What makes me do what I do, when what happens happens.


What makes me do what I do, when what happens happens?

An intense week is over and it's time for another Friday reflection. This week we have had the pleasure of introducing Mentor to, among other things, 7 preschool managers. This was so inspiring and we brought with us many wonderful thoughts and reflections after the meeting.

One thing I was struck by was how they took their leadership seriously – what structure and job is behind these activities that educate our children and the generation of the future. We talked a lot about the importance of reflection and if anyone understands the importance of reflection, it is people who work with pedagogy. Because no person I meet in my pedagogical professional role is the same and I as an individual have a choice in how I act and react. As the head of operations of all kindergartens so wisely quoted: What is it that makes me do what I do, when what happens, happens?

That is precisely what we get answers to when we reflect on our everyday life and what we have done and it is only then that we can develop and become better at dealing with what is happening around us. We simply find out why we do what we do when what happens happens. It can be anything from how reacts to a meeting when a colleague expresses himself in a certain way. How I receive criticism, or praise. Do I see it as constructive feedback or do I see it as someone wanting to frame me? How am I at giving feedback myself? Do I have the courage to be clear?

One of the preschool managers told me that she decided to give written feedback weekly on a recurring task. She spent a lot of time giving feedback on how the tasks had been planned, how the work was set up and how the task was delivered. This led to great development – not only in the actual operation, but also in other tasks. The employees came up with new innovative ideas and started giving feedback and discussing other solutions between colleagues.

When the leader went ahead and gave feedback that was developing and positive, they dared to develop this way even in the organization between colleagues. It was learned that it was not dangerous to give and take. This clearly shows how with time and courage and focus on behavior, you can easily introduce a feedback culture that gives the organization a better result without having to nag numbers or use whip.

A cornerstone of receiving feedback is to also dare to reflect – partly in myself but also in what I get. If I just take feedback and then throw it away without reflecting on it, I can't get anywhere with it.

That reflection on reflection may end this week's reflection.

Feel free to share your thoughts here!

/Pia Nilsson