The Leadership Voyage

1. The Leadership Voyage Linda Gojak President, NCSM ncsmonline.org lgojak@jcu.edu

2. “If a man knows not what harbor he seeks, any wind is the right wind” Seneca

3. Sailing… Leadership… the skillful art of controlling the motion of a sailing ship or sailboat, across a body of water. the skill of influencing people to work enthusiastically toward goals identified as being for the common good.

4. Setting the Course • Have a purpose or mission: • How will you benefit the students? • Have identified values: • What do you believe about effective mathematics education? • What do you believe about the way students learn mathematics? • Have measurable goals: • What specific steps will you take to reach your mission? • How will you know when you are there?

5. Finding Your Compass Think of someone who has greatly influenced your life. What qualities of character does this person have?

6. Honest, trustworthy • Good role model • Caring • Committed • Good listener • Respectful • Positive, enthusiastic • Passionate

7. Are we born with these qualities or are they learned behaviors? To some degree we have all of them -- some more so than others. We must practice these qualities in ourselves if we are to be effective leaders.

8. Honest, trustworthy • Good role model • Caring • Committed • Good listener • Respectful • Positive, enthusiastic • Passionate

9. Two dynamics in working with people and getting things done • TASKS • RELATIONSHIPS You cannot focus on one at the expense of the other

10. Power vs. Authority • Power - ability to force or coerce someone to do your will because of your position of might • Authority -- getting people to willingly do your will because of your personal influence

11. Levels of Change • Knowledge • Providing information • Attitude • How people feel about that knowledge • Behavior • How people act about making the change • Organizational • Attempting to influence the knowledge, attitude and behavior of multiple people

12. Why Change Is So Difficult • People feel awkward when confronted by change • Tell them what to expect • People feel alone -- even if everyone else is going through the same change • Structure activities and create involvement • Encourage individuals to share ideas

13. Why Change Is So Difficult People will think first about what they have to give up. • Don’t try to sell the benefits of the change effort initially • Let people mourn their perceived losses • Listen People will think they can only handle so much change at once. • Set priorities on which changes to make • 10% per year is realistic for most people

14. Why Change Is So Difficult People will be concerned they don’t have enough resources (time, money, skills) to implement the change • Encourage creative problem solving • Work with those who control the resources People are at different levels of readiness • Recognize that some people are risk takers and others will take longer to feel secure • Acknowledge the feelings and find ways to support those who are more reluctant to change

15. Why Change Is So Difficult If “pressure” is taken off, people will revert to old behaviors • Keep people focused on maintaining the change and managing the journey • Work with other leaders to keep the mission in front of people • Focus on goals • Recognize and celebrate successes

16. The key to leadership is to accomplish the task while building relationships.

17. Steps to Purposeful Leadership • Diagnose the development level of each person you are leading

18. Developmental Levels Enthusiastic Beginners: • High level of commitment, low level of confidence • Inexperience

19. Developmental Levels Disillusioned Learners • Some experience and competence • Reduced level of commitment and enthusiasm due to some failure during the learning process or realization that the task is more difficult they they thought

20. Developmental Levels Capable but Cautious • Moderate to high level of competence • May have lost some enthusiasm or confidence • Cautious in applying the change on their own

21. Developmental Levels Peak Performers • Self reliant achievers • Highly competent and highly committed to change

22. Steps to Purposeful Leadership • Flexibility in Leadership Style

23. Flexibility Directive Leadership: Telling people • what to do, • when to do it • where to do it • how to do it

24. Flexibility Supportive Leadership: • Listen • Encourage • Praise progress, • Facilitate interactions • Involve people in decision making

25. Four Leadership Styles • Directing: • provide specific directions about roles • track performance in order to provide frequent feedback on results • Best used with enthusiastic beginners • High direction, high support -- leader decides

26. Four Leadership Styles • Coaching: • explain why • solicit suggestions • praise progress that is approximately correct • continue to direct task accomplishment • Best used with “disillusioned learners” • High direction, high support (let’s talk and decide or leader decides)

27. Four Leadership Styles • Supporting: • facilitate interaction with others, • listen to people, draw them out, • encourage and support • provide little direction Best used with capable but cautious performers High support/low direction (let’s talk and you decide)

28. Four Leadership Styles • Delegating: • facilitate interaction with others • listen to people and draw them out • encourage and support • provide little direction Best used with peak performers and self reliant achievers Low direction/low support (you decide)

29. Situational Leadership Coaching Supporting – Supportive Behavior + Delegating Directing – Directive Behavior +

30. Steps to Purposeful Leadership 3. Partnering for Performance

31. Partnering for Performance • Determine with people how to work together in a way that they can accomplish their goals • Follow through on any agreements • Determine the right leadership for the right developmental level.

32. Building Relationships • Trust -- letting go • Respect -- feelings must align with actions • Focus on the needs of others

33. The Journey If you do not change your direction, you will end up exactly where you are headed.

34. Journey to Servant Leadership Leadership Authority Service and Sacrifice Love Will

35. Will • aligning our intentions with our actions; • making choices • Love • how we behave toward others , rather than how we feel about others

36. Patience showing self control Kindness giving attention, appreciation and encouragement Humility being authentic, without arrogance Respectfulness treating all others as important Selflessness meeting the needs of others Forgiveness giving up resentment when wronged Honesty being free from deception Commitment sticking to your choices Love (behavior) and Leadership

37. A leader of authority is called upon to make many choices and sacrifices. When we choose to extend ourselves by serving others, we will build influence.

38. As we continue on the journey of leadership in order to become a servant leader, we may have to adjust our course by even a few degrees. A few degrees may not make a big difference on a short journey, but for the long journey of life, it may put you in a completely different place.

39. "A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be.” Rosalynn Carter

40. The person who says it cannot be done should not interrupt the person doing it.... Chinese Proverb

41. To lead people, walk beside them ... As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear; and the next, the people hate ... When the best leader's work is done the people say, 'We did it ourselves!’ Lao-Tsu

42. Remember…The definition of insanity is continuing to do what you have always done and hoping for different results.

43. Lessons from the Geese Dr Robert McNeish

44. What can we learn about leadership from geese?

45. As each bird flaps its wings, it creates uplift for the following bird. By flying in a “V” formation, the whole flock adds 71% greater flying range than if the birds flew alone.

46. LESSON: People who share a common direction and sense of community can get where they are going quicker and easier because they are traveling on the thrust of one another.

47. What can we learn about leadership from geese?

48. Whenever a goose falls out of formation, it suddenly feels the drag and added resistance of trying to fly alone, and quickly gets back into formation to take advantage of the lifting power of the bird immediately in front.

49. LESSON: If we have as much sense as a goose, we will stay in formation with those who are headed where we want to go, and we will be willing to accept their help as well as give ours to others.

50. What can we learn about leadership from geese?