1. Robert J. Reidy, Jr., Ph.D. Executive Director NYS Council of School Superintendents 1

2.  Cultivating Leadership/Leaders  Self  Knowledge  Development  Reflection  Current Leadership Challenges  What Effective Leaders Understand and Do 2

3. Your leadership and the work you do is critical to our students, faculties and communities. 3

4. Why did you choose leadership? Why have you chosen to be a steward of public education? 4

5. Think of someone you admire as a leader. Why do you admire them? What are the leadership traits have you observed? 5

6.  When your career is over, what do you want your legacy to be?  Your actions today must be congruent with your legacy vision.  Remember that you cannot explain your way out of something you have behaved yourself into. -Stephen Covey 6

7. Effective Leadership requires  High Courage  High Consideration 7

8. CircleofInfluence CircleofInfluence PROACTIVE FOCUS When people focus on things they can influence, they expand their knowledge and experience, and they build trustworthiness. As a result, their Circle of Influence grows. REACTIVE FOCUS When people focus on things they cannot control, they have less time and energy to spend on things they can influence. Consequently, their Circle of Influence shrinks. Source: Covey, Stephen R. The 7 Habits of Highly Effective People 8

9. See Do Get RESULT Increased influence More self-awareness Greater initiative Becoming the creative force of your life Problem solver PARADIGM Ineffective: I am a product of my circumstances. Effective: I am a product of my choices. BEHAVIOR Not reactive Can do positive Work on things within your control Change a negative environment into a positive one Source: Covey, Stephen R. The 7 Habits of Highly Effective People 9

10. Your opportunity is unlimited to grow your Circle of Influence. It all depends on: You know the entire district. You know the people. You know the community. Your work is dependent on relationships. You are a steward of our public education system. 10

11. Never doubt that a small group of thoughtful citizens can change the world. Indeed, it is the only thing that ever has. - Margaret Mead To the world, you may be just one person; but to one person, you may be the world. - Josephine Billings 11

12. What are some of the leadership challenges you are facing and/or you foresee? Given what you have just heard – How do you lead effectively in this environment? 12

13. The System of Profound Knowledge: Appreciation of a System The Psychology of Change Theory of Knowledge Knowledge about Variation Source: Deming, W. Edwards. The System of Profound Knowledge: The Fourteen Points for the Transformation of Management 13

14. Source: Deming, W. Edwards. The System of Profound Knowledge: The Fourteen Points for the Transformation of Management Appreciation of a System: Understand the aim/purpose of the system Understand the interrelationships of components of your system Orchestrate/Improve the system to achieve the organizations’ goals 14

15. Source: Deming, W. Edwards. The System of Profound Knowledge: The Fourteen Points for the Transformation of Management The Psychology of Change: Guide people to see the interconnectedness of the system Focus on developing a shared identity Empower and encourage adaptation 15

16. Effective leaders must understand and deal with change. Phases of Change Commitment More people are practicing the new behaviors over time People feel ready for change Exploration If the leaders persisted, people begin to “test the water” Can be a time of uncertainty and increased stress May be some chaos as people begin to figure out how it is all going to work Resistance Ambivalence; pushback; stubbornness; apathy; withdrawal In the process, this is the bottom of the bucket Denial Numbness – The idea does not sink in People are focused to the old way of doing things 16 Adapted from Kluber-Ross Change Theory

17. Leadership Behaviors Commitment and Beyond Now do visioning and long range planning Validate and reward those responding Work on mission Assisting Exploration Address the barriers that people have laid out Provide training Allow people to explore Moving through Resistance Acknowledge Bring out people’s concerns and agendas Find symbolic ways for people to let go of the old ways Moving through Denial Continually deliver the same message. Explore what needs to change and why. Communicate what people can expect to happen. Allow time for these ideas to sink in 17 Adapted from Kluber-Ross Change Theory

18. Theory of Knowledge: Source: Deming, W. Edwards. The System of Profound Knowledge: The Fourteen Points for the Transformation of Management PLAN = Informed by data DO = Implement CHECK = Monitor/Adjust ACT = Implement Adjustments Key Concept = Continuous Improvement Key Concept = Avoid Being Reactionary PLAN DO CHECK ACT 18

19. Knowledge about Variation When do we know when to change a system? Special Cause Common Cause Source: Deming, W. Edwards. The System of Profound Knowledge: The Fourteen Points for the Transformation of Management Key Concept = Plot data points Key Concept = Do not tinker 19

20. Special Cause Variation Source: Deming, W. Edwards. The System of Profound Knowledge: The Fourteen Points for the Transformation of Management Monday Tuesday Wednesday Thursday Friday Northeast February No Pattern 20

21. Common Cause Variation Source: Deming, W. Edwards. The System of Profound Knowledge: The Fourteen Points for the Transformation of Management Pattern Has been similar for 3 weeks Monday Tuesday Wednesday Thursday Friday Northeast October 21

22. Focusing on the System of Profound Knowledge will result in Quality becoming everyone’s responsibility. Source: Deming, W. Edwards. The System of Profound Knowledge: The Fourteen Points for the Transformation of Management 22

23. We need leadership that is tough enough to demand a great deal from everyone, and leadership that is tender enough to encourage the heart. -Thomas J. Sergiovanni 23

24. Thank You Questions/Comments 24