This week’s episode builds on Monday’s article, part eleven in the series titled “Complementary Contradictions.” Here is the transcript of the podcast.
Sometimes, you get conflicting words of advice, one which is good and the other which is not, and it requires discernment to determine which is the right advice to follow. But often, these seeming contradictions are, in reality, complementary and, when used appropriately and in the right way, can work together to help you make better decisions. In this series of articles and podcast episodes, we are looking at different leadership ideas or principles that seem to contradict, are opposite sides of the same coin, or at least differ from each other, and we are pairing them up to see how they actually complement each other to make you a better leader. Last week, in part 10, we talked about becoming a teacher, and this week, in part 11, is a reminder that before you can teach, you must first be teachable.
We started our discussion of this pair of principles last time when we talked about becoming a teacher. What I said was that you are already a teacher, even if you didn’t realize it, because you are modeling with your life, your actions, and your words, and others are learning from what they see you do and hear you say. I encouraged you, therefore, to be consciously intentional about those things. Own the fact that you are a teacher to your followers and do it with purpose. However, today, I want you to back up a little bit because in order to truly be an effective teacher, you yourself must first be teachable.
One of my responsibilities as a school administrator was to evaluate faculty and to provide guidance and support in their professional growth. The vast majority of teachers I have worked with were committed to personal and professional growth and were always pursuing ways to change, improve, and develop. They would listen to my feedback, and look for ways to incorporate that feedback, as well as look for new ideas from other sources, like books, conferences, workshops, or their peers. But that has not always been the case.
One of those cases was a teacher who had a number of years of experience at that school and in that subject, and I was new in my role as their head of school. As I took time to meet with parents (and employees) to learn about the school and started to formulate a plan for my leadership there, I kept hearing from the parents about the challenges their students would have with this one particular teacher. I began observing and meeting with the teacher to see if I saw the same thing that was concerning parents, and I did. So, I prepared a plan of growth to help this teacher. When we met and I started going through the concerns I kept hearing and what we could do to address those concerns (and, therefore, serve students well), I was met with denial and blame-shifting. I kept hearing about how it was the fault of the students, who didn’t want to learn, or the fault of the parents, who only listened to the kids’ side of the story, or the fault of the curriculum that the school had provided, or the fault of the administration who was not being supportive. There was no willingness to accept responsibility, and so there was also no willingness to learn, change, and grow. Ultimately, this teacher was let go, not because of the ability to teach, but because of the inability to be teachable.
The missing piece for this teacher’s ability to be effective as a teacher was teachability. That begs the question of what was needed to be done in order to reflect teachability. Think about what we talked about in the corresponding podcast and website article about being a teacher, which was the idea that we are already teachers, because we influence others by our actions and words, by modeling and giving feedback, so that we can help others learn and grow. It makes sense, then, that being teachable is simply the other side of those practices. The other side of modeling by example is observing what others do; the other side of giving feedback and instruction is receiving feedback and correction; and the other side of pursuing growth in others is seeking to learn and grow ourselves from what we see and what we hear.
That kind of teachability requires humility, self-awareness, and personal responsibility. You must be confident enough to acknowledge that you don’t know everything and that you have a lot to learn; you must become aware of your own deficiencies and growth areas, even if you don’t want to admit it; and you must own the responsibility for what happens even if you are not the primary cause. When you do those things, you enable yourself to become teachable. When you become teachable, you enable yourself to grow.
Here’s what you need to know: in order to grow, you must be teachable. That is often harder than it seems, because it can be so difficult for us to accept our faults and deficiencies, whether that be because of pride, shame, perfectionism, or a need to please. To be teachable, therefore, requires that:
- You must be willing to seek and receive feedback, and then see and accept where you need to grow, even if it hurts. Proverbs 15:31 says that “the ear that hears the rebukes of life will abide among the wise.”
- You must be careful to listen and self-evaluate before you jump to a defensive reaction. James 1:19 tells us, “Let every man be swift to hear, slow to speak, slow to get angry.”
The bottom line is that a great teacher is also teachable. You are already a teacher. If you want to be a great one, then you need to want to be teachable just as much as you want to be a teacher. So humble yourself, open yourself up to receiving feedback, and be willing to honestly self-evaluate. Then, take that feedback and self-reflection, and grow.