Where Am I Going and How Do I Get There? Developing Your Career Practice to Lead & Manage in Public Education Association of California School Administrators 2016 Classified Educational Leadership Institute February 25, 2016

2016 ACSA CEL Institute Introductions Welcome – Greg Magnuson, Superintendent, Buena Park SD Agenda & Objectives: Examine the Relationship of “Management” & “Leadership” Reflect on Management & Leadership Practice in Education Share Framework for Effective Management Practice Provide Tips for Your Management & Leadership Practice Lets Talk Management & Leadership Development

2016 ACSA CEL Institute Perspective “It is the set of the sails, not the direction of the wind that determines which way we will go” - Jim Rohn “You've got to think about big things while you're doing small things, so that all the small things go in the right direction” - Alvin Toffler

2016 ACSA CEL Institute Context of M&L in Public Education Decisional Roles Administrator Manager Leader Questions How Do These Roles Relate to Each Other? Are they Different Based on Organizational Capacity? Do the Roles Change by Situation?

2016 ACSA CEL Institute Admin-Management-Leadership Relationship Consider this Model: Shared Interrelationship Administer ManageLead

2016 ACSA CEL Institute Admin-Management-Leadership Relationship Definitions (Webster’s Dictionary) Administration The act of administering; the service rendered, or duties assumed, in conducting affairs; the conducting of any office or employment; direction; management Management Judicious use of means to accomplish an end Leadership The quality of character and personality giving a person the ability to gain the confidence of an lead others

2016 ACSA CEL Institute Admin-Management-Leadership Relationship Consider this Model: A Continuum of Responsibility Consider Discretion and Risk v. Reward on this Progression? Base Skills Administer Manage Lead Technical Area Project or Function?

2016 ACSA CEL Institute Admin-Management-Leadership Relationship Consider this Model: A Layered Continuum of Focus & Responsibility Compliance Process Results Base Skills Administer Manage Lead Technical Area Project or Function?

2016 ACSA CEL Institute Admin-Management-Leadership Relationship Consider this Model: A Technically Layered Continuum of Focus, Skills & Responsibility Base Skills Administer Manage Lead Technical Area + + Skills + + Skills Compliance Process Results Project or Function?

2016 ACSA CEL Institute Admin-Management-Leadership Relationship Definitions (Greg’s Practical Dictionary ) Administration The act of administering a specified process to its conclusion, or an office within its governing rules & regulations Management Judicious use of means to accomplish an end a desired result Leadership The quality of character and personality giving a person the ability to gain the confidence of and lead others to a desired result

2016 ACSA CEL Institute Admin-Management-Leadership Relationship Admin-Management-Leadership Relationship Recap Progressive Relationship Along a Risk/Reward Continuum Independent Domains with Complimentary Relationships Responsibility & Discretion are Key Characteristics of Each (positional or situational) Management and Leadership Require “Enhanced” Skills Model of a Technically Layered Career Progression

2016 ACSA CEL Institute Administrative Practice Where to go for Direction... The Boss... Demonstrate Initiative For Understanding: YES For Strategic Direction/Priorities: YES For Process Direction: NO Go to the Authorities... Demonstrate Resourcefulness Governing Board Policies Administrative Regulation Contracts Standards Manuals Desk Guides

2016 ACSA CEL Institute Administrative Practice The Doctrine of Completed Staff Work Defines “Completed Staff Work” Set a Standard for Subordinate Work “completed staff work the final test is this: If you were the chief would you be willing to sign the paper you have prepared, and stake your professional reputation on its being right?” Provides for “Collaborative Work” Without Blurring the Lines of Professional Responsibility Facilitates Management & Administrative Professional Development Source: “You are most ready for a promotion when you find yourself doing your boss’s job”

2016 ACSA CEL Institute Management Practice 5 Management Processes Planning Organizing Staffing DIRECTING CONTROLLING These processes are interdependent and form the backbone of a “Systemic Management Practice”

2016 ACSA CEL Institute Management Practice 5 Management Processes Planning ID Requirements and Establish Objectives Define Approach and Key Strategies Refinement: Conceptual, Schematic, Preliminary, Final and Operational Organizing Staffing DIRECTING CONTROLLING

2016 ACSA CEL Institute Management Practice 5 Management Processes Planning Organizing Define Resource Requirements Schedule and sequencing Establish key relationships Internal, External & Contractual Staffing DIRECTING CONTROLLING

2016 ACSA CEL Institute Management Practice 5 Management Processes Planning Organizing Staffing Who: Qualities and Capabilities How Many (##) and How Much ($$) Acquisition and Time Phasing DIRECTING CONTROLLING

2016 ACSA CEL Institute Management Practice 5 Management Processes Planning Organizing Staffing DIRECTING Strategic Coordination Operational Coordination Standards and Practice Documentation CONTROLLING

2016 ACSA CEL Institute Management Practice 5 Management Processes Planning Organizing Staffing Directing CONTROLLING Gaging Progress Toward Objectives Intervention Planning: Strategic & Tactical Evaluating Threats and Opportunities

2016 ACSA CEL Institute Management Practice 5 Management Processes Why are these important... There are 4 ways to do things 3 of them are WRONG! The Wrong Thing the Wrong Way The Wrong Thing the Right Way The Right Thing the Wrong Way The Right Thing the Right Way!

2016 ACSA CEL Institute Management Practice We have a Framework for the Management System... So, What Do we Actually Manage? Thoughts?

2016 ACSA CEL Institute Management Practice What Do We Actually Manage? 3 Management Variables: Cost Schedule Quality Cost Schedule Quality

2016 ACSA CEL Institute Management Practice Cost Schedule Quality Interdependent Variables Change to 1, Impacts the Others Implications for: Planning, Organizing and Staffing?? Implications for: Directing & Controlling?? What about People?

2016 ACSA CEL Institute Management Framework Recap Framework for Management Practice Includes: 5 Related by Distinct Processes: Planning Organizing Staffing Directing Controlling 3 Interdependent Variables: Cost Schedule Quality Cost Schedule Quality

2016 ACSA CEL Institute Leadership in Public Education Leadership The quality of character and personality giving a person the ability to gain the confidence of and lead others to a desired result (Webster) Questions: What Distinguishes a Leader? How do you Develop as a Leader? Can a Poor Manager Become a Successful Leader?

2016 ACSA CEL Institute Leadership in Public Education Leadership The quality of character and personality giving a person the ability to gain the confidence of and lead others to a desired result (Webster) “The quality of a leader is reflected in the standards they set for themselves” - Ray Kroc

2016 ACSA CEL Institute Leadership in Public Education Resource: 2015 Professional Standards for Educational Leaders, National Policy Board for Educational Administration Resource: Professional Capital, Hargreaves & Fullan Supports the idea of Professional Work, Capacity & Effectiveness Considers 3 kinds of “Capital” that support leadership in teaching & public education Human Capital: Having and developing the requisite knowledge & skills Social Capital: Interaction and social relationships that affect access to knowledge & information Decisional Capital: The ability to make discretionary judgments

2016 ACSA CEL Institute Leadership in Public Education Resource: 7 Habits of Highly Effective People & The 8 th Habit, Stephen R. Covey Be Proactive Begin with the End in Mind Put First Things First Think Win-Win Seek First to Understand, Then to Be Understood Synergize Sharpen the Saw #8 Find Your Voice and Help Others to Find Theirs

2016 ACSA CEL Institute Leadership in Public Education Observations: There are many “Leaders”, some in title only Leaders blend Character with Competence A effective leader must inspire confidence (gain respect) through a mix of vision, interpersonal and technical talent and experience A effective leader aspires to and takes the “High Road” and will not rest on mediocrity A successful leader attracts talented volunteers True leaders often do not recognize themselves.. Others recognize them

2016 ACSA CEL Institute Leadership in Public Education Reflective Questions for Individual Development: Do I continually hold high standards for my work and professional interactions, such that is demonstrative? Am I focused on continually developing my technical, interpersonal and executive skills and capital? Do I look at problems and solutions from both sides? Am I fulfilling the commitment to lead and take risks to better my organization? Am I building a record of accomplishment and quality relationships? Do others look to me for guidance, support and solutions?

2016 ACSA CEL Institute Your Career in Public Education Greg’s Top 10 Practical Tips on Leadership and Management 1. You own your vision, talents and career. No one else can or will do it for you 2. Relationships rule. Build on respect, not necessarily charisma or position 3. Prepare, Prepare... always be Prepared. Opportunity is available for those that are well positioned 4. Be Disciplined. Avoid distractions from priorities, its 90% of the battle 5. Humility. Nobody is right all the time. Solicit and respect input from others 6. Seek clarity of your thoughts & methods and information from others 7. Ask lots of questions. A leaders job is quality control 8. When faced with decisions, look at them as if you were one level up in the organization 9. Make your boss(es) better 10. Find models and mentors... relish the challenge to learn and improve

2016 ACSA CEL Institute Your Career in Public Education Final Thoughts: Peter Drucker, Acclaimed Management Consultant: "Management is doing things right; leadership is doing the right things." Thank you