Leadership Principles
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Leadership Principles

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    Leadership Principles Leadership Principles Presentation Transcript

    • Leadership Strategies and Tools A Webinar Presented by NYS ARTS Craig Dreeszen, Ph.D., 2009 This program is made possible with support from National Endowment for the Arts, American Express Foundation and the New York State Council on the Arts, a State Agency.
      • In this session we will:
      • Hear your reflections from Session 1
      • Consider leadership in 3 different contexts
      • Prepare for the final session where you develop a plan for your own leadership development
      • We hope you will:
      • Continue to keep a journal of your observations
      • Determine what more you wish to learn
      • Assess your own preferred leadership style
      • Post reflections on our blog
      • In Organizations
        • When you have a formal role or not
      • In Partnerships – between organizations
        • Leadership in predictable stages of partnership growth
      • In Communities
        • Community planning and organizing
      • Recall a situation in which your leadership was effective or you were confident in your leadership.
        • What can you observe about your approach, skill, situation, relationship with followers?
      • Recall a contrasting situation .
        • What differs from your successful and unsuccessful leadership?
      • What does this teach you about leadership?
      • “ In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions.” Margaret Wheatly
        • “ I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don't think that's quite it; it's more like jazz. There is more improvisation.” Warren Bennis
      • Leading as chief executive
      • As program director or other senior staff
      • As board chair
      • As board member
      • When you have no formal leadership role
      • When there is no leader
      • “ Management is doing things right; leadership is doing the right things.” Peter F. Drucker
      • “ The manager asks how and when; the leader asks what and why.” Warren Bennis
      • “ Effective leadership is putting first things first. Effective management is discipline, carrying it out.” Stephen Covey
      • Governance as Leadership
        • Chait, Ryan, & Taylor, 2005
      • A nonprofit board operates in three leadership modes:
        • Fiduciary
        • Strategic
        • Generative
      • Fiduciary governance
        • watchful and cautious
      • Strategic governance
        • open and analytical
      • Generative governance
        • intuitive and creative
      • Each has its place and effective board leaders operate in all three modes
      • Leads board
      • Complements executive director
        • Board governs, staff manage operations
      • In all-volunteer organizations
        • May lead organization and manage programs
        • May be volunteer executive director
        • In under-staffed organization may also serve as volunteer staff
      • Vice President, succession planning
      • Past President, institutional memory
      • Other officers and committee chairs
      • Leaders without portfolio
      • Emerging leaders
      • The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations Ori Brafman and Rod A. Beckstrom
      • Traditional “spiders” rely on rigid hierarchy and top-down leadership
      • Revolutionary “starfish” apply the power of peer relationships
      • Orpheus Chamber Orchestra
          • “ Rehearsing, performing and recording without a central authority figure, Orpheus musicians share leadership roles…”
        • “ Partnerships are headaches worth having.”
        • Workshop participant
      • Many leaders, used to success in an organization, are surprised to encounter resistance when leading in a partnership.
      • Don’t be surprised by this predictable problem.
      • Sorting out leadership is an early developmental task of any group and especially partnerships.
      • Partnerships
      • Loose organization
      • Ambiguous membership
      • Flat hierarchy and multiple leaders
      • Mixed cultures
      • Highly sensitive to environment
      • Collaboration is therefore a learned skill
      Advisory partners Participants Funders Decision-making partners Lead/fiscal agency Project staff
      • Four classic steps of partnership development, Bruce Tuckman
        • Form Group members agree to work together to tackle a task.
        • Storm Group works through conflicts and frustrations of leadership, power, and clarity of purpose (or disbands).
        • Norm members agree on roles and ways of working together .
        • Perform The group becomes effective.
      www.lgpartnerships.com/resources/learn-part.asp EDuce ltd & GFA Consulting
      • “ These are the hard times in which a genius would wish to live. Great necessities call forth great leaders.”
      • Abigail Adams in a 1790 letter to Thomas Jefferson
      • A community/region-wide, 2-part process
        • 1. Cultural Assessment
          • Identify cultural assets, opportunities, & needs
        • 2. Cultural Planning
          • Organize community/region-wide actions and secure resources to respond
      • Asset Based Community Development, John McNight
        • Focus on gifts not problems; identify and build on assets.
      • Social Capital , Robert Putnam
        • Communities succeed with “…social networks, norms of reciprocity, mutual assistance, and trustworthiness.”
        • Build and bridge networks to mobilize community assets.
      • Small Scale, Slow Growth , David Bornstein
        • Sustainable change starts locally, at grassroots, on small scale, and grows slowly and organically.
        • Communities have the capacity to transform themselves.
      • Emergent Design , Allen Cohen
        • Emergent strategies more successful than blueprint strategies.
        • Organizations are always learning and adapting; watch for and encourage adaptations that emerge in desired direction.
      • Open Space Technology , Harrison Owen
        • Groups self-organize in smaller groups to resolve important questions
      • Future Search , Marvin Weisbord
        • Community envisions the future it wants to create
      • World Café , David Isaacs
        • Small groups gather around tables, talk and write to resolve an issue, move to new table, and allow consensus to emerge
      • People are accountable and commit to what they help create.
      • Important community work happens in small groups.
      • How we structure gatherings and how we engage each other matters.
      • Look to the future, not the past, as the desired future unfolds in our process.
        • Thanks to Peter Block, Community
      • The Leader as Connector
        • Connectors know many people and
        • Occupy many different worlds, subcultures, and niches
      • 1. Getting it done – go to the people
      • 2. Initiating action – initiate, don’t react
      • 3. Being the real deal – integrity, authenticity, a ‘hub of trust’
      • 4. Being a social animal – listen, question, find common ground
      • 5. Navigating the maze – cross boundaries
      • 6. Seeing the glass half full – optimism, persistence
      • 7. Empowering passion – contagious enthusiasm
      • 8. Building bridges – making connections
      • 9. Thinking big – consider the common good
      • 10. Constantly curious – seek diversity to learn
      • Liz Dow, Leadership Philadelphia,
      • Used with Permission
      10 Connector Competencies of successful community leaders
      • “ Leaders are more powerful role models when they learn than when they teach.”
        • Rosabeth Moss Kantor
      • Observe leaders
      • Follow leaders & mentors
      • Read
      • Study
      • Reflective practice
      • Investigate leadership on your own before Session 3
      • You may:
        • Pick one or more modes of learning
        • Do self assessment
        • Read, reflect on your observing leaders
        • Reflect on your own leadership practice
      • Determine what you need to learn or practice
        • Becomes basis of your leadership development plan
      • http://www.turningpointprogram.org/toolkit/pdf/CL_selfassessments.pdf
      • http://devtc3.tc.columbia.edu/surveys/nature/index.cfm
      • http://www.arielgroup.com/leadershippresence/questionnairescreen.asp
      • http://www.nasaa-arts.org/nasaanews/assessment_tool.htm
      • (specific to arts education)
      • http://www.salesacademy.ca/sites/sales/files/leadership_assessments/Leadership_Self_Assessments.pdf
      • Consider more leadership principles, including Servant Leadership
      • Encourage your plan to develop your leadership
      • Join our Blog conversation
      • We’ll see you again Wednesday, June 10