Upload
rosamond-hall
View
214
Download
0
Tags:
Embed Size (px)
Citation preview
Innovative Leadership: Innovative Leadership: First, the BasicsFirst, the Basics
Redmond, WashingtonRedmond, WashingtonJuly 19, 2005July 19, 2005
Dr. Yvonne Caamal Canul, DirectorDr. Yvonne Caamal Canul, DirectorOffice of School ImprovementOffice of School Improvement
Michigan Department of EducationMichigan Department of Education
Microsoft Worldwide Innovative Teacher’s Forum
AssumptionsAssumptions You are innovators, leadership is inherent You are innovators, leadership is inherent
in that rolein that role Innovare - to make new, renew – Innovare - to make new, renew – from from
withinwithin Innovation doesn’t need to be complicatedInnovation doesn’t need to be complicated Environments can foster innovationEnvironments can foster innovation Leaders influence their environments Leaders influence their environments Environments that foster innovation have Environments that foster innovation have
basic characteristicsbasic characteristics
Leadership Leadership Innovation: Innovation: The BasicsThe Basics RelationshipsRelationships RitualsRituals ResearchResearch
Rituals
Relationships
Research
RelationshipsRelationships Everyone is a potential ally, Everyone is a potential ally,
everything a potential everything a potential sparkspark
Relationships - Relationships - connecting connecting people, situations, ideaspeople, situations, ideas
Relationships -Relationships -Role of the SoulRole of the Soul
Find your authentic self, be Find your authentic self, be humanhuman let people know you, laughlet people know you, laugh
Lead from WithinLead from Within lead with lightlead with light
Organizational value formulaOrganizational value formula value = positivityvalue = positivity
Organizational Value Formula
The amount of work you contribute to the organization
- (minus)
The amount you complain about the amount of work you contribute
= (equals)
Your Value to the Organization
Relationships- Relationships- Influence and Influence and
ConnectionsConnections Sphere of influence is Sphere of influence is
symbioticsymbiotic you get what you giveyou get what you give
Understand the nature of Understand the nature of connectivityconnectivity nothing exists in isolation nothing exists in isolation
““Uno nunca sabe para quien Uno nunca sabe para quien trabajatrabaja”” - Power Shifts - Power Shifts
RelationshipsRelationships – – Responsibility to OthersResponsibility to Others
Relationships define area of Relationships define area of engagementengagement broader definition, greater capacity broader definition, greater capacity
New relationships increase New relationships increase responsibility to new agenda responsibility to new agenda – increases potential for new – increases potential for new ideasideas finding common ground, finding common ground,
giving/gettinggiving/getting
Relationships –Relationships – MentorshipMentorship
Everyone has a story, listen to itEveryone has a story, listen to it Empower othersEmpower others
identify your leaders within, mentor themidentify your leaders within, mentor them
Build an expansive constituency Build an expansive constituency basebase there are no enemies there are no enemies
RitualsRituals
Ritual as MetaphorRitual as Metaphor Routines, events, activities, and Routines, events, activities, and
products transforming ordinary products transforming ordinary meaning into extraordinary meaning into extraordinary beingbeing
Rituals Rituals – – Meaningful RoutinesMeaningful Routines
Set ExpectationsSet Expectations establish whole community routinesestablish whole community routines develop coherence, stabilitydevelop coherence, stability
Student FocusStudent Focus engage students in their identityengage students in their identity
Celebratory Celebratory – implant the – implant the positivepositive transformational thinkingtransformational thinking
Rituals –Rituals – EventsEvents
Expected and unexpectedExpected and unexpected benchmarking eventsbenchmarking events contextual needcontextual need
Support instructionSupport instruction focus on academicfocus on academic relevancerelevance
Attention to detailsAttention to details small things DO mattersmall things DO matter
Rituals – Rituals – ActivitiesActivities
Support the Mission –Support the Mission – be clear about what it isbe clear about what it is stay coherent and focusedstay coherent and focused
Congruent with stated Congruent with stated values –values – the “non-negotiables”the “non-negotiables” pedagogy vs. politics, weigh eachpedagogy vs. politics, weigh each
Enhance instructional goalsEnhance instructional goals support to academicssupport to academics
Rituals – Rituals – Product OrientedProduct Oriented
Concrete, tangibleConcrete, tangible make history, legacy-mindedmake history, legacy-minded
Physical evidence of Physical evidence of meaningmeaning visual “meaning-making”visual “meaning-making”
Standard of excellenceStandard of excellence – – let people know they’re worth itlet people know they’re worth it reward generouslyreward generously
ResearchResearch
What’s Going on Here What’s Going on Here and What Does it Mean?and What Does it Mean?
Research – Research – Know ThyselfKnow Thyself
Expand your personal curriculumExpand your personal curriculum Know a lot about a lot, travel and read Know a lot about a lot, travel and read
Engage in self-discoveryEngage in self-discovery who am I? who are we?who am I? who are we?
Identify a group of colleagues and Identify a group of colleagues and TALK regularly about your craft TALK regularly about your craft until the conversation expiresuntil the conversation expires Take time to discuss deeply with safety Take time to discuss deeply with safety
Research –Research – Inquiry-based Inquiry-based
EnvironmentEnvironment Ask “why are we doing this?”Ask “why are we doing this?”
keep the mission/reason clear, constantkeep the mission/reason clear, constant Create opportunities and climate Create opportunities and climate
for discussionsfor discussions find ways to engage in deep inquiryfind ways to engage in deep inquiry
““Getting through” the agenda Getting through” the agenda doesn’t imply efficacydoesn’t imply efficacy use the “teachable moment”use the “teachable moment”
Research –Research – Inquiry + Data = Good Inquiry + Data = Good
DecisionsDecisions Broaden definition of information Broaden definition of information
gatheringgathering textual, verbal, non-verbaltextual, verbal, non-verbal gather data from everywhere, ask good ?’sgather data from everywhere, ask good ?’s
Look for, ask for evidence, patternsLook for, ask for evidence, patterns what does the data tell you? what does the data tell you? all information helps with decision-makingall information helps with decision-making
Match support with data-identified needsMatch support with data-identified needs the data will tell you what to do the data will tell you what to do
Innovative LeadershipInnovative LeadershipSimple thoughts on a complex ideaSimple thoughts on a complex idea
Be prepared to know yourself Be prepared to know yourself better than you may want tobetter than you may want to
Know a lot about a lotKnow a lot about a lot Travel as much as you canTravel as much as you can Believe and act as if there are no Believe and act as if there are no
enemiesenemies Dream, think, then do Dream, think, then do
Innovative LeadershipInnovative LeadershipSimple thoughts on a complex ideaSimple thoughts on a complex idea
Take some risks, redesign the conventionalTake some risks, redesign the conventional Every day tell the people you work with Every day tell the people you work with
that they are the greatest that they are the greatest Come to work earlier than anyone else, Come to work earlier than anyone else,
leave later than anyone else – be selflessleave later than anyone else – be selfless Set the expectation for excellence, then Set the expectation for excellence, then
practice it practice it Understand and believe that obstacles are Understand and believe that obstacles are
just simple reminders telling you to go back just simple reminders telling you to go back and change direction, design, goalsand change direction, design, goals
Innovative LeadershipInnovative LeadershipSimple thoughts on a complex ideaSimple thoughts on a complex idea
Negotiate – find common ground Negotiate – find common ground whenever and wherever possiblewhenever and wherever possible
Practice PRAXISPractice PRAXIS Anticipate whenever possible, trust your Anticipate whenever possible, trust your
intuitionintuition Gossip is a dangerous, be circumspectGossip is a dangerous, be circumspect No one is “golden” – power shiftsNo one is “golden” – power shifts
Innovative LeadershipInnovative LeadershipSimple thoughts on a complex ideaSimple thoughts on a complex idea
Don’t deprive anyone of their place, their Don’t deprive anyone of their place, their time, their storytime, their story
Everything happens for a reason – “cada Everything happens for a reason – “cada perro tiene su día”perro tiene su día”
Be empathetic, especially when you Be empathetic, especially when you don’t feel like itdon’t feel like it
Problems are opportunities for creating Problems are opportunities for creating innovative solutionsinnovative solutions
Innovative LeadershipInnovative LeadershipSimple thoughts on a complex ideaSimple thoughts on a complex idea
Build bridges, don’t burn them – but Build bridges, don’t burn them – but make sure you cross them!make sure you cross them!
Whenever you think you’ll never do Whenever you think you’ll never do that, you willthat, you will
What goes around, comes around – so What goes around, comes around – so beware of what you send aroundbeware of what you send around
Mentor people, work your way out of Mentor people, work your way out of leadershipleadership
Innovative LeadershipInnovative LeadershipSimple thoughts on a complex ideaSimple thoughts on a complex idea
Build professional equity and cash Build professional equity and cash it in sparinglyit in sparingly
Develop projects around people’s Develop projects around people’s strengthsstrengths
Say “please” and “thank you” a lot, Say “please” and “thank you” a lot, especially to waitressesespecially to waitresses
Smile, enjoy lifeSmile, enjoy life
““He who has a “why” He who has a “why” to live for can bear to live for can bear almost any “how.”almost any “how.”
Friedrich NietzscheFriedrich Nietzsche