I'm sorry, Ms. Doe (Part 2)
Some subtle ways you are justifying, rather than earning, your role and the implications
It’s back-to-school professional development and the room is buzzing with educators, all eager to gather insights they can take back to their classrooms. After joking about technology cooperating, the facilitator steps up, and within minutes, your hopes for an engaging session start to dwindle.
She begins by detailing her own career journey—again. "I was in your seat once," she says, implying that the shared experience somehow justifies her presence at the front of the room. As she continues, the focus shifts from what you could learn to how hard her current job is, how much she has achieved, and why you should be grateful to be in the same room as the queen facilitator herself.
Sound familiar? This is the classic case of a facilitator justifying their role - and it's a cringe-worthy moment for a reason.
Which groups of people justify their roles the most? Coaches.
The Difference Between Justifying and Earning
In any organization, there's a world of difference between justifying your role and earning it. The facilitator who spends the majority of their time recounting past victories and underscoring how tough their job is might feel the need to justify their presence. But in doing so, they miss the point. The role of a facilitator—or any leader—isn't about proving why they deserve to be there. It's about adding value, fostering growth, and driving forward.
Justifying Your Role: A Defensive Stance
Justifying your role often involves taking a defensive posture. It's rooted in insecurity, a fear that others might question your value or think you're not pulling your weight. Leaders who justify respond by talking up their past achievements, clinging to the job description like a life raft, and reacting to perceived threats with explanations and excuses. These folks use the 4Ds for Avoiding Accountability, perhaps more than others.
Earning Your Role: A Proactive Mindset
On the flip side, earning your role is all about being proactive. It's about consistently seeking ways to add value, delivering tangible results, and looking for opportunities to grow and adapt. When you earn your role, you don't need to talk about how hard your job is—your work speaks for itself. You're focused on the future, on how you can contribute to the organization's long-term goals and vision.
Key Distinctions
1. Attitude: Justification is about insecurity; earning is about confidence and growth.
2. Time Orientation: Justification looks backward, to past achievements; earning looks forward, to future contributions.
3. Impact: Justifying seeks to maintain the status quo; earning drives expansion and innovation.
4. Perception: Those who justify are often seen as insecure; those who earn their roles are perceived as invaluable assets.
Implications for Professional Development and Classroom Set-up Time
In I’m Sorry, Ms. Doe (Part 1), I outlined the cost and challenges of balancing professional development and classroom set-up time. It’s a delicate balance—teachers need that precious time to create environments where students can thrive, yet they also need the insights and skills that quality professional development can provide.
But what happens when the professional development feels like a waste of time? @shogunmarcus2003 put it bluntly: “Nearly all of the PD is useless and only exists to justify the substantially larger than teacher salaries of admin, instructional coaches, etc.”
This comment captures a sentiment shared by many educators. When you justify, it harms your credibility. Just like middle schoolers, teachers can smell insecurity. If you don’t have something to offer, don’t make them sit in professional development.
Communication Techniques (Especially for Younger Leaders)
Consider the following statements. Notice the differences in how a leader can move from justifying to earning.
Experience & Tenure
Justify: I've been doing this job for 10 years, so I know what I'm doing.
This statement leans on past experience as a crutch, implying that time served alone is a sufficient reason to be valued, without demonstrating ongoing growth or adaptability.
Earn: Over the last quarter, I’ve introduced new strategies that have significantly improved our process.
This approach focuses on recent, tangible contributions that showcase a commitment to continuous improvement and delivering value in real time.
Time Orientation
Justify: I was in your position once, so I understand what you’re going through.
While relatable, this statement focuses on past experiences rather than the current needs of those being addressed, missing an opportunity to connect in a meaningful, forward-thinking way.
Earn: I’m excited to explore new strategies and tools that can help you succeed in your role today.
This mindset is forward-looking, emphasizing a commitment to providing relevant support and fostering growth, rather than dwelling on past similarities.
Approach
Justify: My job is really difficult, so it's understandable if things aren't perfect.
This defensive stance lowers expectations and shifts the focus to the facilitator’s challenges rather than the needs and expectations of the team.
Earn: No matter how challenging the situation, I’m committed to finding effective solutions and improving outcomes.
This proactive statement demonstrates resilience and a problem-solving attitude, highlighting a dedication to overcoming obstacles rather than making excuses.
Responsibility & Initiative
Justify: I did what was required of me, so I’ve done my part.
This statement implies a bare-minimum approach, where the focus is on fulfilling basic obligations rather than taking initiative or adding extra value.
Earn: I’ve not only met my responsibilities, but I also took the initiative to go beyond what was required, seeking out additional opportunities to contribute.
This showcases a proactive approach and a willingness to take on more, emphasizing a commitment to excellence and leadership.
Attitude & Mindset
Justify: I need to explain why this happened so you understand it wasn’t my fault.
This defensive stance prioritizes self-justification over problem-solving, focusing on explaining away issues rather than addressing them.
Earn: I’ll take responsibility for what happened and focus on how we can improve in the future.
This statement reflects a growth-oriented mindset, where accountability is paired with a proactive approach to continuous improvement.
Perception & Support
Justify: I’ve faced a lot of challenges to get here, so you should recognize my efforts.
This statement seeks validation based on past struggles, focusing more on personal trials than on current contributions or future potential.
Earn: I’m here to support others in overcoming their challenges, using my experiences to help us all grow.
This approach shifts the focus from personal hardships to how those experiences can be leveraged to assist and uplift others, reinforcing a leadership role based on service and support.
A Call to Action
There are a lot of really inexperienced and young leaders who step to the plate - I was and am one of them. You have to earn it—and keep earning it—through continuous improvement, results-driven action, and by becoming an integral part of the team. The next time you're tempted to talk up your past achievements, ask yourself: Am I justifying my role, or am I earning it?
The difference between justifying and earning your role is the difference between filling time and making an impact.
This is just what I needed to read before going into the new week! Thank you!