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Leading with Vision

Leading with Vision. A Basic Premise… Everyone in this room has a problem, or sub-optimal situation, that they want to improve…. A Problem : not necessarily a BAD thing… we just haven’t figured out the answer yet. This experience will. NOT fix the problem.

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Leading with Vision

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  1. Leading with Vision

  2. A Basic Premise… Everyone in this room has a problem, or sub-optimal situation, that they want to improve….

  3. A Problem: not necessarily a BAD thing… we just haven’t figured out the answer yet.

  4. This experience will • NOT fix the problem

  5. One of Our Problems…Build a School of the Future

  6. A System: a group of independent but interrelated elements comprising a unified whole

  7. Two Levers The Art of Decision Making The Art of Influencing

  8. The Art of Influencing

  9. never held political office…

  10. The Art of Decision Making

  11. Action: In 8 minutes develop a group activity that you believe your group could do better than any other group in the room.

  12. Priority SystemCharacteristic

  13. CLIMATE: Aspects of the environment that directly impact your team’s ability to do their jobs well Organizational Climate influences thediscretionary effort and commitment of peopleHayGroup, Organizational Climate Survey 2001

  14. System Considerations:Climate Climate is about behavior; culture is about values, beliefs and norms. Climate is about “what;” culture is about “why.”

  15. Case Study: Sir Ernest Shackleton"Men wanted for hazardous journey. Low wages, bitter cold, long hours of complete darkness. Safe return doubtful. Honour and recognition in event of success."

  16. Case Study

  17. Preparing Your Organization

  18. Priority SystemCharacteristic

  19. Improving Organizations through Effective Leadership Management Cybernetics: The Stafford Beer Model Management Thru Systems An early scientist in management cybernetics, Anthony Stafford Beer (1926-2002), made a significant contribution to the field of Organization Development with his brilliantly succinct description of the “The Three Functions of Leadership”.

  20. Where do you spend your time? Activities and strategies built to communicate and nurture who you, and how people feel about you. _____% Day to Day Activities _____% Strategic Planning activities to enable your organization to improve and grow _____%

  21. Most Schools

  22. Preparing Your Team

  23. Building Purposeful TeamsStructure CHAMPION

  24. Ability to influence Self Critical Intellectual Horsepower Our Context Higher Education Community Leaders Internal Organization External Organization Building the TeamFundamental Characteristics

  25. Building the TeamIndividual Characteristics

  26. Identifying the Team

  27. Team Characteristics Analysis

  28. Priority SystemCharacteristic

  29. An Organization with Palpable PrinciplesWhat's important to you as a team?

  30. Measure what matters • Observe • Talk with others • Predictive and Systemic Polling principled climate teaming leadership

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