1

How can you spot a “Learning Organization?”

Identify one that you know and share some descriptors.

How can you spot a “Lead Learner?”

Identify one that you know and share some descriptors.

Let’s Think ‘n Share!

2.

1.

2

TOTAL LEADERS:

Module 2

Being the Lead Learner andCreating a Learning Organization

from the

Authentic Leadership Domain

3

PLDC Approach to Leadership Assessment and Development

Total Leaders Framework

Ten Critical Performance Roles of the Total Leader

Strategic Leader Selection (An External Assessment)

Personal Leadership Assessment(Detailed Rubrics for each of the Ten Performance Roles)

Leadership Development Opportunities(For Individuals and Teams . . .

PLDC Training Modules for the Ten Performance Roles)

Performance-Based Electronic Portfolios(Leaders Demonstrating the Ten Performance

Roles)

4

LEADERSHIP DEVELOPMENT MODULES

AUTHENTIC LEADERSHIP: Creating a Consensus Around a Compelling, Future-Focused Organizational Purpose

AUTHENTIC LEADERSHIP: Being the Lead Learner and Creating a Learning Organization

AUTHENTIC LEADERSHIP: Modeling the Organization’s Purpose, Values, and Principles

VISIONARY LEADERSHIP: Employing Win-Win Strategies With Customers and Clients

CULTURAL LEADERSHIP: Creating a Culture of Innovation, Cooperation, Quality, and Success

Module 1

Module 2

Module 3

Module 4

Module 5

5

Module 6

Module 7

Module 8

Module 9

Module 10

CULTURAL LEADERSHIP: Creating a Change-Friendly, Continuous-Improvement Mindset

CULTURAL LEADERSHIP: Creating Meaning and Ownership Around Organizational Purpose, Values, and Vision

QUALITY LEADERSHIP: Developing and Empowering Everyone in the Organization

QUALITY LEADERSHIP: Creating Feedback Loops for Continuous Improvement and Accountability

SERVICE LEADERSHIP: Managing Toward an Organizational Purpose, Values, and Vision

LEADERSHIP DEVELOPMENT MODULES

6

• Clearly define and describe the terms, “life-long learning” and the “learning organization” to colleagues and the staff.

• Provide a convincing rationale as to why individuals must be life- long learners, and why organizations must be continuously developing their knowledge and core competencies.

• Clearly and comprehensively define and describe the role of the leader in the creation of a learning organization.

• Identify specific strategies and activities that have the power to ensure that the organization is a learning organization.

• Describe a systematic approach that he/she will use to become the lead learner and to create a learning organization.

MODULE 2 Authentic Leadership

OUTCOMESThe Learner will…..

7

Today’s Leadership 101

Strategic Design

STRATEGICDIRECTION

STRATEGICALIGNMENT

• Beliefs/Values• Mission• Exit Outcomes• Vision

• People• Practices• Policies• Structures

8

STRATEGIC DESIGN Requires

STRATEGIC DIRECTION Requires

STRATEGIC ALIGNMENT Requires

AUTHENTIC LEADERS

Who DEFINE

PURPOSE

VISIONARY LEADERS

Who FRAME VISION

CULTURAL LEADERS

Who DEVELOP

OWNERSHIP

QUALITY LEADERS

Who BUILD

CAPACITY

SERVICE LEADERS

Who ENSURE SUPPORT

TOTAL LEADERS Creating

PRODUCTIVE CHANGE

+ + + +

+

9

Key Domains of Total Leaders

AUTHENTIC Purpose

VISIONARY Vision

QUALITY Capacity

CULTURAL Ownership

SERVICE Support

10

Defining organizational purposeand the compelling reasons for productive change

Creating a compelling purpose Being the lead learner Modeling core values and declared principles

Primary Sources:The One Thing You Need to Know, Buckingham, 2005Principled-Centered Leadership, Covey, 1991The 8th Habit: From Effectiveness to Greatness, Covey, 2005Good Work: When Excellence and Ethics Meet, Gardner,

Csikszentmihalyi, and Damon, 2001The Fifth Discipline, Senge, 1990Credibility, Kouzes and Posner, 1993Who Moved My Cheese?, Johnson, 1998

The AUTHENTIC Domain

11

The Moral Foundationof the Authentic Leader

the process of using a values screen to review, assess, and judge decisions

being truthful while being sensitive to the thoughts, needs, and feelings of others

the honest search for purpose and perspectives on issues, and a deep understanding of ideas and possibilities

one’s deep and genuine relationship with, and appreciation of, the value, intellectual, and feeling dimensions in others

REFLECTION:

HONESTY:

INQUIRY :

CONNECTION :

Principles of Professionalism

Core Values

12

The Close Relationship Amongthe Performance Roles of Authentic Leaders

Module

1

Creating Consensus Around a Compelling, Future-Focused Purpose and Vision

The Compelling Organizational Purpose points the direction for what needs to be learned.

Module

2

Being the Lead Learner and

Creating a Learning

Organization

The successful realization of the Compelling Purpose demands a Learning Organization.

Module

3

Modeling the Organization’sPurpose, Values, andPrinciples

The Authentic Leader must model both the Compelling Organizational Purpose and Life-Long Learning.

13

1. Read pages 11-12 in the The Personal Leadership Assessment handout.

(Note: The two rubrics for the Lead Learner Performance Roles are on these

pages. The first rubric is titled “The Concept and Role” and the second

is titled “The Performance.” )

2. Complete the self-assessment (pages 11-12).

3. Place your personal assessment score in the “Present Level of Functioning” box on page 14.

4. Reflect on your assessment and identify the evidence on which you based that assessment.

ActivityHow Am I Doing???

14

Developed byCharles J. Schwahn and Beatrice McGarvey

Revised 2006

Shifts and Trends That are Redefining

Organizations, Careers, and Life

Today’s RealitiesTHE FUTURE IS NOW

15

Shifts/Trends Sources

• Friedman• Popcorn • Pink • Celente• Yankelovich• Covey• Gates, etc. etc.

• Peters• Bennis• Drucker• Collins• Blanchard• Wheatley• Buckingham, etc.

etc.

Futurists(General)

Futurists(Organizational)

16

#1 The Hurried Individual and the Stressed Society

#2 Flexible . . . But Still Work

#3 Transformational Technologies

#4 The High Quality, Global Marketplace

#5 The Adept, Empowered Employee in the Nimble Organization

#6 Total Leader Expectations

#7 Consciousness: The Expanding Frontier

The Shifts and TrendsThe Shifts and Trends

THE FUTURE IS

NOW…..

Today’s Realities

17

In your small group,

1. Identify the five future conditions in The Future Is Now

paper that most strongly support the need for Being

the Lead Learner and Creating a Learning Organization.

2. Use your choices to develop a strong rationale for

Being the Lead Learner and for Creating a Learning

Organization.

3. Be ready to report your rationale to the large group.

ActivityThe Future Is Now!

18

Graduate Outcome for the Learning Sphere of Living

• What should they know????

• What should they be able to do????

• What should they be like????

A self-directed, life-long learner who…..

19

1. Individually, identify the critical

knowledge, skills, and attitudes that foster

life-long learning.

2. In groups of four, share your lists and note the

similarities and differences.

Activity

A Self-Directed, Life-Long Learner Who……

20

The RCCSS Graduate will be aSelf-Directed, Life-Long Learner who:

• Possesses core knowledge on which to build future learning• Researches current global trends and issues• Sets learning goals consistent with a personal vision• Prioritizes quality time for learning• Is an active problem-solver who can acquire, analyze, organize, and evaluate information from a variety of sources• Transfers information to new situations and communicates new learning to others• Discerns, evaluates, and judges authentic data sources• Continually seeks ways to model, practice, and incorporate ethical learnings in his/her daily life• Seeks wisdom

21

In groups of three or four:

1. Compare your lists with the list on Slide 20.

2. Create a composite list taking the best of your list,

the list on Slide 20, and the lists of your group

members. (Your composite list might be useful in

assessing your own preparation for being the “Lead

Learner.”)

Activity

Refining Your List of Expectations

22

For LEARNING to be IMPACTFUL,you must do more than add knowledge

Meaningful Learning will:

Clarify (or challenge) your values

Change your world view

Change your expectations

Change your vision

Change your behavior

23

1. Individually, reflect upon the definitions/descriptions of “impactful

learning.”

2. Identify something you have learned during

the past year that fits one of the definitions

of “impactful learning.”

3. Share with a partner.

ActivityThink – Pair - Share

24

Drucker on the

Life-Long Learner

“People grow according to the demands they make on themselves.”

“If they demand little, they will remain stunted. If they demand a good deal, they will grow to giant stature – without any more effort than is expended by the non-achievers.”

25

Spotting the LEAD LEARNER• Comfortable with being uncomfortable . . . they

reflect deeply….and they risk looking bad• Learning addicts . . . they can’t help themselves• They ask questions . . . and actually listen• Collegial sharing . . . they talk about their latest

learning• They hang out with the bright and the bold• Forever young . . . life is about discovery• Their learning rate compounds itself . . . know-it-alls

who do• Their mothers are embarrassed by them . . . until they

are successful

26

Spotting the LEAD TEACHER

• Steals great ideas from everyone and everywhere,

. . . then shares them with everyone

• Turns every encounter into an exchange of ideas

• Mentors and models without reservation

• Consciously creates a “learning organization”

• Coaches to implement the organization’s vision

• Learns most when teaching others

27

1. Individually, reflect on the lists in Slides

25 and 26.

2. Compare your own attitudes and behaviors with those listed on

these slides.

3. Share your thoughts with a partner.

ActivityThink – Pair - Share

28

Individually,

1. Identify your learning goals for next year which

are directly related to a challenging personal or

organizational vision or goal.

2. Identify the learning resources (a minimum of

three) you will seek/require to meet your learning

goal.

3. Identify who, how, and when you will teach/coach

about your new learnings.

ActivityPlanning Your Learning

29

“Learning Organization”

is NOT a Vague Concept:

A learning organization opens itself to acquire, develop, and distribute knowledge rapidly so that everyone may have access to the newest and best ideas, practices, and products.

It examines its own processes systematically and frequently to improve them.

Driving Change, 1998, Jerry Wind and Jeremy Main

30

Organizational IQ

Business @ the Speed of Thought

Measured by:

how easily an organization shares information broadly,

how well people within an organization build on one another’s ideas, and

how well individuals and the organization learn from past experiences.

31

From LEAD LEARNER to the LEARNING ORGANIZATION

Model life-long, self-directed learning

Do it. Talk about it. Use it. Be symbolic about it.

Encourage and support the learning of others Expect it. Insist upon it. Reward it.

Create a culture of learning and innovation Be collegial. Be future-focused. Be data-driven.

Read real books by respected authors

Encourage reading. Expect reading. Assign reading.

32

Characteristics of

Learning Organizations

• Learning is focused by COMPELLING PURPOSE and CORE VALUES

• Bold VISIONS/GOALS tug at the heart

• Opportunity for MEANINGFUL DIALOGUE

• All are FUTURISTS/TREND TRACKERS

• RESEARCH/THEORY are valued and applied

• Focus on building CORE COMPETENCIES

• Constantly ACT, REFLECT, LEARN, RESPOND

33

The CEO’s Role in Raising“Organizational IQ”

Business @ the Speed of Thought

Create an atmosphere that promotes

knowledge sharing and collaboration, Prioritize the areas in which knowledge

sharing is most valuable, Provide the digital tools that make

knowledge sharing possible, and Reward people for contributing to a full

flow of information.

34

LEARNING SOURCESof the Learning Organization

Business @ the Speed of Thought

Reading and listening to the experts

Observing other effective organizations

Formal staff development programs But mostly - - learners learn from EACH

OTHER, from THEIR EXPERIENCES,

and from their RISKS TO INNOVATE

35

Individually, create your own rationale for the creation of learning organizations. Include the following:

1. Your definition of a learning organization. - How would you know one if you saw one?

2. The role of the Lead Learner in creating and sustaining a learning organization.

- What would he/she be doing? Modeling? - How would people who work in a learning

organization think?

- How would they solve problems? Make decisions?

ActivityWriting Your Rationale

36

Speech! Speech! The topics . . . .

• What does it take to be a life-long learner? What knowledge? What skills? What motivation? What values?

• What does it take to be the organization’s Lead Learner? What do you do? What do you model? How do you use your new learnings? Who are some exemplars of Lead Learners?

• What is a “learning organization?” A definition? Identify learning organization attitudes, values and activities. How would you know one when you saw one?

• Why is it critical for organizations to be “learning organizations?” What is the rationale? What is different about today’s organizational environment that requires continuous organizational learning? What are some exemplars of learning organizations?

37

Form groups of four.

1. Each member of the group should select one of the four

topics (on Slide # 36) on which he/she will prepare a three

to five minute presentation.

2. You will have 15 minutes to prepare your speech.

3. Present your “speech” to your small group.

Note: Some of you may be asked to share your speech with the larger group.

ActivitySpeech! Speech!

38

Refer to page 13 of The Personal Leadership Assessment handout.

1. Create a professional vision of yourself as a leader who is able to be the lead learner and able to create a learning organization. Write your vision on the space provided on page 13.

(Note: Page 13 contains a “vision prompt” that you can use or modify if you agree with portions of the vision statement.)

Refer to page 14 of The Personal Leadership Assessment handout which contains a brief planning form entitled “Professional Growth Opportunities.”

2. Complete the form and add other learning opportunities if you wish.

ActivityYour Own Development

39

Complete the workshop evaluation form provided by the

Pennsylvania Leadership Development Center.

Specifically, the PLDC office is seeking feedback about:

- the worth of the workshop

- the presentation of the workshop

- suggestions for improving the workshop experience

ActivityWorkshop Evaluation