Leadership Development Session Eastern School District- March 14. 2013 Susan E. Murray

1. LEADING LIKE A PRO
Susan Murray, Eastern School District

2. Our Goals today:
What do you stand for?
Change Savvy Leadership
Defining Professional Capital
Teaching Like a Pro...Leading Like a Pro
Are you the next CEO?
Driving Change
The Professional Leader

3. OUR MISSION....OUR VISION

4. “It’s all about relationships”
“The things we think and do not
say.....

5. Relationships first...

6. ■ Careful entry into the new setting
■ Listening to and learning from those who have been there longer
■ Engaging in fact finding and joint problem solving
■ Carefully (rather than rashly) diagnosing the situation
■ Forthrightly addressing people’s concerns
■ Being enthusiastic, genuine, and sincere about the change circumstances
■ Obtaining buy-in for what needs fixing
■ Developing a credible plan for making that fix
Change Savvy Leaders

7. The Skinny of Leadership
Keeping it simple

8. The “Skinny” of Leadership
Render the complex actionable
The essence of what you need to know to get success
Deliberate practice, reflection and ongoing learning
make things easier

10. MORAL IMPERATIVE
What do you stand for?

11. PROFESSIONAL CAPITAL

12. The Power of Professional
Capital
“Change leaders have to become experts at fostering
professional capacity within their schools, in clusters
and networks and the system as a whole”
Fullan, 2013

13. Quick Think...
Quick Write...

15. TEACHING LIKE A PRO!

16. Teaching like a Pro...
Undertaking difficult, inspiring work
constantly trying to improve practices
working with all the collective might and ingenuity of
professional colleagues to do so

17. Teaching like a Pro...
Continuously inquiring and improving one’s own
teaching
Planning teaching, improving teaching and doing
teaching not as an isolated individual but as part of a
high performing team
Being a part of a wider teaching profession and
contributing to its development

18. How
about...
“Leading
Like a Pro”?

19. To succeed in life you need two things:
ignorance and confidence.
–Mark Twain

20. Are you the
next CEO?
The power of high
potentials

21. Rela%onship
Between
Career
Stage
and
Capability/Commitment
(Fullan,
2013)
Commitment
Higher Lower
Higher Mid-career
Capability Late Career
Lower Early-career

22. The X Factors...
Four Common Factors of High Potentials
a drive to excel,
a catalytic learning capability,
an enterprising spirit, and
dynamic sensors that detect opportunities and obstacles.

23. The Anatomy of a High
Potential
Deliver strong results—credibly.
Master new types of
expertise.
Recognize that behavior counts.

24. Are you ready to lead?
What is your passion?
Are you ready for high potential status?
Is this what you really want?
Performance always counts; your behaviors matter
more and more as you grow

25. Over the years, I have listened to the narratives of many stars,
and I have learned that the only true failure is not having
attempted a developmental journey. The only way of discovering
the limits of the possible is to venture a little way past them into
the unknown. Excellence is not an event — it needs to become a
mindset. It is doing common things in uncommon ways. It is the
desire always to do things better.
To be successful, we must break out of our comfort zone and
learn to become comfortable with the unfamiliar and the
unknown —— of how to hold the tension of opposites.
Ket de Vries, 2012

26. Investing in Professional
Capital
Moving beyond the role
of enthusiastic
amateur

27. The 5 C’s
Capability
Commitment
Career
Culture
Context

28. A
Strategy
for
Change

29. The Professional Leader

30. A Leader...
Is humble and reflective
Leads meaningful, accomplishable work
Enables development
Promotes a sense of camaraderie
Recognizes and deals with resistance

31. A Leader...
Gives people respect before they have earned it
Has impressive empathy
Does everything possible to make people more lovable
and deals firmly with what is left over!

32. Are you a change leader?
Deepen your moral imperative
Focus on a small number of ambitious goals
Build and extend a guiding coalition
Toughen your resolve
Practice impressive empathy
Push, pull and nudge.......and......

33. THINK BIGGER!

35. What’s your strategy?

37. THANK YOU!

38. Sometimes the status
quo needs a wakeup
call....
You may have to kick
start success!
It’s Okay to be Assertive

39. Implement and sustain
change

40. Case Study

41. DEVELOPING
COLLECTIVE
CAPACITY
A focus on teams

42. Stages of
Team Development

43. Tuckman, 1965

44. Go Team?

45. Stage 1: Forming
Feelings
Behaviors
Tasks

46. Stage 2: Storming
Feelings
Behaviors
Tasks

47. Stage 3:
Norming
Feelings
Behaviors
Tasks

48. Stage 4: Performing
Feelings
Behaviors
Tasks

49. Survey: Where is your team?

50. True Teamwork

51. Next Steps

52. Thank you!