Facilitated by Ellen Kagen, Georgetown University Charlie Biss, Consultant, Georgetown University

1. Effective Leadership for Early Childhood Systems Change: The art and practice of adaptive leadership Facilitated by Ellen Kagen, Georgetown University Charlie Biss, Consultant, Georgetown University

2. What are you trying to accomplish? What are your challenges? Reflect on a change issue that you are in the midst of addressing; a change which may be easier to tackle with improved leadership skills. The change can be with an individual, within your team, up the chain of command, within your organization or cross department/ cross agency.

3. DEFINING LEADERSHIP

4. Leaders and Managers Managers – Maintain Stability Leaders – Involved in Change Managing the Polarities and Having the Capacity for “Double Vision”

6. Bottom Line “Leaders lead people; managers manage things. Understanding the difference is the first step to understanding ones role as a leader.” (unknown source)

7. Leadership is a Function Leadership is a combination of values, skills, and observable behaviors that: can be learned, improved and expanded can be adapted and changed to address various situations in a changing environment. result in mobilizing others towards expanding their capacity to learn together and take actions to create a vision they share. Source: Ellen B. Kagen, Georgetown University, 2010

8. Leadership and Authority Leadership A combination of values, skills, and observable behaviors that result in mobilizing others toward expanding their capacity to learn together and take actions to create a vision they share. Authority A social contract used to define who or what has power to perform activities such as enforce laws, make judgments, or supervise the actions of others. Authority is also the power to influence or persuade from a solid base of knowledge or experience. Source: Ellen B. Kagen, Georgetown University 2010 6-8

9. Leadership is a set of personal attributes, qualities, and skills either intuitive and/or acquired that rouses and motivates others. (Northouse, 2001). Leadership by Position Leadership by Influence Slide Source: National Center for Cultural Competence, 2010

10. Leadership and Advocacy • Advocacy is the act of pleading or arguing in favor of something such as a cause. It is the pursuit of influencing by putting hard issues on the agenda. • Leadership is the mobilization of resources to bring about the change. • Both leadership and advocacy keep people focused on the issues…leadership galvanizes the people to change their ways.

11. Defining Leadership as a function Leadership can be seen as the process of envisioning and initiating change, by mobilizing others to alter the status quo, in response to an urgent challenge or a compelling opportunity. Leadership is a type of behavior that embraces relationships and has change as its essential goal. Leadership is a “function” in systems change. Source: Ellen B. Kagen , Georgetown University. Adapted from Laufer, N., The Genesis of Leadership, 2008

12. Altering the Status Quo Nature of Change - Urgent challenge or compelling opportunity Changes in Best Practices to address the needs of people which impacts organizations, agencies, workforce, Huge Paradigm Shifts. Family Driven, Youth Guided, Data Driven, Evidence Based, Collaborative, Integrated….etc. Feels Chaotic? Need a framework for how to address and lead change

13. Leadership and Change “ The changes required will be not only in our organizations but in ourselves as well. ….Only by changing how we think, can we change policies and practices. …Only by changing how we interact can shared vision, shared understandings and new capacities for coordinated action be established.” Senge, P. M. (1990) The Fifth Discipline

14. Organic Organizations “……one that is responsive, acts quickly and in a coordinated way and can adjust and learn and grow.” Quinn, R. (1996) Deep Change

15. Organic Individuals “….Only organic individuals can create organic organizations.” Quinn, R. (1996) Deep Change

16. “There is solid evidence that the best leaders are highly attuned to what’s going on inside themselves as they are leading and to what’s going on with others. They’re very self-aware and very socially aware.” Kouzes J. and Posner, B., The Leadership Challenge, 2008

17. System Resistance to Change

18. Personal Resistance to Change

19. Understanding and Reframing our Mental Models Personal Values Culture Mental Models Views of Leadership Advocacy and Inquiry Discussion and Dialogue 19

20. Personal Values Beliefs or standards Qualities Intrinsic worth Guiding principles Guides for how you behave or highly valued qualities that fit and support your way of life Communities Can! Leadership Academy Georgetown University Center forChild and Human Development

21. Leadership Development for System Change Georgetown University 21 Values in Leadership Those personal, organizational, or community beliefs, standards, or qualities that influence your work and interaction with others. Personal values are critical in defining a personal vision. Ultimately personal values of individuals will shape the shared values and vision of a leadership group

22. Personal Values Clarity “The very first step on the journey to credible leadership is clarifying your own values…” The Leadership Challenge, Kouzes & Posner, 4th edition, 2007 Exercise: Hierarchy of Values Communities Can! Leadership Academy Georgetown University Center forChild and Human Development

23. Leadership Development for System Change Georgetown University 23 Culture a communities beliefs, customs, habits, conventions, lore, arts, sciences - it’s what makes us ‘humans’ is shared by all or almost all members of a group is socially transmitted from generation to generation Structures our perceptions… shapes our behaviors Culture is… the total way of life - Internal guidance on how to behave and provides identity source: TeamWorks, 2003

24. Iceberg as a Metaphor for Culture conscious awareness dress age race/ethnicity language food music gender art eye behavior sense of “self” “out-of awareness” notions of modesty authority figures & roles patterns of handling emotions concept of justice group decision-making patterns levels of acculturation patterns of superior/subordinate roles sense of power theory of disease concept of cleanliness risk interpretation body language problem-solving approaches religion & spirituality attitude toward the dependent sense of competition/cooperation social interaction rate patterns of visual perception facial expressions definitions of mental illness concept of justice roles in relation to status by age, sex, class and much more source: Sockalingam, S. - TeamWorks, 2003, adapted from source unknown

25. Leadership Development for System Change Georgetown University 25 Ethnic/Racial/Tribal Identity Socioeconomic Status/Class Nationality Language Family Constellation Social History Health Beliefs & Practices Perception of Disability Education Perception of Health (including mental health Age & Life Cycle Issues Spatial & Regional Patterns Gender & Sexuality Sexual Orientation Religion & Spiritual Views Political Orientation & Affiliation Acculturation/assimilation level Cultural Factors That Influence Diversity Internal Source: NCCC, 2002 - modified from James Mason, Ph.D., NCCC Senior Consultant

26. Leadership Development for System Change Georgetown University 26 Cultural Factors That Influence Diversity Institutional Biases Community Economics Intergroup Relations Natural Networks of Support Community History Race relations Political Climate Workforce Diversity Community Demographics Migratory Patterns Group & Community resiliency External Source: NCCC, 2002 - modified from James Mason, Ph.D., NCCC Senior Consultant

27. Leadership Development for System Change Georgetown University 27 Impact of Cultural Values

28. Impact of Cultural Values Leadership Development for System Change Georgetown University 28

29. UNDERSTANDING MENTAL MODELS

30. Leadership Development for System Change Georgetown University 30 Mental Models Mental Models are: Beliefs, assumptions, and models we have about every aspect of ourselves, others, our organizations, and how the world works Habits of thought Ancestral voices

31. Leadership Development for System Change Georgetown University 31 Attributes of Mental Models Everyone has them They affect how we perceive, relate and act in the world. They can impede or enhance our learning. They may be conscious, or unconscious, and they can get us in trouble. It’s easier to see others’ mental models and harder to see our own.

32. Leadership Development for System Change Georgetown University 32 Mental Models Teenager Teacher Police Religion Family Traditions Silence President Hospital

33. Ladder of Inference Take ACTIONS (based on beliefs) Adopt BELIEFS Draw CONCLUSIONS Make ASSUMPTIONS (based on meaning added) Add MEANING (cultural and personal) Select DATA OBSERVABLE DATA and EXPERIENCE (the “video tape”) Leadership Development for System Change Georgetown University 33

35. Managing Mental Models Limiting assumptions— based on our mental model when it blocks or interferes with our ability to think clearly about any particular issue Mental Models must be tested and evaluated Advocacy and Inquiry as tools to support our understanding of the mental models impacting our work

36. Chinese Characters – To Listen Leadership Development for Systems Change Georgetown University 36

37. Managing Mental Models to Support Common Ground

38. Discussion vs. Dialogue Discussion - way that most people communicate. Ideas presented and everyone analyzes and dissects them. Purpose of discussion - to make sure you win. Purpose - to support your idea and stress your points more strongly. Dialogue - an exploration of ideas. Everyone works together contributing towards idea. More is achieved as each person adds to the ideas. No one tries to win. All are learning and creating. Everyone suspends individual assumptions and explores ideas and issues. Leadership Development for Systems Change Georgetown University 38

39. Leadership Development for System Change Georgetown University 39 Seven Views of Leadership The Genetic View The Learned View The Heroic View The Top-Only View The Social Script View The Position View The Calling View source: adapted from Center for Creative Leadership, Greensboro, NC, 2008