1. Building Leadership Capacity
The "D.N.A." of Leadership
Building Leadership Capacity

2. The Bamboo story: The D.N.A. of Leadership
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 work/school climate?

3. The D.N.A. of Leadership

4. Educational Administration
What is
Educational
Administration

5. I. What is Educational Administration?
A. What is the difference in the following terms?
Leadership, Administration, Manager, Supervision
1. Leadership: Influences and creates change in:
a. vision
b. risk-taking
c. developing a “learning culture”
d. expanding and developing people

6. Gets the “stuff” of school done: a. Administrative tasks:
Educational Administration
2. Administration:
Gets the “stuff” of school done:
a. Administrative tasks:
1.) General: delegate, evaluate, decide, organize, allocate resources, communicate, and budget
2.) Specific: carry out policy and procedures of governing body (Fed., State, Local) work in groups to motivate, buy-in, community relations.

7. 3. Manager: Getting things done through people
Educational Administration
3. Manager: Getting things done through people
(staff- line procedures, top down, bureaucratic)
4. Supervision: Working with teachers to improve instruction, collective bargaining (union), formative & summative evaluations

8. The D.N.A. of Leadership

9. Activity: The D.N.A. of Leadership “This Place is a Zoo!”
Individually, in all four boxes on the worksheet, circle each word that describes you.
Count the number circled in each box, double the number, and write in the space for each box.
Identify which profile best fits you!
All of the Lions in one group, Beavers in another, Otters, and Golden Retrievers in the others.

10. or Falls with Leadership
The D.N.A. of Leadership
Everything or
Falls
Rises
with
Leadership

11. Wanted: The D.N.A. of Leadership
“A miracle worker who can do more with less, pacify rival groups, endure chronic second guessing, tolerate low levels of support, process large volumes of paper and work double shifts (75 nights a year). He or she will have carte blanche to innovate, but cannot spend much money, replace any personnel, or upset any constituency.” (Evans 1995)

12. •Good leadership is based on self-leadership.
The D.N.A. of Leadership
The Key Factor
•Good government is based on self-government.
•Good leadership is based on self-leadership.

13. Common Vision…Common Good!
The D.N.A. of Leadership
Common Vision…Common Good!
Developing Authentic Transformational Leaders
Transforming Work/School Cultures…One Life At Time!

14. What’s More Important? I.Q. or E.Q./C.Q.
The D.N.A. of Leadership
What’s More Important?
I.Q. or
E.Q./C.Q.

15. Emotional Intelligence Quotient
The D.N.A. of Leadership
Emotional Intelligence Quotient
Interpersonal intelligence is…
The ability to understand other people: what motivates them, how they work, how to work cooperatively with them, how to resolve conflict, and how to build healthy teams.
Intrapersonal intelligence is…
The capacity to form an accurate, veridical model of oneself and to be able to use that model to operate effectively including handling stress, enjoying life balance, cultivating a strong work ethic.

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

17. The Emphasis 33% 67% The D.N.A. of Leadership
IQ = Intelligence Quotient
Technical
33%
EQ = Emotional Quotient
CQ = Character Quotient
Leadership
Cultural
67%
Commitment
&
Competence
Created and adapted by Stephen D. Wilke, Ph.D.

18. Basic Assumptions: Building Leadership Capacity (Lambert 1998)
The D.N.A. of Leadership
Building Leadership Capacity (Lambert 1998)
Basic Assumptions:
•Leadership and leader are not the same
•Leadership is about learning
•Everyone has the potential and right to work as a leader
•Leading is a shared endeavor
•Leadership requires the redistribution of power and authority

19. Framework for Action: Building Leadership Capacity (Lambert 1998)
The D.N.A. of Leadership
Building Leadership Capacity (Lambert 1998)
Framework for Action:
•Hire or recruit personnel with the capacity to do leadership work
•Get to know one another (team building)
•Develop a culture of inquiry
•Organize the work community for leadership work
•Implement your plans for leadership work
•Develop policies and practices that support building leadership capacity

20. The D.N.A. of Leadership
Basic Assumptions and beliefs shared by the members of the organization:
Inter-Communication create beliefs,
Beliefs shape attitudes,
Attitudes affect feelings,
Feelings determine actions,
Actions produce results.
Therefore, what we believe ultimately determines our actions on a day by day basis.

21. John Powers, Boston Globe writer
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

22. Hierarchy of Leadership (Collins 2001)
Transformational Leadership : Collins (2001)
Hierarchy of Leadership (Collins 2001)
Level 5
Change the Context
(empowerment,
leaders at many levels)
5. Executive (COO) personal humility & professional will
4. Effective Leader - Clear and compelling vision & high performance standards.
Level 4
Good, but not great
(improve but not change)
3. Competent Manager - Organizes
People and resources toward objectives
Level 1 - 3
Current leaders
(managers)
2. Contributing Team Member - Works effectively with others in a group setting
1. Highly Capable Individual - productive contributions

23. Level 5 Leadership (Collins 2001)
Transformational Leadership : Collins (2001)
Level 5 Leadership (Collins 2001)
Current administrative role of leaders are contained in Levels demonstrates the vast majority are managers of the current system.
Level 4 -Can be good leader, but according to Collins, they are not “great leaders.” He/she may improve the context or culture but does not change it!
*Changing the context means that what you leave behind at the end of your tenure is not so much “bottom-line” results, but rather leaders at many levels who carry on and perhaps do a better job.

24. Transformational Leadership : Collins (2001)
(Paradoxical blend of personal humility and professional will)
•First Who…Then What: Focus on getting the right people on the bus and the wrong people off before vision and strategy.
•Confront Brutal Facts (yet never lose faith) Faith that you can and will prevail in the end regardless of the difficulties.
•The Hedgehog Concept (Simplicity within three circles (Strengths, Passions, and Drives)
•A Culture of Discipline (people, thought, and action) When you have disciplined people, you, don’t need hierarchy. When you disciplined thought, you don’t need bureaucracy. When you have disciplined action, you don’t need excessive controls.
•Technology Accelerators They think differently about the way they approach their work and are willing to be “change ready.”

25. Leadership Assessment Profile™
Understanding
Your
Unique
“Way”

26. Understanding Your Unique Way
Leadership Assessment Profile™
Understanding Your Unique Way

28. Focus on Drives: Behavior is just the tip of the iceberg?
Leadership Assessment Profile™
Focus on Drives:
What really drives or motivates you?
Is it internal or external motivation?
Behavior is just the tip of the iceberg?
What are the root(s) that drive your life?
•“How do I see Myself Worksheet”
This assessment looks at internal drives based upon how we see ourselves
•“This Place is a Zoo!”
Basic personality assessment

29. Focus on Drives: MERIT Profile™ Leadership Assessment Profile™
What really drives or motivates you?
Is it internal or external motivation?
MERIT Profile™
The MERIT Profile is a web-based, print optional report of an individual’s responses to a 60-item character and behavior survey. Results are scored immediately and provide your leadership team with the following information to support your hiring and people development process.
The MERIT Profile Report Summary provides:
  Attitudes, Beliefs, Commitments Summary
   Character Competency Scores
   Behavior Trait Overview
   Behavior Summary
   Character Competency Definitions
   Character Competency Group Profiles
          Attitudes Profile
          Beliefs Profile
          Commitments Profile
   Character Competencies Strengths
   Character Competencies Weaknesses

30. Leadership Assessment Profile™
Focus on Strengths:
The Gallup Organization: “. . .every person can do one thing better than any other 10,000 people.”
StrengthsFinder™ Profile:
On-line assessment (find 14 digits/letters password in the back of the book How Full is Your Bucket. your results to

31. A Key to How You Learn, Process information, and approach new things.
Leadership Assessment Profile™
Focus on Strengths: Learning Style Profile
Barbe Modality Checklist and/or Free on-line Assessment.
A Key to How You Learn, Process information, and approach new things.
Read the instructions and follow them to assess your unique learning style.
Go to to access a free learning style inventory.

32. Leadership Potential Indicator Profile:
Leadership Assessment Profile™
Leadership Potential Indicator Profile:
Leadership Potential Indicator is designed to help you assess your leadership style and the leadership level you have reached. The 12 page feedback report pinpoint the key competencies that you need to work on to improve your leadership effectiveness.
About 20 minutes to complete $9.95
Go to the above website and click on Leadership Potential in the links headed MSP Assessment Testing.

33. What are you passionate about?
Leadership Assessment Profile™
Focus on Passions:
What are you passionate about?
Questions:
•Why do you say the things you say?
•Why do you feel the way you feel?
•Why do you act the way you act?

34. Look for patterns in experience
Leadership Assessment Profile™
Focus on Passions:
The idea here is not to stimulate passion, but to discover what makes you passionate. How?
Look for patterns in experience
•“I love to. . . worksheet

35. Focus on Passions: “I Love to . . .”
Leadership Assessment Profile™
Focus on Passions: “I Love to . . .”
Check the statements that best expresses what you love or are passionate about.
After you have made your choices try to narrow it to your top two choices.

37. Next Steps: Leadership Assessment Profile™
and/or send me a hard copy of all assessments except MERIT Profile. (Due it Now if you can!)
One or two practical things that you will immediately put to practice (personally and/or professionally)?
and call from me, about Individualized Leadership Coaching Plan (ILCP)