Transcript Reinventing American School Systems

How do we Build
Leadership Capacity?
Richard DeLorenzo
RISC Foundation
“I hope those of you who turn out to be failures as leaders
won’t blame us!”
What are the components of the
RISC Model?
• Shared Vision
• Leadership
• Standards-Based Design
• Continuous Improvement
RISC Model
Creating effective leaders for
transforming our schools by using
effective tools and processes to
create a shared vision, standardsbased curriculum and continually
improving our schools
Richard DeLorenzo
How do we build leadership
capacity?
• Using tools and processes to define what
leadership is at the individual level and
organization level
• Create a capacity matrix that aligns to where we
want to go
• Benchmarking best practices on leadership
• Deploy the leadership matrix as part of your
culture both individual and
organizational(e.g.,evaluation tool)
• Refine overtime for world class results
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Individual
Organization
Organizational & Individual Leadership
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Personally/Professionally
“Yuckville”
High Turnover
“Breeding grounds for
fiefdoms”
Constant Conflict
“Wealthy attorneys”
World Class System
“BOB”
Affinity Chart
What are the characteristics
of quality leaders?
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2.
3.
4.
Individually brainstorm a list on sticky notes
As a group organize the sticky notes into like categories
Label each group (vision, morals, etc.)
Share back with the rest of the group
“Change Forces with a Vengeance”
New Horizons for System Change
Horizon #1
Horizon #2
Large-scale
improvement of
literacy and numeracy
that is not sustainable
System change that results
in unleashing energy,
commitment, resources and
learning on a very large
scale to accomplish things
never done before that is
sustainable.
Missing force:
moral purpose & passion
- Michael Fullan, 2003
Leadership for Incremental
Change
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Emphasize relationships
Establish strong lines of communication
Be an advocate for the school
Provide resources
Maintain visibility
Protect teachers from distractions
Create culture of collaboration
Look for and celebrate successes
Marzano 2006
Leadership for Second
Order Change
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Shake up the status quo
Expect some things to seem worse
Propose new ideas
Operate from strong beliefs
Tolerate ambiguity and dissent
Talk research and theory
Create explicit goals for change
Define success in terms of goals
Marzano 2006
Create a leadership capacity
matrix
• Divide into teams by job description
• Begin with the end in mind.What is a good
leader?
• Using the post it notes and any other
information that you have create a gradation
of characteristics for leadership
(eg.relationships, production etc.)
• Share back with the group
1. Position
RIGHTS Ğ People follow because they have to.
NOTE: You r influen ce will not e xtend b eyond the lin es of your job description.
The longe r you stay here, the high er the turnover and the lower the morale.
2. Permission
RELATIONSHIPS - People follow because they want to.
NOTE: Peopl e will follo w you beyond your stated author ity. This l evel allo ws
work to be fun . Caution : Sta ying too long on this l evel without rising will cause
highl y motivated peop le to become restless.
3. Production
RESULTS - People follow because of w hat you have done for the
organi zation.
NOTE: This is wh ere most people sense success. They like you and what you
are doing. Problems are fixed with very littl e effort because of momentum.
4. People Development
REPRODUCTION - People follow because of what you hav e done
for them
NOTE: This is wh ere long- range growth occurs. Your commitment to
developing leaders will insu re ongoing growth to th e organi zation and to
people. Do whatever you can to a chieve and stay on this level
5. Personhood
RES PECT - People follow because of who yo u are and what you
represent.
NOTE: This step is reserved for leaders who ha ve spent years growing p eople
and organi zation s. Few make it. Those who do are bigge r than life.
How do we build leadership
capacity?
• Using tools and processes define what leadership is at
the individual level and organization level
• Create a capacity matrix that aligns to where we want to
go
• Benchmarking best practices on leadership
• Deploy the leadership matrix as part of your culture both
individual and organizational(e.g.,evaluation tool)
• Refine overtime for world class results
Richard DeLorenzo
Managing Effective Change
Shared
Strategic
Leader +
Vision +
Plan
Shared
Strategic
+ Vision +
Plan
Leader +
Strategic
+
Plan
Shared
Leader +
Vision +
Shared
Strategic
Leader +
Vision +
Plan
Shared
Strategic
Leader +
Vision +
Plan
+
Right
People
+ Baldrige/CIM =
+
Right
People
+ Baldrige/CIM = Hour
+
Right
People
+ Baldrige/CIM = Ranger
+
Right
People
+ Baldrige/CIM =
Happy
Lone
Scarecrow
Alice in
+ Baldrige/CIM = Wonderland
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+
Utopia
Right
People
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=
Heisman
Winner
CRIS
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What was one “aha” and what
can you take with you to build a
better leadership capacity?
Clarify: the question or topic
Reflect: individually
Impact: on you and your system
Share: your thoughts within your group