Transcript COLLEGE OF EDUCATION & HUMAN SCIENCES Preparing Collaborative Leaders Great Leaders .

COLLEGE OF EDUCATION & HUMAN SCIENCES
Preparing Collaborative Leaders
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Great Leaders . . . . ?
• Are rarely the charismatic saviors
• Get the right people in place before
anything else
• Confront the facts without losing faith
• Stay focused on goals, and demand that
of others
• Combine discipline with creative ethic
• Use technology carefully
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What is Collaborative Leadership?
• Collaborative leadership is the intentional and skillful
management of relationships that enables others to succeed
individually while accomplishing a collective outcome.
• Collaboration is NOT the outcome or goal. Collaborations are
processes that, when successful, align people’s actions to
accomplish a goal or solve a problem.
• Collaborative leaders ably facilitate the involvement of two or
more people in a group working toward a shared outcome in a
manner that reflects collective ownership, authorship, use, or
responsibility.
• Collaborative leaders possess knowledge, skills, and dispositions
that enable them to carry out leaderful actions such as
optimizing assets, seeking new solutions, sustaining focus,
promoting trust, or setting and monitoring goals and progress.
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Why Collaborative Leadership?
• Public professions are too complex for any one
individual to manage
• Collaborative Leadership balances individual and
collective needs
• Educators manage relationships every day!
• Educational leaders are catalysts for improvement
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Is collaborative leadership different from
other forms of leadership?
• “Who decides” shifts from one to many
• Achieves diverse outcomes not easily
measured
• Mirrors the social complexity of public sector
improvements
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What is Collaboration?
Coercion: No
choice, no
voice, no
commitment
Participation:
I’m along for
the ride
Cooperation:
I’ll work on
your goal
Collaboration:
We’re
committed to
our goal
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Rubin (2002)
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Effective Collaborative Leaders:
Good Followers
• Understand your role
• Commit to a successful team
• Practice active followership
• You don’t have to be in charge!
Followership Strategies
• Do not give your power away by remaining
passive
• Communicate your needs
• Ask questions
• Use names and personal pronouns to make
communication specific
• Do not issue ultimatums or create inflexible
situations
• Follow the 3Ps: Prompt, Prepared, Polite
• Confront but don’t complain
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Collaborative Leadership Essentials
• Knowledge – Systems, relationships,
effective collaboration practices
• Skills – Verbal and non-verbal
communication, relationship
management, implementing effective
practices
• Dispositions – Trust, integrity, inclination
toward shared solutions . . .
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Knowledge
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Effective Teams
Systems thinking
Effective practices
Change processes
“Followership”
Communication
Leadership styles
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Relationship Management Skills
Mickey Kolis
FIRST TIER:
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Disagree politely
Add more information
Listen without judging
Inviting participation
Acknowledging points of view
Acknowledging feelings
Acknowledging pride
Taking turns
Elaborating – extending other’s answers
Help without giving answers
Ask questions
Check for understanding
Criticize the idea – not the person
Summarize
Clarify what you think was said
Referencing the vision
SECOND TIER
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Saying names
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Keeping track of time
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Ignoring distractions
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Invite the group back to work
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Respond to ideas
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Check for agreement
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Share feelings
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Encourage others
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Praise
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Give ideas
VERBAL SKILLS:
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Close-ended questions
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Open-ended questions
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Confirmatory paraphrase
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Empathy statements
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Supporting statements
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Nonjudgmental approval statements
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Problem-solving inquiries
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Dispositions
– Strives for shared understanding
– Seeks beneficial solutions
– Accepts responsibility for self and others
– Displays perseverance for projects and
interpersonal relationship management
– Demonstrates a passion for excellence
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Are YOU a Collaborative Leader?
• You are a collaborative leader once you have accepted
responsibility for building—or helping to ensure the
success of—a heterogeneous team to accomplish a
shared purpose.
• The ability to convene and sustain relationships that
influence individuals and institutions—and the ability to
find and sustain common self-interests in the diverse
missions and goals of independent actors—defines the
effective collaborative leader.
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Rubin , H. (2006) Through Others’ Eyes: A Collaborative Model of Leadership” The Heart, Mind, and Soul of
Educational Leadership: Volume 2, Out of the box leadership, Paul Houston and Robert Cole (editors), Corwin Press,
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People are not your
most important asset.
The RIGHT people
are.
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The end . . . .
Dimensions of Collaborative Leadership
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Functional and Dysfunctional Teams
Lencioni, P. (2002). The FIVE Dysfunctions of a TEAM: A Leadership Fable
Results
Accountability
Commitment
Conflict
Trust
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Trust
Trusting Teams
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Admit weaknesses and
errors and ask for help
Apologies are O.K.
Accept questions about
tasks
Grant the benefit of the
doubt
Take risks in interactions
Express appreciation for
others talents and skills
Focus on issues, not politics
Look forward to meetings
Teams Without Trust
• Conceal weaknesses and errors,
rarely ask for help
• Don’t extend offers of help
• Jump to conclusions before
clarifying
• Fail to recognize others’ talents
• Waste time and energy on politics
• Hold grudges
• Avoid meetings or group work
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Conflict
Teams that Engage in Conflict
• Meetings are lively
• Make use of everyone’s
ideas
• Solve real problems –
quickly
• Minimize politics
• Voice critical issues
Teams that Avoid Conflict
• Boring meetings
• Behind-the-back politics are
the norm
• Ignore the real barriers to
success
• Miss many good ideas from
members
• Waste time and energy on
posturing
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Commitment to Shared Goals
A committed team
• Creates and enjoys
clarity
• Aligns efforts
• Learns from errors
• Is flexible and nimble
• Makes progress
• Changes without guilt
A team that fails to commit
• Creates ambiguity about
purpose and priorities
• Fails to make timely
progress
• Breeds lack of confidence
• Revisits decisions over
and over
• Encourages secondguessing
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Accountability
Teams that hold each other
accountable
• Improve the performance
of members
• Identifies problems
quickly
• Establishes shared respect
and expectations
• Avoids excessive
bureaucracy
Teams that avoid accountability
• Foster resentment when
standards differ
• Encourage or accept
mediocrity
• Miss deadlines and
opportunities
• Overtaxes leaders as
sole source of authority
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Focus on Results
A team that focuses . . .
• Maintains success
orientation
• Minimizes individualistic
behaviors
• Celebrates successes and
suffers failures acutely
• Benefits from members
who put the big goal first
• Stays focused
A team that doesn’t focus . . .
• Stagnates, waffles, fails to
achieve goals
• Loses focus and respect
• Loses good people
• Encourages self-serving
attitudes and behaviors
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