MATT RAINEY, Ed.D

CHANGE LEADERSHIP

I remember as clear as day the exact point in my career in education when I first discovered I was going to be an administrator. It's one of my most vivid memories. I was teaching 11th grade English at my Alma Mater, Denton High School, and teachers had been tasked with navigating some rather difficult discussions regarding the district’s decision to develop alternative grading practices. As recently assigned English department chair, I called the first department meeting following our building principal’s announcement of this news. 

​

As an aspiring leader with great hopes of changing the world, I began to facilitate conversation that would ultimately result in victory and overwhelming buy-in of my colleagues through applying research and sound educational theory to substantiate points of contention. I felt tremendous pride in the manner in which I was able to deliver information that was not only intelligible, but also very convincing. That is before I... opened the discussion to the rest of my colleagues. They fired back at me with blatant disregard for the initiative and the potential pitfalls that would ultimately result in a threat to culture, morale, and the overall level of instruction. Not only was I stunned by this reaction but I couldn't believe how they couldn't be open to innovative thinking and the potential success it might eventually yield for our students. This experience left me feeling inadequate about my ability to successfully lead a school and take my leadership to that next level. ​

​

As I reflected on my disappointment and wondered how I might positively spin the information in my leadership team debrief, I suddenly realized that I was sorely missing the point. I never fully considered others' unique and diverse perspectives nor did I walk into that meeting with the possibility that the conversation wouldn't go the way I expected it to. I let my ego dictate the tone and outcome of that meeting rather than embrace the healthy conflict that arose out of it. It was in that moment when I understood what was important, and what was necessary in leading effective change.

I consider myself a very competitive person… always have been since I can remember. My journey in educational leadership has humbled me immensely. My experience has taught me that it’s not about the personal victories, accolades, recognition and taking the credit for your organization’s success… quite the contrary, actually. Behind every great organization holds a great leader, but every great leader understands their organization is only great because of the amazing people who come together collectively to achieve the same goal. This is the kind of culture and leadership I strive, every day, to cultivate in my practice. 

​

Brene Brown says that “vulnerability is not winning or losing: but rather having the courage to show up and be seen when we have no control over the outcome.” My mission is to strive to be more vulnerable not only in my practice, but also in my personal life. I want to serve others through being open to their feedback, unique ideas, and intentions without bias or criticism. It is through this process that will allow me the opportunity to cultivate strong working relationships which, ultimately, result in a high rate of success for faculty, students and parents within my school community.