Mickey Lahmann

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  • Welcome – Introductions introduce myself and Alison Share my own experience with PTL and Coaching that brings me here, somehting personal and real why it gets me so fired up Have them share name, school role and why they are here (their PTL story that brings you here today or other motivating factor) How many of you as part of your role support others in finding ways to improve teaching and learning so that all students are achieving at high levels? We have a community fo people who serve in many capacities, but our common link is that work of supporting others to improve student achievement. This is a unique opportunity for those in instructional leadership. And I am very excited to have you here today. Logistics: Clock hours and credit are available Restroom locations Breaks Phones Lunch Depart at 4:00 Refreshments
  • Mickey Lahmann

    1. 1. Effective Leadership for Teaching and Learning Superintendent Certification Program WSU Vancouver March 14, 2009 Mickey Venn Lahmann Senior Associate [email_address]
    2. 2. Six Degrees of Separation? www.leadershipinnovationsteam.com … if a person is one step away from each person they know and two steps away from each person who is known by one of the people they know, then everyone is on average six "steps" away from each person on Earth.
    3. 3. Learning targets for today <ul><li>Review the Characteristics of Improved School Districts </li></ul><ul><li>Explore your own leadership strengths </li></ul><ul><li>Learn what the research says about leadership </li></ul><ul><li>Learn about the power of feedback </li></ul>www.leadershipinnovationsteam.com
    4. 4. Four Characteristics of Research on Improved Districts <ul><li>Effective Leadership </li></ul><ul><li>Quality Teaching and Learning </li></ul><ul><li>Support for System-wide Improvement </li></ul><ul><li>Clear and Collaborative Relationships </li></ul>
    5. 5. Which Areas are Strengths for You? <ul><li>Review the Characteristics of Improved School Districts </li></ul><ul><li>From the 4 Categories, identify 2 themes you consider to be your strengths </li></ul><ul><li>Share your strengths with your neighbor… </li></ul><ul><li>What are your strengths and why? </li></ul>www.leadershipinnovationsteam.com
    6. 6. All Characteristics are Important <ul><li>Which ones are most important? </li></ul><ul><li>Certainly the heart of our business is learning, while there is … </li></ul><ul><li>NO SILVER BULLET… </li></ul><ul><li>Your investment in making sure every </li></ul><ul><li>student has a highly effective teacher </li></ul><ul><li>every day is where the </li></ul><ul><li>rubber hits the road! </li></ul>www.leadershipinnovationsteam.com
    7. 7. Leadership for Teaching & Learning? <ul><li>How can you ensure this for ALL students? </li></ul><ul><li>Be the BEST leader you can be…. </li></ul>www.leadershipinnovationsteam.com
    8. 8. No lack of advice on leadership <ul><li>To name but a few.. </li></ul><ul><li>Bolman and Deal </li></ul><ul><li>Fullan </li></ul><ul><li>Elmore </li></ul><ul><li>Covey </li></ul><ul><li>Schletchy </li></ul><ul><li>Peters </li></ul><ul><li>Senge </li></ul><ul><li>Collins </li></ul>www.leadershipinnovationsteam.com
    9. 9. Four Characteristics (13 Themes) of Research on Improved Districts <ul><li>Effective Leadership </li></ul><ul><ul><li>3 Themes </li></ul></ul><ul><li>Quality Teaching and Learning </li></ul><ul><ul><li>4 Themes </li></ul></ul><ul><li>Support for System-wide Improvement </li></ul><ul><ul><li>3 Themes </li></ul></ul><ul><li>Clear and Collaborative Relationships </li></ul><ul><ul><li>3 Themes </li></ul></ul>
    10. 10. Common Threads (9) of Highly Successful Schools, DuFour <ul><li>Clarity of focus </li></ul><ul><li>Collaborative culture </li></ul><ul><li>Collective Inquiry into Best Practices & Current Reality </li></ul><ul><li>Action orientation </li></ul><ul><li>Commitment to continuous improvement </li></ul><ul><li>Focus on Results </li></ul><ul><li>Strong principals who empower teachers </li></ul><ul><li>Commitment to face adversity, conflict, and anxiety </li></ul><ul><li>Use of the same guiding phrase </li></ul>
    11. 11. McREL Balanced Leadership Profile <ul><li>The purpose of the Balanced Leadership Profile™ </li></ul><ul><li>Survey is to provide building principals with </li></ul><ul><li>multiple perspectives on the their fulfillment of the </li></ul><ul><li>21 leadership responsibilities identified i n </li></ul><ul><li>McREL's leadership research, and to furnish </li></ul><ul><li>feedback on principals' change leadership. </li></ul>www.leadershipinnovationsteam.com
    12. 12. Leadership Practices Inventory: LPI <ul><li>By Jim Kouzes and Barry Posner </li></ul><ul><li>360 Degree Inventory </li></ul><ul><li>It allows us continuously to test our initial </li></ul><ul><li>findings that The Five Practices Model with 31 practices </li></ul><ul><li>is a valid view of the world of leadership, and it </li></ul><ul><li>provides a tool that helps leaders assess the </li></ul><ul><li>extent to which they actually use those practices so that they can </li></ul><ul><li>make plans or improvement . </li></ul>
    13. 13. Now, Discover Your Strengths by Marcus Buckingham <ul><li>Strengths Finder Profile (34 Themes) </li></ul><ul><li>Based on Gallup Study, over 2 million people </li></ul><ul><li>Globally only 20% of employees working in large organization surveyed felt their strengths were used each day. </li></ul><ul><li>“ The keystone of high achievement and happiness is exercising your strengths, not correcting your weaknesses” </li></ul><ul><li>“ That excellent performers must be well rounded is one of the most pervasive myths we hope to dispel in this book.” </li></ul>
    14. 14. Extraordinary Leaders? <ul><li>Think about an extraordinary </li></ul><ul><li>leader… </li></ul><ul><li>Think of at least 3 characteristics </li></ul><ul><li>this person was extremely good and </li></ul><ul><li>write those down. </li></ul>www.leadershipinnovationsteam.com
    15. 15. The Zenger/Folkman Research <ul><li>Two years researching the impact of leadership performance and the key behaviors that great leaders demonstrate </li></ul><ul><li>Data set of 200,000 evaluations on 20,000 people </li></ul><ul><li>Contrasted the highest-performing 10% to the lowest-performing 10% </li></ul><ul><li>The approach: Lead with the data! </li></ul><ul><li>The result: New insights that fundamentally change the way we think about leadership development </li></ul>
    16. 16. Insight <ul><li>Good does not equal great—and your organization needs you to be great. </li></ul>
    17. 17. Leadership vs. Turnover Average Percent Turnover Poor Leaders Good Leaders Great Leaders Extraordinary leaders are much better at holding on to their people.
    18. 18. Leadership vs. Customer Satisfaction Perceptions of Customer Satisfaction (percentile) Poor Leaders Good Leaders Great Leaders The most effective leaders create satisfied customers.
    19. 19. Leadership vs. Net Income Net Income ($1.2MM) $2.4MM $ 4.5MM Bottom 10% Middle 80% Top 10% Poor Leaders Good Leaders Great Leaders Great leaders generate much higher income.
    20. 20. Leadership vs. Employee Commitment Results from a large High-tech company 90 80 70 60 50 40 30 20 10 90th - 100th 80th -89th 70th - 79th 60th - 69th 50th - 59th 40th - 49th 30th - 39th 20th - 29th 10th - 19th 1st - 9th Leadership Effectiveness Percentile Employee Engagement/Commitment Percentile Poor Leaders Create Dissatisfaction Good Leaders Have an Adequate Impact Great Leaders Make a Great Difference
    21. 21. Leadership Effectiveness vs. High Commitment % of Highly Committed Employees Leadership Effectiveness Percentile Employees indicated the extent that their “work environment is a place where people want to go the extra mile.” The graph below represents the percent of employees who indicated they “Strongly Agreed” with the statement.
    22. 22. Leadership Versus Employee Commitment Employee Commitment Index Leadership Effectiveness Percentile Results from 378 Educational Leaders
    23. 23. Percent of Employees that “Think about Quitting” % of Employees in Work Groups That “Think about Quitting” Leadership Effectiveness Percentile “ Think about Quitting” percentage is the percent of employees responding neutral or negative to the item “I rarely think about quitting my job and going to anther company. Results based direct report results from 374 leaders
    24. 24. Leadership Effectiveness vs. Confidence of Reaching Strategic Goals % of Confident of Achieving Strategic Goal Leadership Effectiveness Percentile Employees indicated the extent that they felt “confident that this educational institution will achieve its strategic goal.” The graph below represents the percent of employees who indicated they “Strongly Agreed” with the statement.
    25. 25. Insight <ul><li>You don’t have to be a superhero to be an extraordinary leader. </li></ul>NOT
    26. 26. Impact of Leadership Effectiveness Without Any Perceived Profound Strengths Number of Strengths
    27. 27. Impact of One Strength on Overall Perception of Leadership Effectiveness Number of Strengths
    28. 28. Three Strengths Raises Leadership Effectiveness to the 81st Percentile Number of Strengths Page 2-3
    29. 29. Focusing Development on Weaknesses Works Well When . . . Leadership Competencies 1 2 3 4 5 P O N M L K J I H G F E D C B A Strong negative data on an issue can cripple a person’s leadership effectiveness . . . People Have Fatal Flaws
    30. 30. Insight To get where you want to go, you need to know where you are.
    31. 31. Power of Feedback <ul><li>“ Pity the leader caught between unloving critics and uncritical lover .” </li></ul><ul><li>John Gardner </li></ul><ul><li>Getting regular feedback is the only way to know if you are having the desired impact. </li></ul>www.leadershipinnovationsteam.com
    32. 32. Other Leadership Observations <ul><li>True North: Discover your Authentic </li></ul><ul><li>Leadership </li></ul><ul><li>by Bill George </li></ul><ul><li>CEO of Medtronic </li></ul><ul><li>75 members of the Stanford Graduate School Business Advisory Council </li></ul><ul><li>Asked to recommend the most important capability for leaders to develop </li></ul><ul><li>Answer nearly unanimous… Self awareness ! </li></ul>
    33. 33. Differentiating Competencies <ul><li>Leading Change </li></ul><ul><li>Develops Strategic Perspectives </li></ul><ul><li>Champions Change </li></ul><ul><li>Connects the Group to the Outside World </li></ul><ul><li>Character </li></ul><ul><li>Displays High Integrity and Honesty </li></ul><ul><ul><ul><li>Interpersonal Skills </li></ul></ul></ul><ul><li>Communicates Powerfully and Prolifically </li></ul><ul><li>Inspires and Motivates Others to High Performance </li></ul><ul><li>Builds Relationships </li></ul><ul><li>Develops Others </li></ul><ul><li>Collaboration and Teamwork </li></ul><ul><li>Values Diversity </li></ul><ul><ul><ul><li>Focus on Results </li></ul></ul></ul><ul><li>Drives for Results </li></ul><ul><li>Establishes Stretch Goals </li></ul><ul><li>Takes Initiative </li></ul><ul><li>Personal Capability </li></ul><ul><li>Technical/Professional Expertise </li></ul><ul><li>Solves Problems and Analyzes Issues </li></ul><ul><li>Innovates </li></ul><ul><li>Practices Self-Development </li></ul>
    34. 34. Insight <ul><li>When choosing which strengths to develop, play to your passions! </li></ul>
    35. 35. Passion + Organizational Needs + Competence = Sweet Spot <ul><li>Passion + Competence without Organizational Needs = HOBBY </li></ul><ul><li>Organizational Needs + Competence without Passion= CHORE </li></ul><ul><li>Passion + Organizational Needs without Competence = ROOKIE </li></ul>
    36. 36. What Does Performance Improvement Mean to Most People? Fixing Weaknesses!
    37. 37. Insight <ul><li>When building on your strengths, often the best approach is to build around them. </li></ul>
    38. 38. Differentiating Competencies <ul><li>Leading Change </li></ul><ul><li>Develops Strategic Perspectives </li></ul><ul><li>Champions Change </li></ul><ul><li>Connects the Group to the Outside World </li></ul><ul><li>Character </li></ul><ul><li>Displays High Integrity and Honesty </li></ul><ul><ul><ul><li>Interpersonal Skills </li></ul></ul></ul><ul><li>Communicates Powerfully and Prolifically </li></ul><ul><li>Inspires and Motivates Others to High Performance </li></ul><ul><li>Builds Relationships </li></ul><ul><li>Develops Others </li></ul><ul><li>Collaboration and Teamwork </li></ul><ul><li>Values Diversity </li></ul><ul><ul><ul><li>Focus on Results </li></ul></ul></ul><ul><li>Drives for Results </li></ul><ul><li>Establishes Stretch Goals </li></ul><ul><li>Takes Initiative </li></ul><ul><li>Personal Capability </li></ul><ul><li>Technical/Professional Expertise </li></ul><ul><li>Solves Problems and Analyzes Issues </li></ul><ul><li>Innovates </li></ul><ul><li>Practices Self-Development </li></ul>
    39. 39. The Competency Companions Are “Cross-Training” Ideas for Leaders Analytical and Problem-Solving Skills Innovates Can Be Trusted to Act in the Team’s Best Interest Relationship Building and Networking Communication Takes Initiative Develops Others Technical/ Professional Expertise Desires to Pursue Excellence
    40. 40. Change Requires Practice <ul><li>Frequently, people underestimate the difficulty of some behavioral changes </li></ul><ul><li>A key to developing a new skill is finding a way to practice prior to getting in the game </li></ul>
    41. 41. Playing or Practicing Leadership? <ul><li>Set Goals based on Strengths </li></ul><ul><li>Which is our tendency? </li></ul><ul><li>Practice, practice, practice </li></ul><ul><li>Enlist the support of a coach. </li></ul>
    42. 42. Potential of Extraordinary Leadership Development for you? <ul><li>What IF your leadership development leads to… </li></ul><ul><ul><li>Increased commitment to overall district goals </li></ul></ul><ul><ul><li>Lower turn-over </li></ul></ul><ul><ul><li>More satisfied customers (staff, students, parents) </li></ul></ul><ul><ul><li>Increased job satisfaction & professional advancement </li></ul></ul><ul><ul><li>Achievement of strategic goals </li></ul></ul><ul><ul><li>Student Achievement !!! </li></ul></ul>
    43. 43. The Power of Feedback <ul><li>“ Turning Feedback from Others into </li></ul><ul><li>Personal and Professional Change” </li></ul><ul><li>By Joseph Folkman </li></ul>www.leadershipinnovationsteam.com
    44. 44. Leadership for Teaching and Learning… <ul><li>What difference do you </li></ul><ul><li>think leadership makes in a </li></ul><ul><li>school district? </li></ul><ul><li>YOU are the difference. </li></ul>
    45. 45. Courageous Leader Lessons <ul><li>Joe Jones , Selah SD </li></ul><ul><li>Shane Backland, Selah SD </li></ul><ul><li>Paul Hunter, Columbia SD </li></ul><ul><li>Jeanette Ozuna, Toppenish SD </li></ul><ul><li>Tom Gresch, Cheney SD                </li></ul><ul><li>Darcy Weisner, Walla Walla SD </li></ul>www.leadershipinnovationsteam.com
    46. 46. Summary <ul><li>Leadership matters! Great leaders have great impact. </li></ul><ul><li>If you have a fatal flaw, fix it. </li></ul><ul><li>Cultivate a few outstanding strengths. </li></ul><ul><li>Use your feedback as a starting point in your development. </li></ul><ul><li>Play to your passions! </li></ul><ul><li>Cross-train to build on strengths. </li></ul><ul><li>Practice, practice, practice! </li></ul>

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