Transcript Leadership for Change - Lasallian Family

Leadership for Change
PARC Lasallian Institute
Dr. Carmelita I. Quebengco AFSC
A
change leader needs to have a
high EQ
 Four primary domains of EQ
–Personal competence
 Self-awareness
 Self-management
–Social competence
 Social awareness
 Relationship management
“Those with high EQ live better and more
effectively in complex times…can handle
more uncertainty and conflict, and work
through complex issues in ways that
energize than deplete.”
A 2002 study of leaders by Goleman
reveals 6 leadership styles:
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Visionary
Coaching
Affiliative
Democratic
Pace Setting
Commanding
– The first four styles were associated
with positive effects on climate and
performance
– The last two styles have a short term
positive impact and fail later to because
they demotivate and do not develop
capacity and commitment
– Leaders have to be good at all 4 styles;
to be good in only one is a liability
A 2000 study of 100 highly successful
head teachers by Hay McBer, et al
identified 5 characteristics of
effectiveness:
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Teamwork and developing others
Drive and confidence
Vision and accountability
Influencing tactics and
politics
Thinking style (the
big picture)
The Seven Skills 1/
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Developing an Overview
Creating a Vision
Identifying Critical Success Factors
Conducting Self-Assessment
Selecting Champions
Establishing Monitoring and Follow-up
Sessions
Maintaining Leadership
chally.com.mgtskills
Common Mistakes
of Developing Managers
1. Developing an Overview
• Not taking boss’s goals fully into account
• Assuming what users need vs. asking
what they want (giving too much of the
wrong kind of help)
• Failing to communicate among
themselves
• Using standards only of their own
discipline rather than flexible standards
that fit the users
2. Creating a Vision
• Producing short-term results only
(crisis management)
• Not finding true models of excellence
to use as a frame of reference
• Forming a private vision incompatible
with corporate objectives
3. Identifying Critical Success Factors
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Not looking for underlying causes
Reading only intuitive issues
Reading only data and hard issues
Not willing to take a stand (risk taking)
4. Conducting Self-Assessment
• Not creating an environment to get candid
feedback
• Not verifying their own impressions of their
skills
• Not identifying the corporation’s
standards of excellence
5. Selecting Champions
• Not seeking and developing good
mentors
• Selecting on chemistry alone
• Ignoring chemistry and the style of
subordinates
6. Monitoring Systems
• Relying on the data that’s easiest to get
• Putting too much confidence in thin
evidence
• Not finding the time to establish and
review controls
7.
Maintaining Leadership
• Failing to reinforce one or two major
themes repetitively
• Expecting others to be self-motivated
• Under or over utilizing negative
motivations
• Not being a team player
Managers’ Four Sequential
Learning Curves
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Self-responsibility
Prioritization
Delegation
Leadership
Your Personal Power Base
Coercive
Reward
Legitimate
Information
Expert
Referrent
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The Stick' - what sanctions can you threaten and impost
for non-compliance?
The Carrot' - what rewards (monetary or otherwise) can
you promise and deliver?
What is your position and level of authority in the
hierarchy?
What facts and data sets are at your disposal?
What expertise, skills and knowledge do you possess?
What social networkd do you belong to? To what
extent do your charm, charisma and personality
impress?
Clive Anderson and Marianne Sheppard
What’s the Difference?
Inifluence
* Open
* Clear
* Transparent
Manipulation
* Self-interested
* Covert
* Underhand
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Nelson, N.W. (June 2007) listed BeAttitudes for Managing Change
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Be able to recognize the need to
learn from others
Be willing to give up aspects of old
roles while preparing to assume
new ones
Be vigilant for ways to do things
right while maintaining sanity
Be willing to give up some control
Be guided by what students need to
be able to do to be successful
6.
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Be willing to take risks even if the
system initially seems unfriendly to
change
Be skilled at turning competitive or
independent goals into cooperative
ones and gain collaborative
partners
Be ready to forgive yourself
and others for not being
perfect
Michael Fullan stresses the need
for a leader to be able to catalyze
commitment to a compelling vision
and higher performance standards
in order to build enduring
greatness…
More specifically:
 Must be attuned to the big picture
 Sophisticated conceptual thinker
who transforms the school through
people and teams
 Display energy, enthusiasm, and
hope
 Socially responsible to others
and the environment
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With a high EQ, able to improve
relationships
Fosters knowledge seeking and
sharing…continuously
learns…accompanies and coaches
subordinates
Forges coherence through checks
and balances even for him/
herself
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Works at leadership sustainability.
Develops many leaders at different
levels and develops quality teachers
who will become future leaders
Understands the change process
– Goal is not innovation but selective,
appropriate change that is coherent
and with clear goals related to the
mission
– Ideas are not enough, it is more
important to collectively assess, find
meaning, and commitment to new
ways
– Appreciate the implementation dip –
the first six months will be bumpy
– Listens to resisters and finds ways to
address their legitimate concerns
– Able to transform organizational
culture accordingly by changing values
and working together to accomplish it
– Knows that finding solutions is
complicated and can not be check
listed
In the face of change, sustained
accompaniment and coaching are
necessary.
Good coaches are dedicated to the
development of talent.
Successful coaches:
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Help their charges develop a
program of action to achieve their
goals
Create and communicate a
compelling vision of success
Teach the skills essential to success
Make the complex simple
Match assignments to talents of
their charges
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Consistently build on strengths
Turn less than optimum performance
into learning experience
Learn to anticipate, teach charges to
anticipate, and how to respond before
it happens
Periodically call for time out to adjust
to changing conditions
Model the kind of commitment and
performance to charges
Being spiritual = “a life giving force”
– cut across effective leadership
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Three quiet virtues – restraint,
modesty, tenacity (Badaracco, 2002)
Innocence, curiosity, compassion (as
opposed to cynicism, arrogance, and
callousness) (Heifetz & Linsky, 2002)
Emotional maturity, courage,
knowledge and know-how (Hackman,
2002)
Personal humility and intense
professional will (Jim Collins, 2001)
Question:
 Knowing
yourself, what difficulties do
you think you will encounter in
getting your proposed project
approved and implemented?
– What would you do to minimize such
difficulties?