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Ensuring the Board and Head’s Growth

Ensuring the Board and Head’s Growth . The Tools for Professional Development . The Board’s Growth and Development. Consider optimal board composition: mix of skills, experience and personalities

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Ensuring the Board and Head’s Growth

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  1. Ensuring the Board and Head’s Growth The Tools for Professional Development

  2. The Board’s Growth and Development • Consider optimal board composition: mix of skills, experience and personalities • Carefully analyze mix of personal styles to ensure harmony and a positive dynamic that avoids factions on the board • The ultimate mix: Work, Wealth and Wisdom!

  3. The Balance of the Old and the New • Retain a critical amount of institutional memory since turnover on international school boards tends to be high • Be open to new board members who meet the criteria for service and who might be able to lead change that is needed • Balancing the right mix of keeping the board strategic while ensuring that they do read your reports and are engaged appropriately

  4. The Board/Head/Chair Relationship • The head must invest the time in getting to know every board member personally • The board must support the head publicly and privately until a decision is made to terminate him/her • The chair must be the head’s most public supporter and most private critic • Heads need to spend up to 40% of their time engaging, guiding and nurturing their board members

  5. Head Development: What Kind of Leader Are You? • Student Leader? Knows every child. You have charisma with children • Faculty Leader? You know faculty and curriculum and this was your path “up” • Strategic Leader? You understand high level theoretical thinking, and seize opportunities • President/External leader? You can sell, fund raise, and make the major “calls” • Can you move from one to another ? • How to use yourstyle to handle conflict, delegation?

  6. What is Your Leadership Style? • A Driver? These can be outstanding heads if they can outlast the upset that their pace of change often creates • An Amiable? These can be long-term leaders but once they leave, problems may be found under the rug, the social “glue” • An Expressive? Also charismatic but not a change agent, but build strong bonds • An Analytical? Often the most successful • A Combination of the above?

  7. What Do You Want to Learn? • More effective fundraising skills? • Marketing? Financial management? • Are you willing to spend your time on board cultivation, development and guidance? • Do you have a career path after being a Head of School? • Ability to reflect on and develop key growth strategies for America’s CEO’s? Conflict Resolution and Delegation/Communication

  8. How to Grow as a Leader • One-on-one coaching and mentoring • Targeted professional development courses and conferences • Sabbaticals • Networking with colleagues • Focused travel • Reading • Going back into the classroom • Shadowing and being shadowed • Boards allowing you to serve elsewhere to grow • Professional “conversations”

  9. The Board’s Role in Head Development • Competitive compensation • Incentives to remain • Sustaining the spouse/partner and children • Growth opportunities within the school/organization itself • External work, foundation development, networking with other businesses, corporations, opportunities for career growth and change, BEING HEARD

  10. Coaching: One Example • Launched by introspective/experienced Head • Seeking long term growth • Starting with key strategies needed by all successful executives/leaders • Drilling down to discussion of specific, sometimes high pressure, issues • Moral, committed, intellectual leadership • Vision driven, and having the courage and tools to learn, to grow and to engage effectively

  11. Coaching and Mentoring Model • Heads and Chairs need to be open to growing and learning, even if at the top of their game • Professional mentoring conversations, guidance and proven experience can help even outstanding leaders to handle complicated and unique challenges • Families come into play. How do you, we, keep our families engaged and supported to help us and be supported in turn? • Case Study: of conflict between two outstanding leaders: chair and head, leading to major problems in a search process

  12. Global Issues - Local Solutions John Littleford 1-800-69-TEACH John@JLittleford.com www.JLittleford.com Confidential: Intellectual Property of Littleford & Associates

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