Transcript The Leadership Journey - Teachers Development Group

The Leadership Voyage
Linda Gojak
President, NCSM
ncsmonline.org
[email protected]
“If a man knows not what harbor he
seeks, any wind is the right wind”
Seneca
Sailing…
the skillful art of controlling the
motion of a sailing ship or
sailboat, across a body of water.
Leadership…
the skill of influencing
people to work
enthusiastically toward goals
identified as being for the
common good.
Setting the Course
 Have a purpose or mission:
 How will you benefit the students?
 Have identified values:
 What do you believe about effective
mathematics education?
 What do you believe about the way students
learn mathematics?
 Have measurable goals:
 What specific steps will you take to reach
your mission?
 How will you know when you are there?
Finding Your Compass
Think of someone who has
greatly influenced your life.
What qualities of character
does this person have?
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Honest, trustworthy
Good role model
Caring
Committed
Good listener
Respectful
Positive, enthusiastic
Passionate
Are we born with these
qualities or are they learned
behaviors?
To some degree we have all
of them -- some more so
than others. We must
practice these qualities in
ourselves if we are to be
effective leaders.
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Honest, trustworthy
Good role model
Caring
Committed
Good listener
Respectful
Positive, enthusiastic
Passionate
Two dynamics in working with people
and getting things done
 TASKS
 RELATIONSHIPS
You cannot focus on one at
the expense of the other
Power vs. Authority
 Power - ability to force or
coerce someone to do your
will because of your
position of might
 Authority -- getting people
to willingly do your will
because of your personal
influence
Levels of Change
 Knowledge
 Providing information
 Attitude
 How people feel about that knowledge
 Behavior
 How people act about making the change
 Organizational
 Attempting to influence the knowledge, attitude
and behavior of multiple people
Why Change Is So Difficult
 People feel awkward when confronted by
change
 Tell them what to expect
 People feel alone -- even if everyone else
is going through the same change
 Structure activities and create involvement
 Encourage individuals to share ideas
Why Change Is So Difficult
People will think first about what they have to
give up.
 Don’t try to sell the benefits of the change effort initially
 Let people mourn their perceived losses
 Listen
People will think they can only handle so much
change at once.
 Set priorities on which changes to make
 10% per year is realistic for most people
Why Change Is So Difficult
People will be concerned they don’t have
enough resources (time, money, skills) to
implement the change
 Encourage creative problem solving
 Work with those who control the resources
People are at different levels of readiness
 Recognize that some people are risk takers and
others will take longer to feel secure
 Acknowledge the feelings and find ways to support
those who are more reluctant to change
Why Change Is So Difficult
If “pressure” is taken off, people will
revert to old behaviors
 Keep people focused on maintaining the
change and managing the journey
 Work with other leaders to keep the
mission in front of people
 Focus on goals
 Recognize and celebrate successes
The key to leadership is to
accomplish the task while
building relationships.
Steps to Purposeful Leadership
1. Diagnose the development level of
each person you are leading
Developmental Levels
Enthusiastic Beginners:
 High level of commitment,
low level of confidence
 Inexperience
Developmental Levels
Disillusioned Learners
Some experience and competence
Reduced level of commitment and
enthusiasm due to some failure
during the learning process or
realization that the task is more
difficult they they thought
Developmental Levels
Capable but Cautious
Moderate to high level of
competence
May have lost some enthusiasm or
confidence
Cautious in applying the change
on their own
Developmental Levels
Peak Performers
Self reliant achievers
Highly competent and
highly committed to change
Steps to Purposeful Leadership
2. Flexibility in Leadership Style
Flexibility
Directive Leadership:
Telling people
 what to do,
 when to do it
 where to do it
 how to do it
Flexibility
Supportive Leadership:
 Listen
 Encourage
 Praise progress,
 Facilitate interactions
 Involve people in decision
making
Four Leadership Styles
1. Directing:
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provide specific directions about roles
track performance in order to provide
frequent feedback on results
 Best used with enthusiastic beginners
High direction, high support -- leader decides
Four Leadership Styles
2. Coaching:
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explain why
solicit suggestions
praise progress that is approximately correct
continue to direct task accomplishment
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 Best used with “disillusioned learners”
High direction, high support (let’s talk and
decide or leader decides)
Four Leadership Styles
3. Supporting:
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facilitate interaction with others,
listen to people, draw them out,
encourage and support
provide little direction
Best used with capable
but cautious performers
High support/low direction
(let’s talk and you decide)
Four Leadership Styles
4. Delegating:
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facilitate interaction with others
listen to people and draw them out
encourage and support
provide little direction
Best used with peak performers and
self reliant achievers
Low direction/low support
(you decide)
Situational Leadership
–
Supporting
Coaching
Delegating
Directing
Directive Behavior
+
Steps to Purposeful Leadership
3. Partnering for Performance
Partnering for Performance
 Determine with people how to work
together in a way that they can accomplish
their goals
 Follow through on any agreements
 Determine the right leadership for the right
developmental level.
Building Relationships
 Trust -- letting go
 Respect -- feelings must align with
actions
 Focus on the needs of others
The Journey
If you do not change
your direction, you will
end up exactly where
you are headed.
Journey to Servant Leadership
Leadership
Authority
Service and Sacrifice
Love
Will
 Will
• aligning our intentions with our actions;
• making choices
 Love
• how we behave toward others , rather
than how we feel about others
Love (behavior) and Leadership
 Patience
showing self control
 Kindness
giving attention, appreciation and
encouragement
 Humility
being authentic, without arrogance
 Respectfulness
treating all others as important
 Selflessness
meeting the needs of others
 Forgiveness
giving up resentment when wronged
 Honesty
being free from deception
 Commitment
sticking to your choices
A leader of authority is called
upon to make many choices
and sacrifices.
When we choose to extend
ourselves by serving others, we
will build influence.
As we continue on the journey of leadership in
order to become a servant leader, we may
have to adjust our course by even a few
degrees.
A few degrees may not make a big difference
on a short journey, but for the long journey
of life, it may put you in a completely
different place.
"A leader takes people where
they want to go.
A great leader takes people
where they don't necessarily
want to go, but ought to be.”
Rosalynn Carter
The person who says it cannot be
done should not interrupt the
person doing it....
Chinese Proverb
To lead people, walk beside them ...
As for the best leaders, the people do not
notice their existence.
The next best, the people honor and
praise.
The next, the people fear; and the next,
the people hate ...
When the best leader's work is done the
people say, 'We did it ourselves!’
Lao-Tsu
Remember…
The definition of insanity is
continuing to do what you
have always done and hoping
for different results.
Lessons from the Geese
Dr Robert McNeish
What can we learn about
leadership from geese?
As each bird flaps its wings,
it creates uplift
for the following bird.
By flying in a “V” formation,
the whole flock adds
71% greater flying range
than if the birds flew alone.
LESSON:
People who share a common direction
and sense of community can get where
they are going quicker and easier
because they are traveling on the
thrust of one another.
What can we learn about
leadership from geese?
Whenever a goose falls out of formation,
it suddenly feels the drag
and added resistance
of trying to fly alone,
and quickly gets back into formation
to take advantage of the lifting power
of the bird immediately in front.
LESSON:
If we have as much sense as a goose,
we will stay in formation
with those who are headed
where we want to go,
and we will be willing
to accept their help
as well as give ours to others.
What can we learn about
leadership from geese?
When the lead goose gets tired,
it rotates back into formation
and another goose flies
at the point position.
LESSON:
It pays to take turns doing the hard
tasks and sharing leadership.
With people as well as geese,
we are interdependent on each other.
What can we learn about
leadership from geese?
The geese in formation
honk from behind
to encourage those in front
to keep up their speed.
LESSON:
We need to make sure
that our
honking from behind
is encouraging.
What can we learn about
leadership from geese?
When a goose gets sick or wounded,
or it is shot down,
two geese drop out of formation
and follow it down to help protect it.
They stay with it until it is able
to fly again or dies.
Then they launch out on their own
with another formation
or catch up with their flock.
LESSON:
If we have as much sense as geese,
we, too, will stand by each other
in difficult times,
as well as when we are strong.
Leaders
Learn publicly
Leaders
Create professional community
Leaders
Enable others to collaborate and lead
Leaders
Encourage continuous
growth in all
Leaders
• Learn publicly
• Create professional community
• Enable others to collaborate and lead
• Encourage continuous growth in all
Dr Robert McNeish
Let your leadership
journey begin today.
NCSM: Leadership in Mathematics
Education
ncsmonline.org
Powerpoint slides:
lgojak @ jcu.edu
www.jcu.edu/CMSETT
The Servant, A simple story about the True Essence of Leadership by
James C. Hunter
The Servant Leader by Ken Blanchard and Phil Hodges