Leadership Servant/ Transformational Servant Leadership

Shift in School Model “Thinking” Traditional School Model Thinking “WE” “I”

Hierarchy of Leadership (Collins 2001) Transformational Leadership : Collins (2001) 1. Highly Capable Individual - productive contributions 2. Contributing Team Member - Works effectively with others in a group setting 3. Competent Manager - Organizes People and resources toward objectives 4. Effective Leader - Clear and compelling vision & high performance standards. 5. Executive (Servant Leader) - personal humility & professional will

U.N.I.T.Y.: Servant Leadership Servant Leadership Model Shared Leadership Value People Develop People Build Community Provide Leadership Display Leadership

Servant Leadership, “The Servant Leader”, James Autry (2001) Essentials of Servant Leaders 1.Leadership is not about controlling people, its about caring and being a useful resource for people. 2.Leadership is not about being the boss; it’s about being present for people and building a community at work. 3. Leadership is not about holding on to territory, it’s about letting go of ego, being real, and authentic. 4.Leadership is less concerned with pep talks and more concerned with creating a positive work culture. 5. Leadership, like life, is largely a matter of paying attention. 6. Leadership requires caring. U.N.I.T.Y.: Servant Leadership

DEREK

Accountability “Pareto Principle” 20/80 Principle Personal Personal Accountability

“You need to schedule your priorities, not prioritize your schedule.” Dr. Ron Jenson - Achieving Authentic Success

Personal Accountability “Do not overestimate the Unimportance of everything… The art of being wise is the art of knowing what to overlook! The petty the mundane steal much of our time. Too many are living for the wrong things.” Dr. John Maxwell - Developing the Leader Within You

Personal Accountability The Juggling theory:

Faith Personal Accountability

20% of your priorities Will give you 80% of your production IF You spend your time, energy, money, and personnel on the top 20% of your priorities!

Schedule Your Priorities “It is not how HARD you work; but it’s how SMART you work.” Personal Accountability Leaders and Followers Initiate Lead; pick up the phone and make contact Spend time planning Invest time with people Fill the calendar by priorities React Listen; wait for phone to ring Spend time living day- to-day; reacting to problems Fill the calendar by requests

Personal Accountability Organize or Agonize High Importance/ High Urgency These priorities or projects are first. High Importance/ Low Urgency Set deadlines for completion and get these priorities or projects worked into your daily routine. Low Importance/ High Urgency Find quick, efficient ways to get work done without much personal involvement. (Delegate!) Low Importance/ Low Urgency This is busy or repetitious work. Do you really have to do it? Study it, streamline it, get rid of it!

Activity1: Richard Leider’s Aliveness Inventory TASK: Do some reflection and “soul” searching: Take The Aliveness Inventory! Personal Accountability

Activity2: What are your personal priorities? TASK: Do some reflection and “soul” searching: What are your personal priorities, honestly? 1. Brainstorm 2. Synthesize, 3. Reorganize, 4. Order (Use the Pareto worksheet) Personal Accountability

Activity3: What are your professional priorities? TASK: Do some reflection and “soul” searching: What are your professional priorities, honestly? 1. Brainstorm, 2. Synthesize, 3. Reorganize, 4. Order (Use the Pareto worksheet) Personal Accountability

Activity4: Compare and contrast your personal and professional priorities? TASK: Do some reflection and “soul” searching: Compare and contrast your personal and professional priorities. 1. What are your observations? 2. Do you have any overlap? 3. What would happen, if your personal and professional priorities have greater overlap Or holistic approach? Personal Accountability

Activity6: Schedule from Your Priorities “It is not how HARD you work; but it’s how SMART you work.” Personal Accountability TASK: 1. List your current projects, activities, etc. 2. From your list, move them into the quadrants and rank each. 3. Review, reflect, and/ or re-categorize or re-rank

Activity7: PARETO Scheduler Personal Accountability TASK: 1. Move your priority projects, activities,etc into middle box (Be specific: time and description) 2. From High Importance/Low urgency into Things to do! 3. From Low Importance/High Urgency into Things to delegate!

Bamboo farmers in Malaysia, who grow a very valuable strain, have great wisdom and patience to cultivate the soil. Year 1: Year 2: Year 3: Year 4: In year 5: the bamboo grows 90 feet in thirty days. What’s the “moral” of this story for cultivating and changing a school climate? Cultivating School Climate The Bamboo story:

Life Action Plan Framing Model Priorities Purpose Principles Peculiarities What is My Purpose/Destiny? What is My “unique way?” (Passions, strengths, motivations abilities, talents, and drives) What are My priorities? Or What is most important? (Pareto: 20/80) What are the principles that guide me?

The DNA of Personal Leadership Leadership Sweet Spot Technical Cultural The D.N.A. of Leadership

The Emphasis Leadership Technical Cultural Created and adapted by Stephen D. Wilke, Ph.D. The D.N.A. of Leadership

Servant Leadership, “The Servant Leader”, James Autry (2001) The transition to a culture of servant leadership cannot be made overnight! First Understand “Being before Doing!” What you “do” is not who you are, but “Who” you are is reflected in what and how you do things! It is a conscious choice about how you choose to be and about how you choose to live your life at home as well as at work. The Keys are Congruence and Consistency NOT Dualism U.N.I.T.Y.: Servant Leadership

The D.N.A. of Leadership

A funny thing happens when you raise the bar. People find a way to get over it, once they realize it's expected. Human beings can do amazing things--if they're asked to. John Powers, Boston Globe writer The D.N.A. of Leadership