LEAD, RISK, SURVIVE, AND THRIVE Career Recovery in Leadership Roles
The goal of this presentation is to understand the importance of being aware and prepared for the risks associated with fa...
SUPERINTENDENT RESIGNS <ul><li>CEO STEPS DOWN </li></ul>
Why, why, why? <ul><li>Board seeks different direction </li></ul><ul><li>Trustees want new leadership </li></ul><ul><li>Or...
My Story <ul><li>The leader before you did not make much change. We need and want someone who is bold enough to come in an...
The Work Quake <ul><li>Changes are made </li></ul><ul><li>Some employees get on board early on </li></ul><ul><li>Informal ...
Them versus Us <ul><li>Not Labor versus Management </li></ul><ul><li>But </li></ul><ul><li>Those who resist change vs. tho...
Signs of Success <ul><li>Surveys taken, data collected, performance indicators and benchmarks documented </li></ul><ul><li...
We need new leadership-it’s time for change <ul><li>You are stunned, puzzled, unprepared </li></ul><ul><li>How did this ha...
Reaction/Responses <ul><li>Confusion </li></ul><ul><li>Shame </li></ul><ul><li>Withdrawal </li></ul><ul><li>Escape </li></...
Lead and Risk <ul><li>Break into small groups </li></ul><ul><li>Discuss a time when you led an initiative and found yourse...
Survive and Thrive <ul><li>Identify a strategy you implemented to survive </li></ul><ul><li>Identify a strategy you implem...
Strategies to Rebound <ul><li>Learn to Fall (P. Simmons) </li></ul><ul><li>“ It’s not always a problem to fix, but may be ...
The Paradoxical Commandments <ul><li>People are illogical, unreasonable, and self-centered. Love them anyway. </li></ul><u...
The Paradoxical Commandments <ul><li>The biggest men and women with the biggest ideas can be shot down by the smallest men...
Lessons to be learned <ul><li>Be aware and prepared for risk when facilitating change </li></ul><ul><li>Have a toolbox fil...
Thank you Leonard Aron, M.Ed.
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Lead, Risk, Survive, And Thrive

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Lead, Risk, Survive, And Thrive

  1. 1. LEAD, RISK, SURVIVE, AND THRIVE Career Recovery in Leadership Roles
  2. 2. The goal of this presentation is to understand the importance of being aware and prepared for the risks associated with facilitating change Participants will begin to fill their tool box with strategies to address personal risk
  3. 3. SUPERINTENDENT RESIGNS <ul><li>CEO STEPS DOWN </li></ul>
  4. 4. Why, why, why? <ul><li>Board seeks different direction </li></ul><ul><li>Trustees want new leadership </li></ul><ul><li>Organization needs change </li></ul>
  5. 5. My Story <ul><li>The leader before you did not make much change. We need and want someone who is bold enough to come in and challenge the old ways, even the taboos of the organization, issues that no one would dare discuss before, and you are to do what is right for the organization. </li></ul><ul><li>Sure we are behind you; that’s why we hired you! </li></ul>
  6. 6. The Work Quake <ul><li>Changes are made </li></ul><ul><li>Some employees get on board early on </li></ul><ul><li>Informal power shifts </li></ul><ul><li>Ah, the good old days and old ways…. </li></ul><ul><li>Grievances, threats, lawsuits, rumblings, comments from external sources </li></ul><ul><li>New alliances formed by those out of the new chain of command </li></ul>
  7. 7. Them versus Us <ul><li>Not Labor versus Management </li></ul><ul><li>But </li></ul><ul><li>Those who resist change vs. those who accept and embrace change </li></ul>
  8. 8. Signs of Success <ul><li>Surveys taken, data collected, performance indicators and benchmarks documented </li></ul><ul><li>New services created, greater efficiencies realized, effectiveness evaluated, and public recognition received </li></ul><ul><li>The organization is reinventing itself </li></ul>
  9. 9. We need new leadership-it’s time for change <ul><li>You are stunned, puzzled, unprepared </li></ul><ul><li>How did this happen </li></ul><ul><li>Why did this happen </li></ul><ul><li>Did you do something wrong </li></ul><ul><li>Why is there a need for new leadership </li></ul><ul><li>Did you lose </li></ul><ul><li>Did others win </li></ul><ul><li>What becomes of the leader who is asked to leave his/her position? </li></ul>
  10. 10. Reaction/Responses <ul><li>Confusion </li></ul><ul><li>Shame </li></ul><ul><li>Withdrawal </li></ul><ul><li>Escape </li></ul><ul><li>Strike back-legal action </li></ul><ul><li>Retreat </li></ul><ul><li>Self-harm </li></ul><ul><li>Seek answers </li></ul><ul><li>Avoid future leadership roles </li></ul><ul><li>Resiliency and rebound </li></ul>
  11. 11. Lead and Risk <ul><li>Break into small groups </li></ul><ul><li>Discuss a time when you led an initiative and found yourself in a risky situation </li></ul><ul><li>How did people respond to you? </li></ul><ul><li>How did you respond to them? </li></ul>
  12. 12. Survive and Thrive <ul><li>Identify a strategy you implemented to survive </li></ul><ul><li>Identify a strategy you implemented to thrive, grow and evolve </li></ul>
  13. 13. Strategies to Rebound <ul><li>Learn to Fall (P. Simmons) </li></ul><ul><li>“ It’s not always a problem to fix, but may be a mystery to experience.” </li></ul><ul><li>Do Good Anyway (K. Keith) </li></ul><ul><li>The 10 paradoxical commandments </li></ul><ul><li>Be aware of what an organization says, needs and wants and how to respond as the leader. </li></ul><ul><li>Remember the basic premise: Change is everyone’s responsibility. </li></ul>
  14. 14. The Paradoxical Commandments <ul><li>People are illogical, unreasonable, and self-centered. Love them anyway. </li></ul><ul><li>If you do good, people will accuse you of selfish ulterior motives. Do good anyway. </li></ul><ul><li>If you are successful, you will win false friends and true enemies. Do good anyway. </li></ul><ul><li>The good you do today will be forgotten tomorrow. Do good anyway. </li></ul><ul><li>Honesty and frankness makes you vulnerable. Be honest and frank anyway. </li></ul>
  15. 15. The Paradoxical Commandments <ul><li>The biggest men and women with the biggest ideas can be shot down by the smallest men and women with the smallest ideas. Think big anyway. </li></ul><ul><li>People favor underdogs but follow the top dogs. Fight for a few underdogs anyway. </li></ul><ul><li>What you spend years building may be destroyed overnight. Build anyway. </li></ul><ul><li>People really need help but may attack you if you do help them. Help them anyway. </li></ul><ul><li>Give the world the best you have and you’ll get kicked in the teeth. Give the world the best you have anyway. </li></ul>
  16. 16. Lessons to be learned <ul><li>Be aware and prepared for risk when facilitating change </li></ul><ul><li>Have a toolbox filled with strategies to survive and thrive </li></ul>
  17. 17. Thank you Leonard Aron, M.Ed.

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