I work as the director of a Skills Division in a non-profit that delivers tech sector knowledge to Indigenous Peoples throughout British Columbia. The First Nations Technology Council exists to help First Nations in the province to build technical knowledge capacity within their own communities, and in that way, contribute to the building of the self determination of these communities. My team consists of the majority of our staff, and represents all aspects of our delivery models, including curriculum development, student supports, student recruitment, Instructor supports, delivery supports, community outreach and supports, partnership development, and advocacy with partners; including governmental and funding body partnership building and communication. Leading such a diverse group of teams, and communicating on such wide ranging levels would seem to be a complicated matter – and in ways, it is – but I lead from a place that is informed by Indigenous Ways-of-Knowing, and it is based all on community.
When I call a gathering of my Instructors (as an example of a gathering we may have), I do not hold a position of authority, nor do I play a role of a Paternalistic leader, or a “Great Man” (O’Toole, 2008), but I attend as a facilitator and one who creates space for all views to be heard. Our elder is the one that I and everyone else in the circle will defer to if there is a voice that might hold more weight in the circle. The elder opens the circle and will close it with a prayer. We invite the ancestors into the circle; we listen to them. We value everyone’s input; those with us, and those who have gone before. The loudest is not the one most heard. Neither is the most eloquent. My place is to ensure that words are not weaponized – either in their tone, nor their detail – and to show respect for all words; spoken or not. That is my place, and to gather all that is said and build those words into doable plans and actions. If anything, that is what I do – I create space for words, and I join the thoughts together to create actions.
First Nations Ways-of-Knowing do not utilize Transactional leadership behaviour, where, as Khan (2017) points out; “Where there is failure to consider the bigger picture, (and) incomplete planning results” (p.181, Khan, 2017), but follows more of an Adaptive leadership approach where it “creates follower motivation by taking into account individual needs and goals” (p.181, Khan, 2017). In this way I can place my leadership approach into the Adaptive camp – as I endeavour to include all voices into the action outcomes – but I disagree with the outcomes stated by Khan; “Transactional leadership provides followers a reward for achieving a set target” (p.181, Khan, 2017). I don’t hear this in my teams. That is, in the way that it is presented by Khan. I don’t offer rewards to my teams. It could be argued that the teams are driven by over-arching rewards – personal commitments to political or socialogical goals – but I read Khan’s interpretation to mean goals such as recognition or monetary goals. These are not goals that sustain First Nations Ways-of-Knowing, these are goals that surround possession and ownership. The community is the goal at large, and it is what drives me, and perhaps, my teams.
References
Khan, N. (2017). Adaptive or transactional leadership in current higher education: A brief comparison. International Review of Research in Open and Distance Learning, 18(3), 178–183. https://doi.org/10.19173/irrodl.v18i3.3294
O’Toole, James (2008). Notes Toward a Definition of Values-Based Leadership. The Journal of Values-Based Leadership, 1(1), Retrieved from http://scholar.valpo.edu/jvbl/vol1/iss1/10
February 9, 2020 at 8:35 pm
Hi Earl, thank you for your post and your personal approach to leadership. You highlight “If anything, that is what I do – I create space for words, and I join the thoughts together to create actions.” If only all leaders could create the spaces where everyone’s words were valued and their intrinsic motivations to help support community were engaged. In the my professional role I often encounter perspectives and ideas that are far apart – and coming up with a plan that is inclusive can be a challenge. In your approach, how do you ensure that everyone feels heard or their perspectives are reflected in a final outcome?
February 15, 2020 at 12:08 pm
Hi Michelle,
Thank you for taking the time to comment, I appreciate your time.
Inclusiveness has ownership attached to it; the place where we as leaders need to create is one where all participants are not dogmatic in their approach, but one where everyone truly hears and values each voice at the table. I believe leadership is just that; to lead – not to force my values nor my viewpoint, but to touch peoples’ hearts and minds to remind them of their intrinsic beauty. I know that language may sound out of place in a professional setting – but Indigenous values do not compartmentalize our lives – we don’t have a “professional” and a “personal” life; we are all holistic, and we need to bring all of us in to be seated at tables.
February 11, 2020 at 9:25 am
Hi, Earl. First, I must say that your position sounds really interesting and is a perfect link to the MALAT program. I love that you define your position as creating “space for words” and joining “thoughts together to create actions”. It aligns well with adaptive leadership practices as it is adaptable and mobilizes people to find solutions to challenges.
I work as a teacher and teacher trainer in multicultural settings and find that, sometimes with more difficult challenges, adaptive leadership is time-consuming, and processes may not move forward in a timely and effective manner. A consensus may not be achieved. Have you experienced this? As the director of your organization, how did you deal with it or how would you recommend dealing with it?
Also, I was wondering if your team meets face-to-face or online. Do you know of instances where the First Nations Ways-of-Knowing is followed in an online environment with a virtual team? It would be interesting to know if it is equally effective or if alterations need to be implemented.
Thank you for your post!
Sherry
February 15, 2020 at 11:59 am
Hi Sherry,
Thank you for your comments and sharing your perspective in terms of how you’ve experienced the challenges of working in diverse groups, where sometimes the views are so disparate that it can bring things to a place where it seems that no progress is being made. That is such a real comment – I’ve experienced this in many environments – I’ve worked in small and large teams, and I’ve acted in a all levels of organizations, and I’ve witnessed this many times. I believe that progress does not need to be measured by “carry forward” items nor “action items”, nor concretes such as check list styles of management, but it can be simply airing thoughts and speaking truths – that is accomplish enough for me sometimes. As long as everyone in the circle recognizes that consensus does not mean that a single vision of the outcome is fully implemented, and that it is communities’ needs that we are serving, we won’t fall into a loop. It’s our job as leaders to ensure that everyone in the circle knows this and embodies it in their hearts and brings that place in themselves to the table.
February 13, 2020 at 6:52 am
Hi Earl,
I really enjoyed reading your post! You certainly do have your leadership work, organization, and actions cut out for you! You are leading many different people and teams, with a single purpose. Your directorship role, over many different teams and partnerships is perhaps that much more overwhelming to me, from my Western bias and lived experience of what it would mean to be a leader of so many people and departments… And I am sure that you are VERY busy. However, I was not only deeply interested in your explanation of leadership in the content of Indigenous Ways-of-Knowing – but also relieved, for the focus to be on the role of a director and Making The Big Decisions. I was particularly interested and inspired by your sharing of the following:
“The elder opens the circle and will close it with a prayer. We invite the ancestors into the circle; we listen to them. We value everyone’s input; those with us, and those who have gone before. The loudest is not the one most heard. Neither is the most eloquent. My place is to ensure that words are not weaponized – either in their tone, nor their detail – and to show respect for all words; spoken or not. That is my place, and to gather all that is said and build those words into doable plans and actions. If anything, that is what I do – I create space for words, and I join the thoughts together to create actions.”
OH – what a glorious change from many business or staff meetings that I have been a part of! I also REALLY appreciated that “the loudest one is not the one most heard. Neither is the most eloquent… If anything, that is what I do — I create a space for words.” I see this as an incredibly powerful trait and skill in a leader – that the group benefits from in spades. From my experience, this is not the norm in many Western models of leadership. Consensus-buliding, which seems to be a central element of Indigenous Ways-of-Knowing, as admirable and as much sense as it makes for “building organizational vision and readiness”, seems to be something that ‘takes too much time’ for Western models and ways of doing things.
Similarly, you pointed out that in your role and culture, “The community is the goal at large, and it is what drives me, and perhaps, my teams.” In many of the models for change management that we are exploring, building community is essential — but it is not the end goal — it is a means to meet the end goal (i.e. organizational change to meet business or educational goals). A very different paradigm.
Thanks for sharing, Earl!
Leigh
February 15, 2020 at 12:21 pm
Hi Leigh,
Thank you so much for your thoughtful comments – the way we react to other’s interpretations of well established “norms” – in this case, the well trod roles of leadership and other’s in professional settings – is more of a reflection on the ability of the listener’s capacity for change versus the speaker. Speakers speak, all of us play this role at some point in our professional field, and that, honestly is the easy part, it is the listener who does the real labour in an exchange. To consider other’s viewpoints and to remove ourselves from our space that we usually inhabit is the real work of discourse. It’s easy to get on soapboxes and to pontificate; it’ hard not speak and listen for other’s views. Your comments display the ability to listen; that is the first step towards true understanding, and as leaders we need to encourage all people at all tables to listen, and to dislodge their own firmly held stances, then we can all help build communities together.
February 20, 2020 at 4:42 pm
Hi Earl,
I agree – Listening (especially to viewpoints that challenge our own, for different reasons) is much harder than Speaking. In the context of leadership, I believe this is essential. I really appreciate your sharing that “the way we react to other’s interpretations of well established “norms” – in this case, the well trod roles of leadership and other’s in professional settings – is more of a reflection on the ability of the listener’s capacity for change versus the speaker.”
A colleague’s post on Twitter today struck me as interesting, because he was openly willing to listen to viewpoints that are Strongly different than his own. He has a very dry sense of humour and wit, but I thought he was brave to even open himself up to “listening” to such different viewpoints. I try, but sometimes it is very hard.
“In Ontario we have massive teacher strikes. Across the country we have railway blockades. If you find it important to pick a side rather than showing the next generation how to listen, negotiate, compromise, and reconcile, I would like to chat. #onted #Wetsuweten #comeoncanada”
Best regards,
Leigh
February 18, 2020 at 6:23 pm
Hi Earl,
Thank you for your thoughtful ‘leadership de-constructed’ post. It is an important perspective you offer, to reflect on First Nations Ways-of-Knowing and how this connects to an adaptive approach to leadership. In reading your post, I was also thinking about how it imperative it is to ensure diverse leadership approaches are considered, including those often not widely recognized within dominant discourse. There is much to learn in the value of de-centering the ‘leader’ role, and creating space for all voices and perspectives to be heard. I imagine, such a leadership approach may also enhance motivation and collaboration! Thanks for sharing.
– Sanjay