1. Illinois Council for Exceptional Children Christy Chambers, Ed.D. November 8, 2014

2. Evidence-based Leadership Butterfly Effect and Our Influence Leading with Heart in Times of Cardiac Arrest Leadership & Team Building Tools & Resources

3. Have you thought about this? How good are you at this? We’re on a leadership journey together.

4.  Collaboration  Assessment  Federal vs State vs Local  Funding  Impact of Instructional Strategies on All Students  Outcomes-based Everything  Personnel Evaluation and Shortages  Standards  Technology  Whole School Solutions  ??? 

5. 5 5

6. Evidence-based Leadership Practices

7.  Management and Leadership  Shared Leadership  Roles and Relationships  Skilled Facilitation  Formal and Informal Leaders  Advocacy and Inquiry  Systems Thinking  Transformational Leadership

8. What’s more important? Management knowledge and skills OR Leadership knowledge and skills

9. 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

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

11. What’s more important? Management knowledge and skills Leadership knowledge and skills or equally important?

12. Doing things right or doing the right things for the right reasons

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

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

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

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

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

18.  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

19.  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!

20. Transaction Transition Transformation

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

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

23. Evidence-based Leadership Butterfly Effect and Our Influence Leading with Heart in Times of Cardiac Arrest Leadership & Team Building Tools & Resources

24. There are generations yet unborn whose very lives will be shifted and shaped by actions you take… Today Tomorrow The next day…

26. Evidence-based Leadership Butterfly Effect and Our Influence Leading with Heart in Times of Cardiac Arrest Leadership & Team Building Tools & Resources

27. Someone influenced, mentored, taught & showed us the way. How do we influence, mentor & teach others to find their paths? How do we remain the mentor, the teacher in times of cardiac arrest?

28. Unconditional love, support and acceptance: Accepting children Accepting adults

30. Intellectual Emotional Spirited/Inspired Using Spirit to Lead Successfully Dr. Sandy Gluckman

31. Go to basics-teach your team how to put spirit in the driver’s seat & ego in the passenger’s seat. Whether spirit or ego is in the driver’s seat can depend upon how safe we feel.

32. What Job descriptions, Contracts How Relationships, Head, Heart & Hands

34. +?+?

35. + = no following

36. + ?

37. + = no action

38. +? +?

39. + = no direction

40. + + = Sustained Success

41. “You must capture and keep the heart of the original and supremely able man before his brain can do its best.”

42. Evidence-based Leadership Butterfly Effect and Our Influence Leading with Heart in Times of Cardiac Arrest Leadership & Team Building Tools & Resources

43. © 2014 IDEA Partnership National Association of State Directors of Special Education Alexandria, Virginia

44.  Discovering shared values  Building connections and relationships  Developing hybrid: Top Down, Bottom Up Leadership  Identifying technical, adaptive and operational challenges

48. “Give value first, meaning “enter a new relationship without contingencies…enter as though you are already partners.” --Jeffrey Gitomer

49.  Early Childhood  Transition  Autism  School Behavioral Health  Multi-Tiered Systems of Supports  Credit Flex  Family, School and Community Collaboration

50. “How to’s with templates for leading teams: Building & Leading a team Handling team challenges how to get unstuck working through disagreement Evaluating & rewarding team productivity

51.  Checklist evaluating you as team leader  How to get “unstuck”  Checklist assessing your team’s goals  Forming a team  Role clarification worksheet  Promoting team interdependence Leading Teams, Harvard Business Press

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

53.  30 evidence-based leadership behaviors  Compare your perspectives  Compare to other leaders

54. Leadership Behaviors 1-10 Rating SelfSupervPeersDirect reports Treats people with dignity and respect Follows through on promises and commitments Is clear about his/her philosophy of leadership Praises people for a job well done Ensures that people grow in their jobs Seeks challenging opportunities to test skills Develops cooperative relationships Makes certain that goals, plans, and milestones are set …

55.  Leadership concept discussions and exchange  Free access to regularly published articles  Welcomes feedback and exchange  Occasional contributor, CASE Newsletter Dennis Hooper www.buildingfutureleaders.com

56. 1-Free Yourself from Damaging Associations 2-What Services Do Servant Leaders Provide? 3-Five Dysfunctions of a Team 4-How Do I Convince My Boss We Need Help? 5-First Followers as Leaders 6-Leadership Is Influence, not Control 7-Appreciative Inquiry Is an Alternative to Problem Solving 8-Leadership from the Viewpoint of Followers 9-Keeping disagreements from Escalating into Conflict Dennis Hooper www.buildingfutureleaders.comwww.buildingfutureleaders.com

57. ◦ Leadership exercises ◦ Problem-solving scenarios ◦ Christy’s kitchen ◦ Leadership checklists ◦ Action planning template ◦ Recommended reading

58. ◦ 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

59. 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 …

60. Build trust Utilize team time for more nuts & bolts Engage in group problem solving Create your own scenarios Problem solve relevant current & past challenges Learn from past experiences

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

62. Action Step CriteriaTimelineDeliverablesPersons Responsible ResourcesStatus

63. 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%

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

66.  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…

67.  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…

68.  www.buildingfutureleaders.com, Dennis Hooper, Leadership Coach: sign up for regular leadership concept emails-interactive www.buildingfutureleaders.com  www.ideapartnership.org, IDEA Partnership with free resources for downloading www.ideapartnership.org  www.sharedwork.com www.sharedwork.com  www.leaderswithheart.com, Christy A. Chambers, Beyond the Box, LLC. Resources and activities www.leaderswithheart.com

69. + + = Sustained Success

70. Maya Angelou