Going After Big Results: A Different Take on Leadership Development


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  • Start with leadership development overview – similar to conversation with Vicki – introduction and transition into the work.. Why leadership development? Why good investment? This is what we know about leadership development impact on big results.
  • Daniel from savannah – lot of collaborative work – primarily in a heterarchical relationship. Molly – hierarchical and heterichal . Building on strong foundation of what people know and unique way of developing– conditions underwhich it is useful to have a collaborative skill set. Can occur with some predictability because have a leadership development method. Trying to make a distinction between “collective impact” – we have a leadership development method – Highlight box with leaders with collaborative skill set.
  • Over 15 LAPs in past 10 years supported by Annie E. Casey FoundationEmerging evidence that LAPs can contribute to population level resultsResults Based Leadership tools and methods develop competencies
  • Public-school system, State Department of Children and Family Services, library, County Department of Human Resources, council of the arts,Non-public-early childhood education centers, refugee family services, local non-profit, faith based center
  • Explain accountability systemNOTE: The first chart represents the proportion (number and percent) of commitments made and the degree to which they represented high action and high alignment. The second chart represents the same data for Session 10 which was approximately one year later you will notice that there has been a noticeable increase in the number of commitments are high action and high alignment.
  • Put in second row with examples for high alignment…
  • Separate into three slides with a picture. Introduce– three leaders sharing the impact of the development method and the experience of producing big results.
  • Going After Big Results: A Different Take on Leadership Development

    1. 1. Going After Big Results: A Different Take on Leadership DevelopmentRBL-APPS.COM Jolie Bain Pillsbury 1
    2. 2. Going After Big Results: A Different Take on Leadership Development• Examples of Big Results• The Theory of Aligned Contributions• The Leadership in Action Program (LAP) Design • What is the experience? • What is the method?• What are we learning?• Where are additional resources?RBL-APPS.COM Jolie Bain Pillsbury 2
    3. 3. Big Result: All Children in Baltimore City Entering School Ready to Learn Source: Maryland State Department of Education BLAP Launched September 2003RBL-APPS.COM Jolie Bain Pillsbury 3
    4. 4. Big Result: All Ex-offenders in Marion County are Successfully Reintegrated into their CommunityRBL-APPS.COM Jolie Bain Pillsbury 4
    5. 5. Leadership Development: A Strategy for Accelerating ResultsRBL-APPS.COM Jolie Bain Pillsbury 5
    6. 6. Leadership in Action Program:An Application of the Theory of Aligned Contributions 30+ Multi-sector Leaders invited to: • Commit to a big result • Use four leadership competencies • Take aligned actions • Make a measurable improvement in the big result in fourteen to eighteen monthsRBL-APPS.COM Jolie Bain Pillsbury 6
    7. 7. Program Design Creates Pre-conditions for Leaders Contributing to Big Results• Call to Action• Container• Capacity to CollaborateRBL-APPS.COM Jolie Bain Pillsbury 7
    8. 8. The Call To Action from an Accountability PartnerThe Baltimore City LAP Call to action: To make a measurable difference in the school readiness of Baltimore’s children by November 2004. Right now in Baltimore City there are nearly 42,000 children, birth to age five. More than 8,000 of them will enter kindergarten each year for the next five years. An average of 6,500 per year will become students of the Baltimore City Public Schools. Less than 30% enter ready to learn as measured by the MMSR-WSS.Accountability Partners: • Mayor • Foundation President • Business Roundtable Chair • Governor’s Office For Children Sub-CabinetThe call to action specifies: • A population • A big community wide result • An indicator • A time frame • A forum for public accountability for working to make measurable progressRBL-APPS.COM Jolie Bain Pillsbury 8
    9. 9. The Container Physical Environment Data Rich Environment Focus on the Population, Result, Indicator Strategy Implementation Implementation Team Coach/Facilitators skilled in Results Based Facilitation Coaching the four competencies Project Manager Site Captain Documenter Diarist Real Time Documentation: Index of Decisions, Action Agenda Posters Timeline Notes, Resources (Result Based Leadership Tools and Methods, Action Commitment Tracking and Analysis, Competency Assessment and FeedbackRBL-APPS.COM Jolie Bain Pillsbury 9
    10. 10. The Capacity to Collaborate: Developing Roles as Collaborative Leaders Together• Four competencies applied while “doing the work”• Collaborative Leadership Roles and Relationships developed by: • Taking action together • Holding each other accountable • Practicing skills together • Giving each each other feedback • Using competencies to have authentic conversations and address conflict• Aligned Actions increase over time leading to implementation at scope and scaleRBL-APPS.COM Jolie Bain Pillsbury 10
    11. 11. From The Beginning… • Result in the center • Using data • Building relationships • Doing the work heterarchically • Practicing the skills How are the children doing? • What do you notice about kindergarteners entering school ready to learn? • Are there disparities related to place, economic status, gender, language, race/ethnicity or other attributes? • How do you feel about what you see? Data walk with another leader in the programRBL-APPS.COM Jolie Bain Pillsbury 11
    12. 12. Doing the Work Using the Tools and Methods “It’s not business as usual. It’s a different intensity of collaboration and sometimes different conversations.” Mary Leffler, Indiana Volunteers of AmericaRBL-APPS.COM Jolie Bain Pillsbury 12
    13. 13. Making Progress Over Time Working With Performance Data • Seven to Ten Two Day Sessions • Over 14 – 18 Months Returns to IDOC due to Technical Rule Violations 12 10 8 # of returns 6 4 2 0 09 10 9 0 9 0 M 0 10 09 09 10 10 9 0 9 0 09 10 M 9 M 0 09 0 l-0 l-1 -0 -1 -0 -0 -1 -1 1 -1 r-0 r-1 n- n- g- g- v- v- b- n- - c- c- ct ct pt pt ay ay ar ar Ju Ju Ap Ap De De Au Au No No Ju Ju Fe Ja O O Se Se M CTP Return - Techincal Probation Violation - Technical Parole Violation - Technical Source: IDOC January 2011 Monthly Report to the Elkhart County LAPRBL-APPS.COM Jolie Bain Pillsbury 13
    14. 14. Producing Tangible Results “Did I originally buy into LAP? No. Do I buy into it now? Yes. I can actually see tangible results of what we’re doing. That’s what sold me.” Mike Lloyd, Transitional Facilities and Community-based Programs Director for the Indiana Department of Corrections (IDOC). Total # 1400 1200 Low-Cost/No-Cost Strategies Increase 1000 800Number of State ID’s Issued to Ex-Offenders 600 Total # 400 200 0 2008 May-09RBL-APPS.COM Jolie Bain Pillsbury 14
    15. 15. Leadership Development Method  Action Commitments establish public accountability at the individual, the workgroup and the whole group level  Person Role System Framework enables leaders to consciously apply skills in multiple roles  Competencies develop as leaders use skills, tools and methods to work towards achieving the big result  Reflection, feedback, coaching and use of data inform both the assessment and development of mastery  Leadership = aligned contribution to the big resultRBL-APPS.COM Jolie Bain Pillsbury 15
    16. 16. Aligned Actions: Drive Big ResultsRBL-APPS.COM Jolie Bain Pillsbury 16
    17. 17. Person-Role-System: A Foundation Person: who you are influences your leadership in role Role (s): formal and informal authority to accomplish tasks System: sectors influence role parametersRBL-APPS.COM Jolie Bain Pillsbury 17
    18. 18. Developing Competencies Drives Aligned Actions Four Competencies: 1. Results Accountability 2. Race, Class, Culture 3. Collaborative Leadership 4. Leading from the MiddleRBL-APPS.COM Jolie Bain Pillsbury 18
    19. 19. Collaborative LeadershipTakes up leadership role in I understand the concepts of I take up the role of I help group move forward bythe group boundaries of authority, role facilitating joining, problem- working with others between and task. solving, decision making and meetings to accelerate holding of accountability. progress. Developing Applying Mastery Tool: Accountability Pathway 60% 50% 40% 30% 20% 10% 0% Session 1 Session 5 Session 9 RBL-APPS.COM Jolie Bain Pillsbury 19
    20. 20. Results AccountabilityMakes aligned contributions I understand the use of I use performance measures I uses performance measuresto accelerate measurable performance measures. to track contributions of self to align contributions andimprovement in the result and partners. create collective accountability. Developing Applying Mastery Method: Friedman’s Performance Measure Questions to implement strategies: How much did you do? How well did you do it? What difference did you make? 70% 60% 50% 40% 30% 20% 10% 0% Session 1 Session 5 Session 9 20RBL-APPS.COM Jolie Bain Pillsbury 20
    21. 21. Race, Class, CultureTakes action to address I am willing to assess the I seek out and implement best I implement best practicesrace, class and culture impact of my own choices and practices to address with partners to addressdisparities. actions race, class, and culture race, class, and culture (individual, organizational & disparities. disparities. system level) on disparities. Developing Applying Mastery Method: 5 Steps to Address Disparities 1. Identify a disparity for a population 1. Within the context of place and time, explore race, class, culture factors that contribute to the disparity 2. Consider what works to address those factors and the partners who can contribute 80% 3. Develop a strategy that addresses the 70% factors and incorporates what works 60% 50% 1. Make aligned commitments to take 40% action to implement the strategy (who 30% will do what when and with whom) 20% 10% 0% Session 1 Session 2 Session 5 Session 9 21 RBL-APPS.COM Jolie Bain Pillsbury 21
    22. 22. Individual Leadership Portfolios Leaders track their development overtime: MBTI, Sector, Title, Role, Authori ty, Accountability Action Commitments Made and Kept Competency Assessments Assets and Resources Attendance by sessionRBL-APPS.COM Jolie Bain Pillsbury 22
    23. 23. Workgroup High Alignment/High Action Self- Assessment High Action/Low High Action High What will it take: Alignment Alignment • To move to high alignment/high action? 2 5 Or • Stay in high alignment/high action? Low Action/Low Low Action/High Alignment Alignment 2 5RBL-APPS.COM Jolie Bain Pillsbury 23
    24. 24. Are You In High Action and High Alignment? No Action Pre-Planning Planning/ Preparing Execution Increasing Scope/Scale (0) (1) (2) (3) (4) No action Collecting information Planning strategies Implementing strategies Restructuring strategies No action directed at and data to assist with Preparing products Collecting information for better impact result understanding issues Meeting to leverage to study effectiveness Expanding scope within No action directed at Sharing information to contribution to of strategies the group or individual leadership make others aware of achieving results Providing information to agency/community development RBL group Joining new members target populations for Expanding scope to Developing leadership Collecting information their use broaden reach across skills or data to assess agencies and specific needs of communities population and to strengthen strategies Session 2 Session 4 4 9 0 41% Complete Complete Did not complete Did not complete 13 Dont know Dont know 59% Total=22 Total=21 0 17 0%RBL-APPS.COM Jolie Bain Pillsbury 24
    25. 25. Design, Tools and Methods Help Leaders Contribute to Big Results “Getting a lot of leaders in the room and getting them to agree on something and work toward something is hard. Without LAP’s structure, facilitation, and tools, we would never have the strategies we have now. ” Rhiannon Williams-Edwards, Executive Director of Public Advocates in Community Re-Entry (PACE), initially served as Mayor Ballard’s Director of Offender Re-Entry during the LAP.RBL-APPS.COM Jolie Bain Pillsbury 25
    26. 26. Leaders think and act in service of big results“LAP led me to think more globally. How do wemove the needle for all children in DeKalbCounty? It has pushed all of us in LAP to lookbeyond our own narrow interests.” Allen Shaklan, Executive Director of Refugee Family Services, a non-profit agency in Stone Mountain, GeorgiaRBL-APPS.COM Jolie Bain Pillsbury 26
    27. 27. Emerging Evidence: Design, Tools and Methods Contribute to Big Results 1. Accountability and leadership skills can lead to stronger and more aligned strategies, and these strategies are sufficient in producing a change at the community-level. 2. There is utility in providing support to collaboratives as a whole, and in particular, focusing on collaborative leadership development. 3. Collaborative leadership skills add to the impact of accountability for improving the productivity of collaboratives, but also have a direct effect on community-level changes that occur beyond the scope of the collaborative.RBL-APPS.COM Jolie Bain Pillsbury 27
    28. 28. Skills, tools and methods are portable and useful in many environments…RBL-APPS.COM Jolie Bain Pillsbury 28
    29. 29. In organizations working with executive teams… Baltimore City Department of Social Services Big Results Sustained over Five YearsRBL-APPS.COM Jolie Bain Pillsbury 29
    30. 30. In universities working with undergraduates… Beginning of Big Results in One SemesterRBL-APPS.COM Jolie Bain Pillsbury 30
    31. 31. What We Are Learning • Theory of Aligned Contributions as implemented in LAP and in other Results Based Leadership programs provides a framework for collective impact • There is an emerging evidence base for leadership practices that catalyze collaboration for results • There is an opportunity to apply the leadership practices in a variety of settingsRBL-APPS.COM Jolie Bain Pillsbury 31
    32. 32. Summary Enter with results and leave with aligned action commitments. 1. It works. 2. It is challenging work. 3. It gets easier with practice.RBL-APPS.COM Jolie Bain Pillsbury 32
    33. 33. Where You Can Learn More: • Tools: • Results Based Leadership Applications • RBL-APPS.COM • Practitioners: • Results Based Leadership Consortium • RBLconsortium.com • Research and other Resources: • University of Maryland, College Park, School of Public Policy, Results Based Leadership Collaborative • publicpolicy.umd.edu/rblc • Foundation Experience and Knowledge: • Annie E. Casey Foundation Leadership Development Unit • AECF.orgRBL-APPS.COM Jolie Bain Pillsbury 33
    34. 34. Questions? Going After Big Results: A Different Take on Leadership DevelopmentRBL-APPS.COM Jolie Bain Pillsbury 34
    35. 35. Supplemental Materials 1. Leading from the Middle (MBTI) 2. Collaborative Leadership (Proposal Based Decision Making) 3. Going to Scale with State wide Institutes 4. Analysis of Action Commitments Over Time 5. Key Findings 2011 Research BriefRBL-APPS.COM Jolie Bain Pillsbury 35
    36. 36. Leading from the MiddleUses understanding of I understand my own MBTI I use understanding of the I apply MBTI awareness inpreferences to move self and and those of others, and am impact of MBTI preference to making choices aboutothers from “talk to action.” aware of the impact of own see possible choices or communication, approaches preferences one own choices behaviors that move the to problem-solving, and as a leader group from talk to action. conflict resolution to accelerate movement from talk to action. Developing Applying Mastery Action Example Address conflict Type influences both what can trigger conflict and what resolution looks like. Use the following awareness to address and resolve conflict: TJ: Triggered by challenges to/of authority, desires closure. TP: Triggered by challenges to/of trust, desires a defined process. FJ: Triggered by challenges to/of beliefs, desires intact relationships. FP: Triggered by challenges to/of values, desires respectful listening. 80% 60% 40% 20% 0% Session 1 Session 5 Session 9 36 RBL-APPS.COM Jolie Bain Pillsbury 36
    37. 37. Collaborative LeadershipMakes proposals to develop I make proposals and build on I problem-solve to help group I facilitate or lead proposal-accountability for collective the proposals of others. reach convergence and be based decision making anddecisions. accountable for implementing am able to resolve conflict decisions. during process. Developing Applying Mastery Method: Proposal Based Decision Making 70% 60% 50% % Not at developing 40% % Developing 30% % Approaching 20% % Sustaining 10% 0% Session 1 Session 5 Session 9 RBL-APPS.COM Jolie Bain Pillsbury 37
    38. 38. Going to Scale Statewide... Representatives from Early Childhood Councils form teams and who attend Institutes to learn and then take the methods, tools and skills back homeRBL-APPS.COM Jolie Bain Pillsbury 38
    39. 39. Aligned Actions: Quantity and Quality Leaders use data to make progressRBL-APPS.COM Jolie Bain Pillsbury 39
    40. 40. Key Findings 2011 Research Brief The University of Maryland School of Public Policy publicpolicy.umd.edu/rblc  Documenting Commitments Increases Accountability Rates 17- 25% A formal, written process for documenting leaders’ commitments increases the accountability rate by 17% percent for individual commitments and 25% percent for group commitments.  Same Sector Partners Can Increase Accountability Rates by 16%. Increasing the number of same‐sector partners by 5% can improve accountability by 16 %.  Increasing attendance rates significantly increases the quality of members’ actions and partnerships. Attending more sessions increases the: • Quality of commitments. Commitments made by leaders with better attendance have the potential for greater impact and are more closely linked to the collaborative’s shared goals. • Number of commitments made by leaders. • •Number of partnerships that leaders develop.RBL-APPS.COM Jolie Bain Pillsbury 40