Principal frustrated with teachers who are pushing back on distance learning plan

Q: I’m a principal trying to navigate the pandemic, and I feel like I’m caught in the middle. It’s my job to carry out plans made by folks above me in the food chain, and the impact is felt directly by teachers and other staff in the school. I’m keeping a stiff upper lip and trying to encourage them as best I can and to listen to their concerns, but many seem to blame me for these decisions and are unwilling to go along with the district’s plans. If this meant returning to the classroom and they were worried about their safety, I would understand. But many are reluctant or refusing to follow basic tenets of distance learning, and I’m at my wits’ end. We all need to be flexible, and this is the job that needs to be done now. I’m not sure folks really understand that. For instance, there are some support staff who, if they don’t go along with the work that is needed, are likely to be laid off. I don’t want to say that to them because it might sound like a threat. But it’s true! And there are teachers who are not fully engaging in this new way of delivering instruction and instead are just complaining about what they can’t do. I know this is a tough situation for all of us, but we owe it to our students to do the best we can. How do I motivate them to do things I might not even agree with fully and get them to stop complaining?

A: I’d level with them, but I’d also keep it real. Acknowledge that your own reserves are down and you don’t have the mental energy to negotiate with them. Explain that the plans aren’t optional, and that pushing back not only will be unproductive, it will force others to do their work for them. You can acknowledge their stress and frustration, but I wouldn’t throw your own supervisors under the bus. The reality is that no plan could please everyone. There are too many unknowns and moving parts. Plus, if you communicate that you’re not sold on the plan, you’ll send a mixed message. It’s hard to motivate someone to do something they know you disapprove of yourself.

Here’s the other piece of bad news. You can’t make a person stop complaining. You can tune them out, you can be an unsatisfying debate partner, and you can tell them it’s not constructive, but you can’t make anyone do anything. So, what can you do? Tap into your empathy. I know that’s the last thing you feel like doing, but there are so many reasons these teachers and support staff could be agitated, and no one can problem solve until they feel heard and understood. Are they worried they’re not up to the task? Are they having trouble with executive functioning due to depression? Do they need extra training or equipment or have difficulties working at home? Are they lonely and desperate for attention, even if it’s negative feedback? Do they feel powerless and their anxiety is making them more argumentative than usual? Are they upset about something else and it’s easier to pin it on something concrete that’s work-related?

Your job isn’t to unearth all the reasons for their behavior, but you’ll get farther if you’re patient and avoid contempt. Be a good listener when you feel up to it, recognize that everyone has a lot going on these days, delay conversations if you feel yourself internally rolling your eyes, and try to discern whether you can address any specific complaints. For instance, could you match them with a mentor or provide professional development? In many cases, it might be enough to simply be a sounding board.

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