Fighting the consequences of negativity.

It was a beautiful autumn afternoon about 22 years ago in Sheboygan, Wis. The workday was winding down, the phone calls had stopped coming in, and the district office building had gone quiet.

Little did I know I was about to unwittingly enter into a journey of life-altering impact. I was about to become a professional warrior against negativism--and whininess in people.

As a public school administrator for nine years at the time, I was frustrated by the negativity of those who complained about everything. It was apparent these individuals could tear apart an organization. This negativity controlled the environment around them and dragged others down.

As a young principal, I had just finished mediating disputes between a naysaying teacher and a parent, two whiny uncompromising teachers, and an overbearing parent and his child. I had had enough! These negative attitudes were creating problems that were totally avoidable and were hurting others. I set out on a quest to tackle negativism head-on, to effect positive changes in the school environment that is so precious to student learning and staff morale. I began researching and writing about negativism--a vocation that continues today.

Clearing Clouds

The process of change in any organization must begin at the top. Leadership experts such as John Maxwell, Stephen Covey, Jim Collins, Donald Phillips, Margaret Wheatley and Max DePree describe successful organizations as those that are guided by a leader who exhibits appropriate behavior and vision for the organization and its employees. In other words, leaders must model the behavior and attitudes they want to see from staff members.

Therefore, the first place for education leaders to look in helping negative people change and in creating a positive, supportive learning environment is in the mirror. We are all far more negative than we realize or care to admit. Take just one day and pay attention to all of your negative comments and thoughts. You will be amazed at how negative you have become.

Of course, you have many responsibilities and serious issues to address. Effective leaders face those issues and problems head-on and devise positive solutions and a positive vision for others to follow. No one wants to continually participate in negative conversations, especially with their leader.

People want solutions and optimism, not lamentations about tight budgets, unreasonable state and federal regulations or lack of community support. You must walk the talk of a strong, positive leader if you expect those around you to share your strength and optimism. Others will achieve only to the level that you model.

Negative people resist change, interfere with new ideas, reduce student learning (no child learns in a classroom where the teacher complains all day), and dampen the spirits of other staff members. In addition, negative staff members destroy community support for K-12 education and can anger and frustrate board members, especially during negotiations.

Attitude Adjustment

So what can you do? Being aware of your own attitude and how you convey that attitude in your daily interactions is the first step to making a change. Consider whether this attitude fits with your vision and direction for the school district. If your attitude is not one you would expect from yourself or your staff members, reframe it. Develop specific strategies to help you get out of the negative downward spiral.

For example, when you realize you are whining about something or have adopted a negative attitude, change it. Focus on the positive influences you have in the school district and community. Remember, every time you encounter a person, you leave an impression.

Keep thank you notes, e-mails and cards you have received and read them periodically. Read literature from authors who focus on the positive human dynamics of leadership.

Stay away from negative conversations with your colleagues. We like to lament about negotiations, budget, personnel and government regulations when we are attending superintendent conferences and regional meetings or talking one-on-one with other superintendents. Or we practice one-upmanship when we are together, with each person trying to outdo the others' dramatic tales of woe.

These conversations may provide a few moments of stress release, but usually add to our negativism. If you need to vent about your frustrations, select one or two trusted colleagues or friends and periodically share your frustrations with them. Otherwise, steer clear of complaining and one-upmanship.

Identify several colleagues who seem to enjoy their job, laugh frequently and are positive energizers for you. Conversations with these colleagues will help you continue being a positive role model. They can also remind you how important and exciting your challenges are.

Finally, hire positive, energetic people who enjoy life and care about children. Negative people actually begin to change their outlook when they are in the presence of energetic new staff members. Formalize your interview procedures and develop 8-10 questions related specifically to the type of positive energy you expect a new hire to bring to the school district. Ask questions such as "How do you handle negative colleagues?" and "When you catch yourself being negative, how do you get out of it?" The 12-question positive attitude selection survey I developed has had a significant impact on the atmosphere and support of K-12 education in two different communities.

Let It Begin

Remember, you signed up for this job and these challenges. You are the leader, and you must be a good role model if you want to develop a positive working and learning environment in your school district.

A positive climate and vision bring increased community support, higher-quality teacher and administrator candidates, smoother negotiations, more supportive school board members and an overall atmosphere of caring and support--and that leads to higher student achievement. Therefore, you need to be on guard constantly, paying attention to your own attitude and knowing when negativism creeps into your conversations, your thoughts and your job satisfaction.

More than 20 years after I began my quest to battle negativity, I continue to enjoy my journey. I am a different leader now and have changed my entire perspective and approach to leadership because of my determination to be the role model I expect of others.

Michael Weber is superintendent of the Port Washington-Saukville School District in Port Washington, Wis. E-mail: [e-mail]