1. L EADERSHIP F ELLOWS N OVEMBER 7, 2012 Welcom e.

2. O UTCOMES By the end of the session, Fellows will have the opportunity to: Gain knowledge about the “Pacesetting” Leadership style Develop clarity around the Fellows project. Develop an understanding of various change models and theories. Apply change models to their role as leader

3. F ELLOWS N ORMS Be committed and fully present and true to self. Support, value, and encourage one another in and outside of Fellows. Appreciate and embrace divergent thinking. Maintain confidentiality.

4. 8:00Meet and GreetLeader 8:30Welcome and Overview of the DayDr. June Wilson The Pacesetting LeaderJen Harwood, Sandra Vecera, Meryl Heyliger LPI IntroductionKevin Mulroe The Fellows ProjectAll Break What do we believe about change?Kevin Mulroe Mental ModelsJohn Krownapple Lunch Change ModelsAll Break Change ScenarioKevin Mulroe 3:30Closure Agenda

5. I NTERVIEW SOMEONE YOU HAVE NOT GOTTEN TO KNOW VERY WELL YET. - What is the latest news in your school/office? - What was your greatest success since last we met?

6. T HE A UTHORITATIVE L EADER Kim Josh Jeff

7. F IVE P RACTICES OF E XEMPLARY L EADERSHIP -K OUZES AND P OSNER Inspire a Shared Vision Model the Way Challenge the Process Enable Others to Act Encourage the Heart

8. L EADERSHIP P RACTICES I NVENTORY (LPI) The LPI is a questionnaire with thirty behavioral statements. 10 to 20 minutes to complete. Leaders complete the LPI-Self, rating themselves on the frequency with which they think they engage in each of the thirty behaviors. A 360 degree assessment- Feedback from supervisors, direct reports, and colleagues on the same leadership level. All the observers' feedback is anonymous.

9. T HE F ELLOWS P ROJECT John - Nate, Josh, Judy, Katie June - Lisa, Jen, Erin, Meryl, Jeff Kevin – Nicole, Sandra, Marti, Kim, Jenny

10. BREAK

11. C HANGE Think about all of the changes you have experienced over the last year or are experiencing in your office. Use a large post it notes to write down the changes. (one post it note per change.)

12. S UCCESSES AND C HALLENGES WITH C HANGE What have been the challenges you encountered as part of the change? What have you done as a leader or follower to help facilitate the change? What are some of your core beliefs about change? What do you feel helps change occur more easily?

13. M ENTAL M ODELS Help us become more aware of the sources of our thinking

15. M ENTAL M ODELS Our behavior and our attitudes are shaped by the images, assumptions, and stories we carry in our minds of: Ourselves, Other people, Institutions, and Every aspect of the world.

16. M ENTAL M ODELS Usually tacit, operating “below the surface.” Generally invisible to us – until we look for them. Differences between them explain why two people observe the same event and describe it differently.

17. M ENTAL M ODELS Limit people’s ability to change Untested and unsurfaced mental models can be tragic. The core task is to bring tacit assumptions and attitudes to surface in order to create mental models that best serve our clients.

18. LUNCH

19. C HANGE M ODELS Complex Change - Kevin Transitions Management - John Concerns Based Adoption Model (CBAM) - June

20. B REAK

21. B EFORE WE RE - CONVENE FOR THE AFTERNOON, PLEASE MOVE INTO THE FOLLOWING GROUPS Group 1 – Marti, Josh, Lisa, Jeff, Katie Group 2 – Nate, Meryl, Sandra, Kim Group 3 – Jen, Judy, Nicole, Jenny

22. Y OUR MISSION Review all of the materials in your envelope. Develop a plan with steps that will support this change and that considers the various styles and types of people you lead.

23. Y OUR P RESENTATION You will have 5 minutes to present your plan to “the group” that oversees change in the School System. You plan should include a rationale for the design.

24. S O W HAT, N OW W HAT ? How did today impact your knowledge and beliefs around change? What questions do you still have about change?