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Effective Leadership for Teaching and Learning
Superintendent Certification Program WSU VancouverMarch 14, 2009
Mickey Venn LahmannSenior [email protected]
Six Degrees of Separation?
www.leadershipinnovationsteam.com
…if a person is one step away from each person they know and two steps away from each person who is known by one of the people they know, then everyone is on average six "steps" away from each person on Earth.
Learning targets for today
• Review the Characteristics of Improved School Districts
• Explore your own leadership strengths
• Learn what the research says about leadership
• Learn about the power of feedback
www.leadershipinnovationsteam.com
Four Characteristics of Research on Improved Districts
• Effective Leadership
• Quality Teaching and Learning
• Support for System-wide Improvement
• Clear and Collaborative Relationships
Which Areas are Strengths for You?
• Review the Characteristics of Improved School Districts
• From the 4 Categories, identify 2 themes you consider to be your strengths
• Share your strengths with your neighbor…
What are your strengths and why?
www.leadershipinnovationsteam.com
All Characteristics are Important
• Which ones are most important?• Certainly the heart of our business is
learning, while there is …
NO SILVER BULLET…Your investment in making sure every
student has a highly effective teacher
every day is where the
rubber hits the road!
www.leadershipinnovationsteam.com
Leadership for Teaching & Learning?
• How can you ensure this for ALL students?
Be the BEST leader you can be….
www.leadershipinnovationsteam.com
No lack of advice on leadership
To name but a few..Bolman and DealFullanElmoreCoveySchletchyPetersSengeCollins
www.leadershipinnovationsteam.com
Four Characteristics (13 Themes) of Research on Improved Districts
• Effective Leadership– 3 Themes
• Quality Teaching and Learning– 4 Themes
• Support for System-wide Improvement– 3 Themes
• Clear and Collaborative Relationships– 3 Themes
10
Common Threads (9) of Highly Successful Schools, DuFour
1. Clarity of focus
2. Collaborative culture
3. Collective Inquiry into Best Practices & Current Reality
4. Action orientation
5. Commitment to continuous improvement
6. Focus on Results
7. Strong principals who empower teachers
8. Commitment to face adversity, conflict, and anxiety
9. Use of the same guiding phrase
McRELBalanced Leadership Profile
The purpose of the Balanced Leadership Profile™
Survey is to provide building principals with
multiple perspectives on the their fulfillment of the
21 leadership responsibilities identified in
McREL's leadership research, and to furnish
feedback on principals' change leadership.
www.leadershipinnovationsteam.com
Leadership Practices Inventory: LPI
By Jim Kouzes and Barry Posner
360 Degree InventoryIt allows us continuously to test our initial
findings that The Five Practices Model with 31 practices
is a valid view of the world of leadership, and it
provides a tool that helps leaders assess the
extent to which they actually use those practices so that they can
make plans or improvement.
12
13
Now, Discover Your Strengths by Marcus Buckingham
Strengths Finder Profile (34 Themes)• Based on Gallup Study, over 2 million people• Globally only 20% of employees working in large
organization surveyed felt their strengths were used each day.
• “The keystone of high achievement and happiness is exercising your strengths, not correcting your weaknesses”
• “That excellent performers must be well rounded is one of the most pervasive myths we hope to dispel in this book.”
Extraordinary Leaders?
Think about an extraordinary
leader…
Think of at least 3 characteristics
this person was extremely good and
write those down.
www.leadershipinnovationsteam.com
15
The Zenger/Folkman Research
• Two years researching the impact of leadership performance and the key behaviors that great leaders demonstrate
• Data set of 200,000 evaluations on 20,000 people
• Contrasted the highest-performing 10% to the lowest-performing 10%
• The approach: Lead with the data!
• The result: New insights that fundamentally change the way we think about leadership development
16
Insight
Good does not equal great—and your organization needs you to be great.
17
Leadership vs. Turnover
9
14
19
0
2
4
6
8
10
12
14
16
18
20
Bottom 30% Middle 60% Top 10%
Av
era
ge
Per
cen
t T
urn
ov
er
Poor Leaders Good Leaders Great Leaders
Extraordinary leaders are much better at holding on to their people.
18
Leadership vs. Customer Satisfaction
68
49
39
0
10
20
30
40
50
60
70
80
Bottom 20% Middle 60% Top 20%
Per
cep
tio
ns
of
Cu
sto
mer
S
atis
fact
ion
(p
erce
nti
le)
The most effective leaders create satisfied customers.
Poor Leaders Good Leaders Great Leaders
19
Leadership vs. Net Income
-2000000
-1000000
0
1000000
2000000
3000000
4000000
5000000
Net
In
com
e
Great leaders generate much higher income.
($1.2MM)
$2.4MM
$4.5MM
Bottom 10% Middle 80% Top 10% Poor Leaders Good Leaders Great Leaders
20
Leadership vs. Employee Commitment
Results from a largeHigh-tech company
90
80
70
60
50
40
30
20
10
90
th -
10
0th
80
th -
89
th
70
th -
79
th
60
th -
69
th
50
th -
59
th
40
th -
49
th
30
th -
39
th
20
th -
29
th
10
th -
19
th
1s
t -
9th
Leadership Effectiveness Percentile
Em
plo
yee
En
gag
emen
t/C
om
mit
men
t
Percentile
Poor LeadersCreate
Dissatisfaction
Good Leaders Have an
Adequate Impact
Great LeadersMake a Great
Difference
21
Leadership Effectiveness vs. High Commitment
0
10
20
30
40
50
60
1st - 19th 20th - 39th 40th - 59th 60th - 79th 80th - 100th
% o
f H
igh
ly C
om
mit
ted
Em
plo
yees
Leadership Effectiveness Percentile
Employees indicated the extent that their “work environment is a place where people want to go the extra mile.” The graph below represents the percent of employees who indicated they “Strongly Agreed” with the statement.
22
Leadership Versus Employee Commitment
0
10
20
30
40
50
60
70
80
90
1st -9th
10th -19th
20th -29th
30th -39th
40th -49th
50th -59th
60th -69th
70th -79th
80th -89th
90th -100th
Em
plo
yee
Co
mm
itm
ent
Ind
ex
Leadership Effectiveness Percentile
Results from 378 Educational Leaders
23
Percent of Employees that “Think about Quitting”
0
5
10
15
20
25
30
35
40
1st - 19th 20th - 39th 40th - 59th 60th - 79th 80th - 100th
% o
f E
mp
loye
es in
Wo
rk G
rou
ps
Th
at “
Th
ink
abo
ut
Qu
itti
ng
”
Leadership Effectiveness Percentile
“Think about Quitting” percentage is the percent of employees responding neutral or negative to the item “I rarely think about quitting my job and going to anther company.
Results based direct report results from 374 leaders
24
Leadership Effectiveness vs. Confidence of Reaching Strategic Goals
0
10
20
30
40
50
60
1st - 19th 20th - 39th 40th - 59th 60th - 79th 80th - 100th
% o
f C
on
fid
ent
of
Ach
ievi
ng
Str
ateg
ic G
oal
Leadership Effectiveness Percentile
Employees indicated the extent that they felt “confident that this educational institution will achieve its strategic goal.” The graph below represents the percent of employees who indicated they “Strongly Agreed” with the statement.
25
Insight
You don’t have to be a superhero to
be an extraordinary
leader.
NOT
26
Impact of Leadership Effectiveness Without Any Perceived Profound Strengths
34
0
10
20
30
40
50
60
70
80
90
100
Average Percentile
Score
0 1 2 3 4 5
Number of Strengths
27
Impact of One Strength on Overall Perception of Leadership Effectiveness
34
64
0
10
20
30
40
50
60
70
80
90
100
Average Percentile
Score
0 1 2 3 4 5
Number of Strengths
28
Three Strengths Raises Leadership Effectiveness to the 81st Percentile
34
6472
8189 91
0
10
20
30
40
50
60
70
80
90
100
Average Percentile
Score
0 1 2 3 4 5
Number of Strengths
Page 2-3
29
Focusing Development on Weaknesses Works Well When . . .
Leadership Competencies
1 2 3 4 5
P
O
N
M
L
K
J
I
H
G
F
E
D
C
B
A
Strong negative data on an issue
can cripple a person’s leadership
effectiveness
. . . People Have Fatal Flaws
30
Insight
To get where you want to go, you need to know
where you are.
Power of Feedback
“Pity the leader caught between unloving critics and uncritical lover.”
John Gardner
Getting regular feedback is the only way to know if you are having the desired
impact.
www.leadershipinnovationsteam.com
32
Other Leadership Observations
True North: Discover your Authentic
Leadership by Bill George
CEO of Medtronic• 75 members of the Stanford Graduate School
Business Advisory Council• Asked to recommend the most important
capability for leaders to develop
• Answer nearly unanimous… Self awareness!
33
Differentiating CompetenciesLeading Change
• Develops Strategic Perspectives • Champions Change • Connects the Group to the Outside World
Character• Displays High Integrity and
Honesty
Interpersonal Skills• Communicates Powerfully
and Prolifically• Inspires and Motivates
Others to High Performance
• Builds Relationships• Develops Others• Collaboration and
Teamwork • Values Diversity
Focus on Results• Drives for Results • Establishes Stretch
Goals• Takes Initiative
Personal Capability • Technical/Professional Expertise• Solves Problems and Analyzes Issues• Innovates• Practices Self-Development
34
Insight
When choosing which strengths to develop, play
to your passions!
Passion + Organizational Needs +Competence = Sweet Spot• Passion + Competence without
Organizational Needs = HOBBY
• Organizational Needs + Competence without Passion= CHORE
• Passion + Organizational Needs without Competence = ROOKIE
36
Fixing Weaknesses!Fixing Weaknesses!
What Does Performance Improvement Mean to Most People?
37
Insight
When building on your
strengths, often the best
approach is to build around
them.
38
Differentiating CompetenciesLeading Change
• Develops Strategic Perspectives • Champions Change • Connects the Group to the Outside World
Character• Displays High Integrity and
Honesty
Interpersonal Skills• Communicates Powerfully
and Prolifically• Inspires and Motivates
Others to High Performance
• Builds Relationships• Develops Others• Collaboration and
Teamwork • Values Diversity
Focus on Results• Drives for Results • Establishes Stretch
Goals• Takes Initiative
Personal Capability
• Technical/Professional Expertise• Solves Problems and Analyzes Issues• Innovates• Practices Self-Development
39
The Competency Companions Are “Cross-Training” Ideas for Leaders
Analytical andProblem-Solving
Skills
Innovates
Can Be Trustedto Act in theTeam’s Best
Interest
RelationshipBuilding andNetworking
Communication
TakesInitiative
DevelopsOthers
Technical/Professional
Expertise
Desires to Pursue
Excellence
40
Change Requires Practice
• Frequently, people underestimate the difficulty of some behavioral changes
• A key to developing a new skill is finding a way to practice prior to getting in the game
Playing or Practicing Leadership?
Set Goals based on Strengths
Which is our tendency?
Practice, practice, practice
Enlist the support of a coach.
Potential of Extraordinary Leadership Development for you?
What IF your leadership development leads to…– Increased commitment to overall district goals– Lower turn-over– More satisfied customers (staff, students, parents)– Increased job satisfaction & professional
advancement– Achievement of strategic goals– Student Achievement !!!
42
The Power of Feedback
“Turning Feedback from Others into
Personal and Professional Change”
By Joseph Folkman
www.leadershipinnovationsteam.com
Leadership for Teaching and Learning…
What difference do you
think leadership makes in a
school district?
YOU are the difference.
44
Courageous Leader Lessons
Joe Jones , Selah SD
Shane Backland, Selah SD
Paul Hunter, Columbia SD
Jeanette Ozuna, Toppenish SD
Tom Gresch, Cheney SD
Darcy Weisner, Walla Walla SD
www.leadershipinnovationsteam.com
46
Summary
• Leadership matters! Great leaders have great impact.
• If you have a fatal flaw, fix it.
• Cultivate a few outstanding strengths.
• Use your feedback as a starting point in your development.
• Play to your passions!
• Cross-train to build on strengths.
• Practice, practice, practice!