reflection through specific prompts.
To learn more about this book study, visit the K12Leaderssite and sign up for a free account.
Institutional and Group Purchases
Reach out to us today if you are interested in a group purchase order of the book and/or course for your school district, organization, or institution. We would love to work together with you to ensure everyone on your team has access to The Secret to Transformational Leadership.