Christy Chambers, EdD CEC President

 Teachers  Administrators  Related Services Support Personnel  Parents  Students  Policy Makers  Others

Identify ◦ principles of effective leadership ◦ research-based leadership behaviors Provide ◦ team building strategies & resources ◦ leadership development strategies & resources ◦ leadership skill development templates

KnowledgeRespect Action orientedConfidence Heart Has followers CommunicationVisionary InfluenceManager SupportiveTransformational ListenerFacilitator AccessibleShares leadership HumorEncourager Takes risksRole Model Gets things doneand more……….

 Mission and vision  Skilled facilitation  Roles and responsibilities  Formal and informal leaders

 Shared leadership  Systems thinking  Appreciative inquiry  Leadership v. management

Self assessments Leadership behaviors Checklists Experiences

position and title? responsibilities and job functions? influence? intelligence? past contributions?

Can we lead others before we are leaders in our own lives?

 Current  Reflect values and goals  Easily communicated  Known by all stakeholders

 Implement the basics  Utilize process tools  Utilize problem-solving models  Promote collaborative environments

I effectively implement the basics of facilitation by …  Preparing the room  Beginning with an overview  Identifying expectations  Defining the problem  Establishing criteria for evaluating solutions  Identifying the root causes  Generating alternative solutions  Evaluating alternative solutions  Selecting the best solution  Developing an action plan  Implementing evaluation plan  Evaluating plan effectiveness  Concluding and summarizing the meeting I demonstrate knowledge of process tools & effectively use them by … I promote collaborative environments to move shared work forward by …

 Essential skills of your role  Strong working relationships-get to know principals personally and professionally  Consistent collaboration time  All staff professional development

 Recognize formal and informal thought leaders  Utilize formal and informal thought leaders  Set aside personal needs

 Enable, Challenge, Model, Inspire & Encourage  Develop relationships with all stakeholders  Lead with head, heart and hands  Recognize and utilize shared leadership

Use systems thinking as framework to solve problems ◦ Analyze issues then ◦ Focus on relationships to solve them! ◦

 Today’s problems come from yesterday’s solutions  The easy way out usually leads back in  The cure can be worse than the disease  Faster is slower  Small changes can produce big results Take a risk!

 Recognize importance of decision making  Value appreciative inquiry  Emphasize collaboration over advocacy  Emphasize what’s already working  Emphasize successes to promote shared image of future

 limitations of transactional behaviors  value of transactional leadership-get it done!  transformational leadership as goal

 Philosophy of change  Unity and shared purpose focus  Commitment of followers  Foundation of meaningful change  Personal power, values, morals and ethics

 Achieving mission and vision emphasis  Redesign jobs for meaning and challenge  Personal development and counseling

What’s more important? Developing and implementing effective: ◦ Management knowledge and skills ◦ Leadership knowledge and skills ◦ Equally important

Do we get caught up in… maintaining rather than … accepting reality rather than … administering … copying … focusing on structure … relying on control …. short-range view … asking how and when … the bottom line … accepting the status quo … being a classic good soldier … doing things right … Bennis & Goldsmith-Learning to Lead

Do we get caught up in management? How do we make leadership a priority? How do we engage in spirited leadership?

Characteristics - leaders & managers Who am I working with? What does my school/setting promote? How do I spend my time?

 Encourage the heart  Model the way  Inspire a shared vision  Enable others to act  Challenge the process

Doing things right versus doing the right things. How do we use team meetings? Do we model, enable, inspire, challenge, and encourage?

 Worksheet for forming a team  Team time out-How are we doing?  Working through a disagreement tool Adapted from Leading Teams, Harvard Business Press

 Leading with Heart in Times of Cardiac Arrest workbook: with problem solving scenarios  LPI: Leadership Practices Inventory  Checklist of effective leadership behaviors  Leadership concept discussions

 team purpose  expected activities  intended outcomes  available resources  anticipated constraints  required skills  projected team members  extent of authority  timeline

Aspect/DiscussionRating Comments/ Example Goals/purpose Meetings Ground rules Communication Leadership (delegated or rotated?) Workload/distribution Commitment level Availability of resources Decision making Respect for differences/diversity Management of conflict Level of participation/inclusion

Comments:  The most significant challenge we face as a team is …  Our greatest strength as a team is …  One thing I would not like to see the team do is..

 Describe the disagreement  Diagnose the disagreement: Who/What/Why ◦ Team member-What’s at stake for him/her?  What’s at stake for you?  What setting will you use?  Scripting ◦ What you plan to say/How others may respond  Generating solutions ◦ Solutions/How solution adds value  Try to find win-win ◦ Remind everyone we are on the same team!

 Checklist evaluating you as team leader  Checklist assessing your team’s goals  Team contact information  Role clarification worksheet  Promoting team interdependence Leading Teams, Harvard Business Press

An activity for teams: Create scenarios and identify: ◦ the players ◦ the conflict ◦ alternative solutions from multiple perspectives

 Your Organization’s Culture-Compliance or Commitment?  How to Identify and Articulate Your Values  Is Personal Achievement Replacing Healthy Relationships?  Two Huge Benefits of Collaboration  Leadership from the Viewpoint of Followers  Okay, Director-Where Do I Focus the Spotlight? Dennis Hooper

◦ Transformational leadership ◦ Advocacy and inquiry ◦ Skilled facilitation ◦ Systems thinking ◦ Leadership and management ◦ Shared leadership practices ◦ Roles and relationships ◦ Formal and informal authority The Journey to Effective Leadership/Chambers

Action Step CriteriaTimelineDeliverablesPersons Responsible ResourcesStatus

CompetencyGoalAction with deliverables TimelineCriteriaResponsible persons Status Utilizes appreciative inquiry to make decisions and promote collaboration Utilize AI develop ing plan to reduce dropout rate Identify facts Recognize multi perspectives in plan Use expertise of stakeholders Plan consensus Team survey 90% satisfaction w/process Reduced dropout rate 4%

 The “Iron Chef-type activity  How to use games for training  Team score sheet  Reflection

 What was your initial reaction…  How do you feel now at the conclusion of …  What was the most significant challenge to you,(your team, if different)…  How well did you (your team) meet this challenge…

 Do you think this activity relates to team development and if so, how?  Is there a “takeaway” for carryover to your work environment?  What did you like best…  What did you like least and how would you change the activity…

 Bennis, Warren and Goldsmith, Joan, Learning to Lead  Cottrell, David and Layton, Mark C., Listen Up! Customer Service  Covey, Stephen R., The 8 th Habit  Covey, Stephen R., Stories of the Courage to Teach: Honoring the Teacher’s Heart  Gluckman, Sandy, Ph.D., Who’s in the Driver’s Seat? Using Spirit to Lead Successfully

 Greive, Bradley Trevor, The Book for People Who Do Too Much  Harvard Business School, Leading Teams, Harvard Business School Publishing  Krempl, Stephen F., Leadership ER – A Health Checkup for You and Your Team  Novak, Christopher, Conquering Adversity – Six Strategies to Move You and Your Team Through Tough Times  Kouzes, James M. and Posner, Barry Z., The Leadership Challenge

 Dennis Hooper, Leadership Coach: sign up for regular leadership concept s-interactive  Christy A. Chambers, Beyond the Box, LLC. Resources and activities  SmartBrief on Leadership: 

Christy Chambers, Ed.D. Beyond the Box, LLC (O) (F)