On May 18, 2011, we were honored and delighted to have Dr. Barbara Sorrels, present a motivational and engaging webinar, Connect, Inspire & Empower Teachers Through Personal “Sticky Notes Storytelling”. She shared a dynamic presentation that demonstrated how creating an authentic connection with staff members helps facilitate growth, and empower staff members to become the best they can be in their important roles in early care and education. Dr. Sorrels also outlined her techniques and provided insights about her personal journey. Our participants were so enthusiastic and had many questions for Dr. Sorrels. We were not able to get to every question, so Dr. Sorrels has graciously answered those questions in writing and provided links to additional resources.
Q. Would this be helpful to do in a small group reflective practice meeting or in a group by itself?
Answer from Dr. Barbara Sorrels: Reflective practice groups typically focus on actual classroom practice. This type of reflection is certainly related to reflective practice in that it helps answer the question, “Why do I do what I do?” I think it could be a good introductory activity to reflective practice in that it helps people focus on who I am as a person and how that impacts what I do on a daily basis. I think it could work either way.
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Q. Would you suggest using it on upper management first and then using it with your staff?
Answer from Dr. Barbara Sorrels: Yes, I would use it with upper management first. I believe that organizations take on the personalities and characteristics of those who lead the organization—particularly that of the director or CEO. Upper management sets the tone and if we want our people to be self-reflective and demonstrate a level of vulnerability then management needs to lead and set the example. There is nothing more powerful than a leader of an organization authentically sharing his/her story.
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Q. I am wondering what to say to them to think this deep.
Answer from Dr. Barbara Sorrels: I think you lead by example. I believe directors need to share their story first and that sets the stage for the others. They will take their cues from you in terms of what and how to reflect.
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Q. How large can the group be and work well? Can the process itself be conducted over a day or two?
Answer from Dr. Barbara Sorrels: I think this process has value and can be used in a variety of ways as I think there are two primary purposes of the process: it is a tool to facilitate self-awareness and “why do I do what I do; the second purpose is building community. It can be simply an exercise in self-awareness that each individual is asked to do and perhaps share one or two insights that were gleaned from the activity in a one-on-one conference. I believe that the more we understand ourselves, the more we can understand other people.
As far as size of groups I think there are a couple of factors to consider. Do all of these people interact with one another on a regular basis? I don’t think people who rarely, if ever, interact with each other necessarily need to share their lives on this level. So that is a judgment call. As far as actual size…the main consideration is time. Do you want people to share their story in-depth? Or, do you want them to simply share one or two insights? It takes around an hour for people to share their story in an in-depth kind of way. So, it depends on how much time you want to commit to this. I did it with a group of 8 people so it took two months to give each person an opportunity. When I have done this with 50-60 people at a workshop, I divide them into groups of 8. If I had a staff of more that 10-12 people, I would probably divide them into sub-groups of people who work closely together. I know a man who uses this in a retreat format and over the course of a weekend retreat he has around 20 people share their story. They come prepared beforehand with their story board already put together.
Perhaps there are some events the person would not be willing to share…would that destroy the level of trust and honest?
No one should be expected to share anything that they are embarrassed or uncomfortable sharing and I don’t think this has to compromise the trust level of the group. I have had people simply say, “I suffered abuse as a child,” “I went through a hard time in my marriage and it ended up in divorce.” The important thing is not the nitty gritty details of the event but what was learned from the event—that is the important issue. It is what we learn from the events and circumstances of life that is the real value of the process.
I am continually amazed at what happens when people share… when someone finishes their story there is inevitably what I call a “holy hush” as everyone feels like they have been entrusted with a very precious gift. I have never had anyone respond with anything other than compassion and understanding for another person’s journey—even people who may be at odds with one another in the workplace. It helps people realize that we are all human and at our core we are all more alike than different. People find courage when they hear how others have overcome difficult circumstances and people walk away with a new appreciation for that individual and a sense that, “if she can do it, so can I.” That is the one thing that I so love about people sharing their personal journey—I gain courage to face my own struggles.
Here are some books on reflective practice—not specifically personal reflection.
The Reflective Practitioner: by Donald Schon
Reflective Practice for Educators: by Osterman and Kottknamp
Reflective Practice to Improve Schools: by Sommers et al.
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Q. How do you go about motivating staff who are unwilling to share or participate?
Answer from Dr. Barbara Sorrels: I don’t think anyone should be forced to share or participate. I would hope that they would at least work through the process for their own personal benefit. I think it would also be up to the group to decide if they want those who are unwilling to participate to be a part of the sharing process. As I have said, it is such an amazing experience that I would suspect that as they hear and see the process in action, they may be drawn into the experience but I think the group needs to make the decision.
I had one person ask to be excused from the process in a workshop setting because her childhood was so painful and abusive. It gave me a few minutes to chat with her and she acknowledged that she needed to get some professional help to resolve the losses in her life. That realization was huge for this person. For the rest of the workshop she worked on some other activities that were not so deeply personal—dealing more with classroom practice.
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Q. Has there ever been an issue with confidentiality? Are there key phrases or boundaries set up before hand?
Answer from Dr. Barbara Sorrels: Yes, I think there needs to be some ground rules that what happens and is said in the process is confidential. I have had people sign a covenant for that purpose. But I think when they see the process in action and understand the level of courage it takes to be vulnerable, there is no inclination to respond flippantly. That is also why I think it is important for the leader of the organization to go first. The other interesting thing that I have discovered is the fact that people really do want to be understood and really do want other people to hear their story. We all have a deep need to be understood by those around us.
