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Practicing Collaborative Leadership

Practicing Collaborative Leadership. Enhancing a positive culture. Today’s Goal. To help you design an intentional leadership approach in support of a collaborative culture. Agenda. People’s behavior is driven, in large part, by the culture around them. Is your culture intentional or

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Practicing Collaborative Leadership

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  1. Wedemeyer Consulting Practicing Collaborative Leadership Enhancing a positive culture

  2. Today’s Goal To help you design an intentional leadership approach in support of a collaborative culture. Wedemeyer Consulting

  3. Agenda Becky Wedemeyer 301.466.2700

  4. People’s behavior is driven, in large part, by the culture around them. Is your culture intentional or accidental? • What type of behaviors are you trying to encourage at your school/org.? • How does your current culture support what you’re trying to accomplish? • How is your current culture working against you? • How would your students, faculty, parents describe your culture? Becky Wedemeyer 301.466.2700

  5. Culture is driven in large part by the behaviors of leaders. • What type of priorities are focused upon? • What gets measured? • What does it take to get praise or recognition? • What type of language is used? • How are people held accountable? • Are we clear about intentions and expectations? • How is success defined? Becky Wedemeyer 301.466.2700

  6. Research tells us that successful leaders share some common characteristics. • Great leaders adapt their style to suit the situation. • Great leaders take time to reflect and evolve their leadership practice. • Great leaders are intentional. • Great leaders ask themselves, “what’s next”. • Great leaders define success in terms of their impact on others. Becky Wedemeyer 301.466.2700

  7. What is your intention as a leader? Becky Wedemeyer 301.466.2700

  8. Certain competencies seem to differentiate great leaders. • They are comfortable with Change and Ambiguity • They build their Conflict Competence • They make friends with Feedback • They have a healthy appetite for Personal Learning. Becky Wedemeyer 301.466.2700

  9. Change and Ambiguity– Assess your strengths and opportunities: Skilled Unskilled • Anticipate & embrace change • Ask “what would make this work?” • Understand the natural growing pains associated with change • Learn about the dynamics of change and its impact • Ok when everything is not settled • Able to make decisions without all the facts • Focus as much on the transition as on the change itself. • Strive toward success • Embrace tradition • Ask: “why is this necessary?” • Get frustrated with negative aspects of change • Take change as it comes without a planned approach • Need closure and clear parameters • Uncomfortable with the risk associated with missing data. • Eager to get back to business as usual once the change has occurred. • Seek to avoid failure Becky Wedemeyer 301.466.2700

  10. Conflict Competence – Assess your strengths and opportunities: Skilled Unskilled • View conflict as a natural part of the work environment • Assume positive intent of others • Step up to the tough conversations • Know how to pick their battles • Seek understanding not victory • Keep conflict focused on the task • Welcome open debate • Views conflict as a dysfunctional part of the work environment • Tell themselves “stories” • Avoid tough conversations • Never back down • Build a case to prove self right • Make conflict personal • Is offended by counter views Becky Wedemeyer 301.466.2700

  11. Feedback – Assess your strengths and opportunities: Skilled Unskilled • View feedback as a gift • Frequently seek out feedback • Accept feedback and seek clarity • Clearly convey their openness to feedback • Design formal systems to ensure feedback conversations occur • Are respectful yet direct and to the point • View feedback as criticism • Accept feedback when you have to • Resist, argue, defend, rationalize • Sends messages they’re not open to feedback (conscious or not) • Allow feedback to occur naturally as “needed” • Beat around the bush and sugar coat to avoid hurting feelings Becky Wedemeyer 301.466.2700

  12. Personal Learning– Assess your strengths and opportunities: Skilled Unskilled • Seek to understand others • Have high degree of self-awareness • Seek to mitigate “overuses” • Ask themselves, “what’s next” • Understand inherent differences in people’s wiring • Practice appropriate “impression management” • Define “intelligence” broadly • Seek understanding from others • Don’t know what they don’t know • Focus heavily on a few “strengths” • Settle with current abilities • View all people through the same lens • Subscribe to an “I am who I am” philosophy • Define intelligence in terms of “IQ” Becky Wedemeyer 301.466.2700

  13. There’s a reason so many people are not good at this stuff… What are the hurdles? • Personal • Environmental • Social • Practical • Emotional Becky Wedemeyer 301.466.2700

  14. What three things will you commit to do? • Start • Stop • Continue Becky Wedemeyer 301.466.2700

  15. Recommended Resources

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