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 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

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?

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

“ 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

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

“ 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

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

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

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

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…”

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

“ 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.

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

Partnerships

Loose organization

Ambiguous membership

Flat hierarchy and multiple leaders

Mixed cultures

Highly sensitive to environment

Collaboration is therefore a learned skill

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

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.

“ 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

“ 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

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.

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.

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

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

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

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

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

“ Leaders are more powerful role models when they learn than when they teach.” Rosabeth Moss Kantor

“ 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

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

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

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

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