The Journey to Effective Leadership: skills and resources to support the veteran and emerging leader

1. The Journey to Effective Leadership: skills and resources to support the veteran and emerging leader Christy Chambers, EdD CEC President

2. Who’s here? • Teachers • Administrators • Related Services Support Personnel • Parents • Students • Policy Makers • Others

3. Objectives Identify • principles of effective leadership • research-based leadership behaviors Provide • team building strategies & resources • leadership development strategies & resources • leadership skill development templates

4. How do you define leadership?

5. How do you define leadership? Knowledge Respect Action oriented Confidence Heart Has followers Communication Visionary Influence Manager Supportive Transformational Listener Facilitator Accessible Shares leadership Humor Encourager Takes risks Role Model Gets things done and more……….

6. Evidence Based Leadership Practices • Mission and vision • Skilled facilitation • Roles and responsibilities • Formal and informal leaders

7. Evidence Based Leadership Practices • Shared leadership • Systems thinking • Appreciative inquiry • Leadership v. management

8. How good are you at this? Self assessments Leadership behaviors Checklists Experiences

9. How do we identify leaders? position and title? responsibilities and job functions? influence? intelligence? past contributions?

10. Can/Should Everyone Be a Leader? Can we lead others before we are leaders in our own lives?

11. Mission and Vision • Current • Reflect values and goals • Easily communicated • Known by all stakeholders

12. Skilled Facilitation • Implement the basics • Utilize process tools • Utilize problem-solving models • Promote collaborative environments

13. Skilled Facilitation ChecklistHow often do you exhibit these behaviors?Always /Sometimes / Must Begin I effectively implement the basics of facilitation by … • Preparing the room • Beginning with an overview • Identifying expectations • Defining the problem • Establishing criteria for evaluating solutions • Identifying the root causes • Generating alternative solutions • Evaluating alternative solutions • Selecting the best solution • Developing an action plan • Implementing evaluation plan • Evaluating plan effectiveness • Concluding and summarizing the meeting I demonstrate knowledge of process tools & effectively use them by … I promote collaborative environments to move shared work forward by …

14. Roles and Responsibilities • Essential skills of your role • Strong working relationships-get to know principals personally and professionally • Consistent collaboration time • All staff professional development

15. Authority • Recognize formal and informal thought leaders • Utilize formal and informal thought leaders • Set aside personal needs

16. Shared Leadership • Enable, Challenge, Model, Inspire & Encourage • Develop relationships with all stakeholders • Lead with head, heart and hands • Recognize and utilize shared leadership

17. Systems Thinking Use systems thinking as framework to solve problems • Analyze issues then • Focus on relationships to solve them!

18. Systems Thinking • Today’s problems come from yesterday’s solutions • The easy way out usually leads back in • The cure can be worse than the disease • Faster is slower • Small changes can produce big results Take a risk!

19. Advocacy and Inquiry • Recognize importance of decision making • Value appreciative inquiry • Emphasize collaboration over advocacy • Emphasize what’s already working • Emphasize successes to promote shared image of future

20. Transformational Leadership • limitations of transactional behaviors • value of transactional leadership-get it done! • transformational leadership as goal

21. Transformational Leadership • Philosophy of change • Unity and shared purpose focus • Commitment of followers • Foundation of meaningful change • Personal power, values, morals and ethics

22. Transformational Leadership • Achieving mission and vision emphasis • Redesign jobs for meaning and challenge • Personal development and counseling

23. Leadership & Management What’s more important? Developing and implementing effective: • Management knowledge and skills • Leadership knowledge and skills • Equally important

24. Managers v Leaders Do we get caught up in… maintaining rather than … accepting reality rather than … administering … copying … focusing on structure … relying on control …. short-range view … asking how and when … the bottom line … accepting the status quo … being a classic good soldier … doing things right … Bennis & Goldsmith-Learning to Lead

25. Managers and Leaders Do we get caught up in management? How do we make leadership a priority? How do we engage in spirited leadership?

26. Managers & Leaders Characteristics - leaders & managers Who am I working with? What does my school/setting promote? How do I spend my time?

27. Kouzes, James M. and Posner, Barry Z., The Leadership Challenge360° tool • Encourage the heart • Model the way • Inspire a shared vision • Enable others to act • Challenge the process

28. Investing in Development Doing things right versus doing the right things. How do we use team meetings? Do we model, enable, inspire, challenge, and encourage?

29. Thoughts? Reactions?

30. Tools • Worksheet for forming a team • Team time out-How are we doing? • Working through a disagreement tool Adapted from Leading Teams, Harvard Business Press

31. More Tools • Leading with Heart in Times of Cardiac Arrest workbook: with problem solving scenarios • LPI: Leadership Practices Inventory • Checklist of effective leadership behaviors • Leadership concept discussions

32. Forming a Team : considerations • team purpose • expected activities • intended outcomes • available resources • anticipated constraints • required skills • projected team members • extent of authority • timeline

33. Team time out-How are we doing?

34. Team time out-How are we doing? Comments: • The most significant challenge we face as a team is … • Our greatest strength as a team is … • One thing I would not like to see the team do is ..

35. Working through disagreement: How to get “unstuck” • Describe the disagreement • Diagnose the disagreement: Who/What/Why • Team member-What’s at stake for him/her? • What’s at stake for you? • What setting will you use? • Scripting • What you plan to say/How others may respond • Generating solutions • Solutions/How solution adds value • Try to find win-win • Remind everyone we are on the same team!

36. More Tools • Checklist evaluating you as team leader • Checklist assessing your team’s goals • Team contact information • Role clarification worksheet • Promoting team interdependence Leading Teams, Harvard Business Press

37. Problem Solving Scenarios An activity for teams: Create scenarios and identify: • the players • the conflict • alternative solutions from multiple perspectives

38. Nutrition for the Heart: leadership concept discussions • Your Organization’s Culture-Compliance or Commitment? • How to Identify and Articulate Your Values • Is Personal Achievement Replacing Healthy Relationships? • Two Huge Benefits of Collaboration • Leadership from the Viewpoint of Followers • Okay, Director-Where Do I Focus the Spotlight? Dennis Hooper www.buildingfutureleaders.com

39. Effective leadership practices/checklists • Transformational leadership • Advocacy and inquiry • Skilled facilitation • Systems thinking • Leadership and management • Shared leadership practices • Roles and relationships • Formal and informal authority The Journey to Effective Leadership/Chambers

40. Action Planning Template

41. Leadership Behavior Implementation EXAMPLE

42. Welcome to Christy’s Kitchen

43. Christy’s Kitchen • The “Iron Chef-type activity • How to use games for training • Team score sheet • Reflection

44. Include Reflection in Everything You Do • What was your initial reaction… • How do you feel now at the conclusion of … • What was the most significant challenge to you,(your team, if different)… • How well did you (your team) meet this challenge…

45. Reflection continued • Do you think this activity relates to team development and if so, how? • Is there a “takeaway” for carryover to your work environment? • What did you like best… • What did you like least and how would you change the activity…

46. Bibliography: recommended reading • Bennis, Warren and Goldsmith, Joan, Learning to Lead • Cottrell, David and Layton, Mark C., Listen Up! Customer Service • Covey, Stephen R., The 8th Habit • Covey, Stephen R., Stories of the Courage to Teach: Honoring the Teacher’s Heart • Gluckman, Sandy, Ph.D., Who’s in the Driver’s Seat? Using Spirit to Lead Successfully

47. Bibliography: recommended reading • Greive, Bradley Trevor, The Book for People Who Do Too Much • Harvard Business School, Leading Teams, Harvard Business School Publishing • Krempl, Stephen F., Leadership ER – A Health Checkup for You and Your Team • Novak, Christopher, Conquering Adversity – Six Strategies to Move You and Your TeamThrough Tough Times • Kouzes, James M. and Posner, Barry Z., The Leadership Challenge

48. Recommended Websites • www.buildingfutureleaders.com, Dennis Hooper, Leadership Coach: sign up for regular leadership concept emails-interactive • www.leaderswithheart.com, Christy A. Chambers, Beyond the Box, LLC. Resources and activities • SmartBrief on Leadership: • leadership@smartbrief.com

49. Thoughts? Reactions?

50. Being the best we can be!