Don’t walk in front of me…I may not follow

Recently, Rabbi Yisrael Reissman visited our community. During a speech, he quoted a Chazal regarding Mordechai to demonstrate the reality of leadership. The Chazal stated “Mordechai was accepted by most of his brothers”. By definition, Mordechai taking the position of leader made him only acceptable to most of the people. It would be impossible to be embraced by all.

It is well known what the Bais Halievi is reported to have said regarding a shul Rav- any Rav who the people don't want to throw out is not successful, but any Rav who they actually throw out is not a mentsch. I have often wondered what it is about leadership that causes such friction. Why must a leader accept this fate?

Here is where my thinking has brought me:

Any person who is in a position of making substantive decisions that affect many people, is going to cause friction. Leaders must weigh a number of complex factors that do not have clear black and white answers. When we make these decisions for ourselves we can accept the outcome because we have chartered our own course. But when someone else makes the choice for us, it is often difficult to focus on the entire equation and much easier to see the negative side.

The challenge of accepting another person’s leadership is difficult in any aspect of life, whether the environment is one of a family, workplace, or community system. There seem to be some specific factors that exist in an educational environment that can be particularly challenging. This is due to unique aspects that come into play for teachers in a school situation. These factors may include:

1. Educational decisions are often ambiguous. The best way for a teacher to deal with academic or behavior challenges is never clear. Often the impact of these decisions cannot be seen for years. Decisions regarding dress codes, suspensions, curriculum, expulsions and class changes are never simple and they always involve many people, values and implications.
2. Teachers are accustomed to a significant amount of autonomy. Every teacher’s classroom is his kingdom. Teachers get used to the control that comes with that environment. It is especially hard to embrace directives that encroach on that autonomy.
3. The roles of teachers are integrated into daily life. Many teachers have their own children in the classroom or a neighbor’s classroom, and the directives of the leader impact them quite personally. In some communities the teachers also feel that they reflect the school and serve as community ambassadors. The complex roles can make school policies more difficult to defend and support.

Like many challenges in life, the first step in dealing with them is to recognize that the issue exists. When the parties appreciate the inherit difficulty in accepting leadership directives they can begin to avoid quick and emotional negativity that corrodes any environment.

Here are some thoughts that may help mitigate the negativity:

1. Leaders are paid to lead and take the responsibility for their leadership. As a teacher you are not responsible for the outcomes of poor decision making. There is no need to take ownership of every decision made. A person will feel much more comfortable by letting go of this burden which is not his.
2. No leader is perfect. We do not have to look further than Moshe Rabbienu to see a leader who had faults and whose constituency questioned his authority. This is par for the course of leaders and the led. If teachers expect leaders to be super human and flawless then disappointment will be quick in coming.
3. Keep in mind the complexity of the issues being decided and appreciate that intelligent, well- meaning and competent people can easily see the other sides of the issue.
4. One final thing to consider is the very real possibility that you are not privy to all of the information involved in the decision. Often there can be additional sensitive information that only the leader is fully aware of. The knowledge of this information can explain much but for any number of reasons it may be never known to you.

Wise leaders will attempt to create responsive environment in which teachers feel that they have partners in many decisions. To the extent that this doesn’t exist, being a positive and supportive person is a better life policy than a critical one. Chazal have already emphasized this is the directive of being an “Aiyen Tov”. People with “good eyes” are able to discern the complexity of many issues and are able to avoid the pit of negativity and criticism that erodes work environments, relationships, and a schools' abilities to effectively teach torah.