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Published byClement Whitehead Modified over 9 years ago
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The Six Secrets of Change: What the Best Leaders Do to Help Their Organizations Survive and Thrive.
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Considered an authority on organizational change Primarily active in the educational systems of Canada and the US He has written more than 10 books on systemic change (including The 6 Secrets of Change, written in 2008) A genius!
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Secret 1: Love your Employees Secret 2: Connect Peers with Purpose Secret 3: Capacity Building Prevails Secret 4: Learning is the Work Secret 5: Transparency Rules Secret 6: Systems Learn It’s all about communication ~ the six secrets are interrelated; actions that reflect one secret can enhance several secrets at once
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Not just caring about caring for employees Creating the conditions for them to succeed Helping employees find meaning, increased skill development, and personal satisfaction in making contributions that simultaneously fulfill their own goals and the goals of the organization
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Develop a common purpose Promote collaboration; professional learning communities within schools (intra-school) Inter-school collaboration within districts Lateral capacity building- school districts learning from other school districts Leaders must provide direction, create the conditions for peer interaction, and intervene along the way when things don’t proceed smoothly.
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Be nonjudgemental; capacity building trumps judgementalism. A nasty environment people focus on self-preservation Fullan refers to Lincoln’s way with people: Lincoln said, “we can succeed only in concert. It is not can any of us imagine better, but can all of us do better.”* When peers interact purposefully, they create subtle expectations of one another for positive goal accomplishment
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Pursue the core goals relentlessly and with consistency – Common Vision “We see time and again that new technology is usually not the best way to spur creative breakthroughs.” (p.78) Improving performance proves more helpful. Deep learning that is embedded in the culture of the workplace is the core of secret four.
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Use data productively, not as a weapon Data should be precise, presented in a nonjudgemental manner, considered by peers, and used for improvement as well as for external accountability. Transparency helps employees develop trust in the employer Expect teachers and schools to work together and to share data and information Build a culture where problems are tolerated and solved as they occur (punishment leads to non- reporting of problems)
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Develop many leaders, rather than relying on a few individuals Be humble, and believe in success, that success is possible Train leaders to think systemically at all levels of the organization Leaders develop other leaders while being empathic about their challenges
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