In this episode, Ryan Steuer sits down with Jill Reilly, author of the book, "10 Permissions." Jill shares her journey and insights on navigating profound change, both personally and within organizations, offering a fresh perspective for school leaders looking to innovate. This conversation is particularly relevant for school and district administrators, coaches, and anyone trying to bring about change in long-standing systems.
Key Takeaways from Jill Reilly:
- The Power of Self-Permission: Jill's work, including her book "10 Permissions," is born out of experiences witnessing the challenges of big change and the need for individuals to grant themselves permission to act differently. This concept is crucial for school leaders feeling stuck between outdated expectations and 21st-century needs.
- The Cost of Not Questioning Inherited Stories: Following prescribed paths, like the "get good grades, go to a good school, get a good job" narrative, can lead to irrelevance. This old logic often fails to equip young people with the self-awareness, self-efficacy, and agency necessary for a fluid world.
- Redefining "Good Schools": Traditional metrics like test scores and extracurriculars, while valuable, no longer hold the same currency they once did. Jill emphasizes the need for schools to focus on developing agency, authority, and adaptability in learners, which she sees as critical capabilities for the future.
- Permission to Go Astray: Leaders and teams need to feel safe trying new things that may not be "proven" locally. Change doesn't have to be radical; it can start with small, granular experiments that tap into individual agency. Jill encourages leaders to "work out loud" and model adaptive behaviors for their staff and students.
- "Forget About the Future" (and Embrace Agility): Instead of rigid five-year plans based on controlling variables, Jill advocates for big intentions with "small attention." This means being present, pattern-spotting opportunities, and adapting to a rapidly changing world, especially with impacts like AI on the horizon. It's about shorter time frames and inductive approaches, allowing for flexibility and continuous learning.
- "Traveling Light": Many in institutions carry a "heaviness" of responsibility and perceived expectations. Jill invites leaders to let go of what no longer serves them, including self-judgment and the need to constantly take on more. This creates space for agility and possibility, transforming change from "extra responsibility" to an invitation for conversation about what can be put down.
- Building a "Fitness for Change": Instead of framing change as "problems to be solved," Jill suggests focusing on developing core capabilities and a "fitness for change." This involves taking small, iterative steps, earning experience in managing discomfort and fear, and building the "muscle" for making change.
- Optimism is Radical: Believing in a better future is revolutionary, especially in times prone to pessimism. Optimism is the "lifeblood of all the best thinking and all the best action".
Connect with Jill:
