Abstract:

Laura
Reasoner Jones, an NBCT in Virginia, appreciates that Bergmann and Brough
identify the characteristics of good followers as well as leaders and give ways
to address those who are resistant to change in creating a shared vision in a
school.

Citation:
Bergmann, S. & Brough, J.A. (2007). Lead
me—I dare you: Managing resistance to school change. Larchmont, NY: Eye on
Education.

Full Text:

Sherrel Bergmann and Judith Allen Brough
2007 (180 pp./paperback)
Eye on Education
ISBN: 1-59667-044-4
$34.95

Reviewed
by Laura Reasoner Jones, NBCT
Elementary Technology Coach
Northern Virginia

As my so-called failing school goes into the process of selecting its fourth
principal since it opened seven yearsago, I find this an interesting book to
read. I really don’t think we are going to be a tough crowd to lead, but then,
I have only been here a little over a year. Who knows what evil lurks? I don’t
think there is any evil lurking here that makes principals leave, but it will
be interesting to watch.

This book looks at both leaders and followers—an excellent premise—since it
takes at least two people to have a leader. You can’t lead alone. We need
leaders, of course, but we need to have a leader who can get the followers to
follow and maybe have a chance to do some leading of their own.

Bergmann and Brough make the very intriguing point that successful leaders need
effective followers,
and they describe characteristics of the kind of leader who can identify and
cultivate these followers so that the vision can be attained. I have always
thought of myself as a “great appreciator”—I can’t write or make music well, or
do art to any high degree, but I sure can appreciate these things. There seems
to be a place now for those of us who cannot or do not want to lead—but can be
the best darn followers in the school. It makes sense.

This book also gives challenges and tips to people working to manage change.
These suggestions can help leaders help others in the school regain their
passion about students and teaching. I really like that assumption—that people
who work in a school originally came there because they were passionate about
children and education.

The authors must have had experience in schools like mine, where our “high
needs” lead to plenty of negative (and often uninformed) gossip in the
community . One of the major recommendations they make is for the new leader to
gain a commitment from all staff that every word going out to the community
about the school is positive. How simple but effective this could be. I
personally would like to see this implemented across my entire school
system—members of our staff report outsiders wincing when they identify
themselves as working at our school, or getting a pat on the shoulder and a
“God bless you.” We need a leader who can help us build a new kind of buzz.

Lead Me—I Dare You analyzes
the continuum of characteristics of followers, from near-leaders all the way
through skeptics to subversive resistors. You know—the people who lead the
“real meeting” in the parking lot. I like the way the authors look at people
who are reluctant to follow the new leader. They don’t blame or suggest
coercion—they look at reasons why people don’t want to follow and offer ways to
cope or change the behavior.

The authors also examine the role of school culture and the development of a
shared vision for a school, and they advance some though-provoking ideas that
every school should examine. They do not claim to have an answer to every
problem of leadership – instead they challenge leaders to examine their own
leadership styles and ask themselves key questions like: “Do teachers follow
you as the leader or do they follow the vision?” They remind impatient leaders
that transformation is slow; communication must be clear and two-way, and
effective leaders must admit and tell the truth – and also model learning and
risk-taking for followers.

All in all, this is a thoughtfully written and thought-provoking book for teachers,
teacher-leaders, leader wanna-bes, and current administrators looking to make
changes in their schools (or perhaps their careers). I highly recommend it.

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