Transcript Collaborative Leadership… - Illinois Early Childhood Collaboration

Partnerships, Alliances, and
Coordination Techniques
Fundamentals of
Collaborative Leadership
February 2008
Facilitated By:
The National Child Care Information and Technical Assistance Center (NCCIC)
NCCIC Is a Service of the Child Care Bureau
Presenter
Today’s Agenda
Session Objective
Participants will be able to…
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Identify and explore the fundamental
concepts of collaboration, leadership,
and collaborative leadership.
Understand different leadership styles
and how they relate to collaborative
leadership.
Identify and build skills that are
necessary to become a collaborative
leader.
Explore and comprehend the six guiding
principles of collaborative leadership.
PACT
• PACT is an initiative of NCCIC, a service of the
Child Care Bureau, U.S. Department of Health and
Human Services
• PACT gives State, Territory, and Tribal
policymakers—particularly Child Care and
Development Fund Administrators and their
partners—the resources they need to build more
comprehensive and collaborative early care and
school-age programs for serving children and
families
PACT Materials
• PACT Collaborative Leadership Strategies: A Guide
for Child Care Administrators and Their Partners
• Web-based guide contains an introduction and six
training modules:
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Fundamentals of Collaborative Leadership
Creating, Implementing, and Sustaining Partnerships
Communication Strategies
Management Strategies for Successful Partnerships
Financing
Building Capacity to Evaluate Partnership Initiatives
Introduction and Purpose
Introduction
Collaborative Leadership is developed by a group that is
partnering to solve agreed upon issues. Leaders of the
group use supportive and inclusive methods to insure
that those they represent are part of the change
process.
Purpose
The purpose of the Fundamentals of Collaborative
Leadership module is to share strategies, tools and
resources to increase collaborative leadership capacity.
(Collaborative Leadership, 2004h, p.25)
System Principles:
Elements of Working Together
New levels
of service achieved;
agreements are
established
Independent agencies formally
working together on some
common goals
Independent agencies building relationships
and sharing
information informally
Independent agencies exchanging information—
networking
Adapted from Wisconsin Department of Public Instruction and Great Lakes Resource Access Project
What is
Collaboration?
Coordinating
Collaborating
Networking
(Collaborative Leadership, 2004h, pp. 3-4)
Cooperating
Collaboration Pyramid
Collaboration
Coordination
Cooperation
Note: Different authors use the terms “cooperation” and “coordination” interchangeably. This diagram follows the work of Sharon Lynn Kagan in
defining the least intense level as cooperation. Used with permission.
PACT 15
Fundamental Concepts
What is leadership?
(Collaborative Leadership, 2004h, p. 8)
Leadership is…..
A TRAIT and a PROCESS
– Trait—the ability to exert influence and have
others accept that influence producing change or
performance
Chrislip, Sweeny, Chritian, Olsen, 2002
Northcross, 1997
– Process—A process whereby an individual or
small group influence others to achieve a
common goal.
(Collaborative Leadership, 2004h, p. 8)
Collaborative Leadership…
– Is leadership shown by a group that is acting
collaboratively to solve agreed upon issues
– Has leaders who use supportive and inclusive
methods to ensure that those they represent are
part of the change process
– Requires new notion of power…the more power
that is shared, the more there is to use
(Collaborative Leadership, 2004h, p. 25-26)
What Makes Collaborative Leadership
Different?
Usual
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Top down
Few make decision
Unilateral action
Win or shift power
Linear thinking
Programs and products
Charisma
Persuasive
Group falls apart if leader leaves
(Collaborative Leadership, 2004h, p. 31-32)
Collaborative
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Self governing
Broad participation
Guide and coordinate process
Build relationships
Systems thinking
Process
Vision
Empathetic
Group continues after leader leaves
Leadership Styles:
Directing, Coaching, Supporting, and Delegating
Directing:
– Focuses communication on goal
achievement
– Gives instruction (what goals to achieve
and how)
– Spends limited time on supporting
behaviors
(Collaborative Leadership, 2004h, p. 13)
Leadership Styles:
Directing, Coaching, Supporting, and Delegating
Coaching:
– Focuses communication on both goal
achievement and people’s needs
– Gives encouragement
– Asks for input
(Collaborative Leadership, 2004h, p. 13-14)
Leadership Styles:
Directing, Coaching, Supporting, and Delegating
Supporting:
– Does not focus just on goals
– Focuses on tasks to be accomplished
– Uses supportive behaviors to bring out others
skills
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Listening
Praising
Asking for input
Giving feedback
(Collaborative Leadership, 2004h, p. 13-14)
Leadership Styles:
Directing, Coaching, Supporting, and Delegating
Delegating
– Offers less input and social support
– Facilitates others confidence and motivation to
do tasks
– Leader not as involved in planning, details or
goal clarification
(Collaborative Leadership, 2004h, p. 13-14)
Supporting Behaviors
Four Leadership Styles
Supporting
High supportive and low
directive
Coaching
High supportive and high
directive
Delegating
Low supportive and low
directive
Directing
Low supportive and high
directive
Directive Behaviors
(Collaborative Leadership, 2004h, p. 14)
Who is a Collaborative Leader?
Someone who safeguards and
promotes the collaborative process
(Collaborative Leadership, 2004a, p. 3)
Qualities of Collaborative Leaders
– Acts maturely
– Shows patience
– Can learn from self reflection
– Handles uncertainty
– Tolerates uncertainty
(Collaborative Leadership, 2004h, p. 27)
Qualities of Collaborative Leaders (Con.)
– Has the ability to see problems from others’
points of view
– Respects others’ experience or point of view
– Has the ability to create a safe, supportive
environment
– Is comfortable communicating across
organizational boundaries and with every part of
the community
(Collaborative Leadership, 2004h, p. 27)
Qualities of Collaborative Leaders
(Con.)
– Has the ability to create a shared vision
– Knows the need for creativity
– Constructively manage conflict, and
The most important quality ….
The Ability to Listen
(Collaborative Leadership, 2004h, p. 28)
Six Guiding Principles of
Collaborative Leadership
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Assessing the Environment for Collaboration
Developing Clarity
Building Trust
Sharing Power and Influence
Developing People
Self Reflection
(Collaborative Leadership, 2004h, p. 33)
Assessing the Environment
Understanding the context for change
before you act
– The capacity to recognize and understand other
perspectives
– Facilitating connections and identifying clear and
beneficial change for all participants
– Setting priorities and identifying barriers and
obstacles
(Collaborative Leadership, 2004a, p. 5)
Assessing the Environment (con.)
Increasing awareness of cultural
perspective and how they effect the
collaborative process
(Collaborative Leadership, 2004b, p. 9)
Developing Clarity
Definition - Being clear about the goals, direction, and
envisioned future of a community for a particular issue.
Outcome - Committing to a cause that transcends the
self; recognizing ethical or moral standards that
provide guidance.
How - Integrating personal vision into a shared vision
by finding common ground.
Means - Mobilizing people through a shared vision and
positive action and sustaining the vision in difficult
times.
(Collaborative Leadership, 2004d, p. 7)
Developing Clarity (con.)
Mobilization
Current Reality
Desired Future
Identify Key Issues
Environmental
assessment
Develop Action Teams
Shared vision
Develop Action Plans
Common values
Implement Plans
Evaluate
(Collaborative Leadership, 2004d, p. 11)
Building Trust
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Practice focused listening
Call each other by name
Clearly identify purpose for gathering
Let people know what is expected of them
Identify time frame team will work within
Balance process with product
Ensure everyone has an opportunity to speak
Use fair processes to get things done
Have diverse representation of types of people
Create working agreements
(Collaborative Leadership, 2004c, p. 9)
Sharing Power and Influence
Developing the synergy of people,
organizations and communities to
accomplish goals
(Collaborative Leadership. 2004k, p. 6)
Sharing Power and Influence (con.)
Eight Sources of Power Position/Authority
1. Information and expertise
2. Control of rewards
3. Coercion
4. Alliances and networks
5. Access and control of agendas
6. Control of meaning and symbols
7. Personality
(Collaborative Leadership, 2004k, p. 8)
Developing People
– Bring out the best in others
– Give up ownership or control
– Maximize the use of other people’s talents and
resources
– Use mentoring and coaching to create power
which increases leadership capacity
– Build confidence by setting goals and receiving
performance feedback
(Collaborative Leadership, 2004f, p. 7)
Developing People: Mentoring
A process in which an experienced individual
helps another person develop his or her goals
through a series of time-limited, confidential, one
on one conversations and other learning activities.
Usually relates to long term career development
(Collaborative Leadership, 2004f, p. 8)
Developing People: Coaching
“ An activity that results in improvement, skills,
capacity and performance.”
Coaching is usually a short-term skill focused
process
(Collaborative Leadership, 2004f, p. 9)
Developing People
Asking the Right Questions at the Right
Time Enhances Collaboration
– Clarifying Questions
– Discovery Questions
– Open Ended Questions
– Evocative Questions
– Forwarding Action Questions
(J. Astin, 1999)
Self Reflection
The ability to analyze or examine in a
serious way one’s experience and the ability
to see how that experience impacts and
shapes one’s relationships with others is a
trait of individuals who develop effective
leadership qualities and capacities.
(Collaborative Leadership, 2004j, p. 6)
Emotional Intelligence Leadership
Competencies
– Personal Competence: These capabilities
determine how we manage ourselves
• Self Awareness
• Self-Management
– Social Competence: These capabilities determine
how we manage relationships.
• Social Awareness
• Relationship Management
(Collaborative Leadership, 2004j, p. 5)
Review
Closing
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Personal reflections
Personal learning plan
Quality improvement
Session evaluation
Reflections
• I learned …
• I relearned …
• I will apply …
• I would like to know
more about …
• I am surprised by …
Acknowledgements
Astin, J. (1999). The Types of questions leader coaches ask.Retrieved March 14, 2008,
fromhttp://www.coachinc.com/CCU/Become%20A%20Business%20Coach/Knowledge%20Base/Leader/default.asp?s=1#ask
Collaborative Leadership. (2004a). Collaborative leadership: Assessing the environment: Facilitator’s guide. Retrieved March 14, 2008,
from www.collaborativeleadership.org/pages/curriculum/manual_sections/AE%20facilitators_guide.pdf
Collaborative Leadership. (2004b). Collaborative leadership: Assessing the environment: Participant’s guide. Retrieved April 14, 2008,
from www.collaborativeleadership.org/pages/curriculum/manual_sections/AE_participants_guide.pdf
Collaborative Leadership. (2004c). Collaborative leadership: Building Trust: Facilitator’s guide. Retrieved March 14, 2008, from
www.collaborativeleadership.org/pages/curriculum/manual_sections/BT%20Facilitators_guide.pdf
Collaborative Leadership. (2004d). Collaborative leadership: Creating clarity: Facilitator’s guide. Retrieved March 14, 2008, from
www.collaborativeleadership.org/pages/curriculum/manual_sections/CC_facilitator_guide.pdf
Collaborative Leadership. (2004e). Collaborative leadership: Creating clarity: Participant guide. Retrieved April 14, 2008, from
www.collaborativeleadership.org/pages/curriculum/manual_sections/CC_participants_guide.pdf
Collaborative Leadership. (2004f). Collaborative leadership: Developing People: Facilitator’s guide. Retrieved March 14, 2008, from
www.collaborativeleadership.org/pages/curriculum/manual_sections/CC_facilitator_guide.pdf
Collaborative Leadership. (2004g). Collaborative leadership: Developing People: Participant guide. Retrieved April 14, 2008, from
www.collaborativeleadership.org/pages/curriculum/manual_sections/CC_participants_guide.pdf
Collaborative Leadership. (2004h). Collaborative leadership: Fundamental concepts: Facilitator’s guide. Retrieved March 14, 2008, from
www.collaborativeleadership.org/pages/curriculum/manual_sections/Cl_fundamental_concepts_manual_facilitators_guide.pdf
Collaborative Leadership. (2004i). Collaborative leadership: Self-assessment questionnaire. Retrieved April 14, 2008, from
www.turningpointprogram.org/toolkit/pdf/CL_selfassessments.pdf
Collaborative Leadership. (2004j). Collaborative leadership: Self reflection: Participant’s guide. Retrieved March 14, 2008, from
www.collaborativeleadership.org/pages/curriculum/manual_sections/SR_participants_guide.pdf
Collaborative Leadership. (2004k). Collaborative leadership: Sharing power and influence: Facilitator’s guide. Retrieved April 14, 2008,
from www.collaborativeleadership.org/pages/curriculum/manual_sections/SP_facilitators_guide.pdf
Collaborative Leadership. (2004l). Collaborative leadership: Sharing power and influence: Participant’s guide. Retrieved March 14, 2008,
from www.collaborativeleadership.org/pages/curriculum/manual_sections/SP_participants_guide.pdf
Thank you!
PACT is an initiative of NCCIC, a service of the Child Care Bureau
Facilitated by the National Child Care Information and Technical Assistance Center
10530 Rosehaven Street, Suite 400 ● Fairfax, VA 22030
Phone: 800-616-2242 ● Fax: 800-716-2242 ● TTY: 800-516-2242
Email: [email protected] ● Web: http://nccic.acf.hhs.gov