1 effective leadership session 3.5 pete bylsma sue shannon march 2008 wera conference

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Effective Leadership

Effective LeadershipSession 3.5

Pete BylsmaSue Shannon

March 2008 WERA Conference

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Session Overview

Characteristics of Effective Leaders

What Research Says About • Effective Leadership in Schools• Effective Leadership in Districts

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Effective leaders are found in both private and public sector organizations.

Effective leadership is multi-faceted.

Most writers view effective leaders as people who do certain things and have certain qualities.

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Per Jack Welch,former General Electric CEO

Leaders need

• Head (intelligence, competence, wisdom, savy)

• Heart (emotional intelligence and “soft” relational skills such as empathy, understanding, and communications that foster candor and openness)

• Guts (the self confidence to make hard decisions)

• Character (prerequisites of humility, trustworthiness, strong work ethic)

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Mind

Energy

People skills

Work habits

Head on straight (maturity)

Mask shortcomings

Resume

Per John Wareham(The Anatomy of a Great Executive)

Means to get you where you are headed

Misdirect with resumes

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Per Jim Collins (Good to Great)

Level 5 – ExecutiveBuilds enduring greatness through a paradoxical blend of personal humility and professional will (“fierce resolve”)

Level 4 – Effective LeaderCatalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards

Level 3 – Competent ManagerLevel 2 – Contributing Team MemberLevel 1 – Highly Capable Individual

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Common Characteristics of Effective Leaders

1. They establish and pursue a simple, clear, and compelling vision.• Know what should be, inspire others to work toward it

• Vision is not too complicated, is constantly in view

• Continuous communication in multiple forms to reinforce the message

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2. They understand their environment.• Proactive and flexible when dealing with external

variables influencing the work (economic and political conditions, competition, beliefs and values of the local community)

• Advocate for supportive conditions, policies, and laws through networking, building relationships

• Foresee the implications of others’ actions and adjust accordingly

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3. They think and plan strategically.• Understand internal and external challenges and the

multiple ways needed to address the challenge (see the big picture and know what levers to pull)

• Work with others and use a range of information and data to design and implement a sound multi-system strategy to address obstacles and help them meet their goals

• Establish aligned structures and systems that work well together

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4. They select and support talented people.• Recognize need to develop other leaders

• Know how to select and develop other leaders who can spread the message of the mission

• Have good people skills and encourage, inspire, and recognize their staff when appropriate

• Help staff acquire the skills and knowledge needed to do their work

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5. They are learners.• Listen to other perspectives, encourage diverse

perspectives, seek honest feedback

• Balance the urgency to meet their goals with reflection to learn from their successes and failures

• Take calculated risks and have the courage to admit when things do not go as planned

• Learn from mistakes and are willing to change

• Remain optimistic and resilient when problems arise

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6. They have integrity.• Have a strong moral code that guide their actions

• Honest, fair, and just when dealings with others

• Treat others with respect, have high regard for all types of people

• Keep their word and follow through on their commitments(“walking the talk” creates trust, motivates others to do the same)

• Actions are consistent with their values and goals.

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7. They get results.• High expectations, passion for excellence for its own sake

• Track record of accomplishing goals by working hard and smart

• Set goals and select metrics to measure progress toward the goal

• Inner intensity to improve, sense of urgency

• Creative problem-solvers who persevere and persistUse lessons learned from listening to change practice, generate new ideas

• Hold themselves and others accountable for results

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7. They get results (continued)• Action-oriented, decisive, willing to make hard decisions

after receiving enough information and assessing context

• Not afraid to move (or remove) staff who do not produce

• Use small victories to build momentum and confidence that can eventually get big results

• Accomplish goals by reflecting all the other characteristics

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Effective leaders often have a combination of certain skills and knowledge, dispositions, and values that motivate and inspire others. In general, they are …

intelligent, insightful, productive, versatile, flexible, creative, optimistic, hopeful, confident, energetic, hard working, decisive, disciplined, courageous, organized, approachable, proactive, fair, compassionate, trustworthy, team players

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Nine Characteristics of High-Performing Schools

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Characteristics of Improving School Districts

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Nine Characteristics: Effective Leadership

Leadership is essential to implement all the characteristics of high performing schools Deeper Understanding of Effective Leadership

• Distributive leadership• Sustainable leadership• Lateral capacity building• Relational trust

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Leadership Attributes and Behavior• Demonstrate value-added leadership

• Build community of learners/leaders

• Promote second-order change Leadership Approaches

• Develop positive respectful relationships

• Create collaborative professional learning communities

• Focus on learning

Nine Characteristics: Effective Leadership (cont.)

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Characteristics of Improved School Districts: Effective Leadership

Leadership is at the center when implementing all characteristics of improved districts.

Focus on All Students Learning Dynamic & Distributed Leadership Sustained Improvement Efforts over Time

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Improved School Districts: Effective Leadership (cont.)

Focus on All Students Learning• Focus on all students learning to high standards

• Share beliefs & values, have clear goals & shared vision of change

• Hold all district staff, programs & operations responsible for student learning

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Dynamic/Distributed Leadership• Exhibit dynamic leadership, united in purpose,

visible in schools, interested in instruction

• Expand to encompass central office, principals, teacher leaders and others

• Provide moral leadership that moved from talking to doing, to ensure students learn


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Sustained Improvement Efforts over Time• View education improvement as long-term

commitment & processes

• Persevere, persist, and stay the course

• Help staff internalize the changes


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Small Group Discussion

Form small groups; select a recorder, speaker Discuss the questions for reflection Select 2 or 3 key ideas from your discussion from

your experiences about effective leadership Share in whole group

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Questions for Reflection1. How do school/district leaders develop & share

their vision for improving student learning?

2. How is school/district leadership distributed throughout the organization?

3. How do leaders create political will & moral responsibility in schools, districts, and communities to take action to provide equity & excellence in learning for all students?

Leadership in Action: Professional Experience

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Leadership in Action (cont.)

4. How do school/district leaders communicate their commitment to school improvement?

5. How do school/district leaders maintain stability and sustain improvement in a climate of political & social change?

1 effective leadership session 3.5 pete bylsma sue shannon march 2008 wera conference

Documents

schools effective leadership

message slide

resumes slide

strong work ethic slide

wera conference slide

capable individual slide

great level

general electric ceo