This document outlines six forces of uplifting leadership based on research of over 200 interviews and 10,000 words of case reports from 15 organizations across 8 countries, 3 sectors, and 4 continents. The six uplifting forces are: 1) Dreaming with determination, 2) Creativity and counter-flow, 3) Collaborating and competing, 4) Pushing and pulling, 5) Measuring with meaning, and 6) Sustainable growth. Uplifting leaders connect inspiring futures to an honorable past, are prepared to go against the mainstream, collaborate and compete effectively, push people outside their comfort zone while pulling together, use meaningful metrics that people value, and pursue steady long-term growth over quick spikes.

1. Uplifting Leadership
Andy Hargreaves
@HargreavesBC

2. PBE Criteria

3. Uplifting Criteria
 Do better than before
 Do a lot with a little
 Outperform your peers
 Create something from almost nothing

4. Uplifting Data
 15 organizations
 3 sectors
 8 countries
 4 continents
 200 plus interviews
 10k words plus case reports

5. Uplifting:
Your performance
Your people
Yourself

6. Uplift:
Behavioral
Emotional & Spiritual
Social
We uplift ourselves by
uplifting others

7. Leading the right things,
For the right reasons,
In the right way

8. Uplifting:
Not a set of standards, but a narrative or journey

9. Uplifting:
Opposites attract

10. DEPRESSING LEADERSHIP
1. Aim to be top or best in class
2. Race to theTop as fast as you can
3. Copy how other people reached the top before you
4. Be driven by the data to get to the top
5. Kill the competition
6. No excuses

11. OECD – April 2014
Rankings instead ofVision
Strong Equity,Weak
Excellence
DecliningTeacher Quality
Weak Leadership Capital
High Challenge, Low Support
Confusing Collaboration
IncoherentAssessment

12. The Welsh Way
A standard, not a ranking
WelshWay: cooperation, equity,
language & culture
Excellent professional workforce
Engaging Curriculum
Leadership cooperation &
challenge
More assessment coherence

13. SIX UPLIFTING FORCES
1. Dreaming with Determination
2. Creativity and Counter-flow
3. Collaborating and competing
4. Pushing and pulling
5. Measuring with meaning
6. Sustainable growth

14. 1: Dreaming with
Determination

15. Dreaming with Determination
The impossible dream and improbable
challenge produce a leadership response of
fight to overcome or avoid obstacles and a
spirit of relentless determination to succeed

16. The Future with the Past
Long-standing organizations that exceed expectations
(compared to new organizations like Internet firms)
create an inspiring future by connecting inspiring futures
to an honorable past. They bond change and tradition;
they connect the destination to the origin.

17. 2: Creativity and Counterflow

18. Creativity and CounterFlow
Leaders of organizations that perform beyond
expectations are prepared to run against the
mainstream, and to move ahead not by going
with the flow but against or around it. These
leaders are courageous, creative and
counterintuitive.

19. 1. Taking opportunities others have missed
2. Moving towards resistance
3. Turning weaknesses into triumphs
4. Changing something that is succeeding
5. Disciplined innovation

20. 20
Jim Collins
The great task is to
combine creative
intensity with relentless
discipline, so as to
amplify the creativity
rather than destroy it

21. 3. Collaborating & Competing

22. Cricket Australia
I liked to bowl uphill, into
the wind.
Malcolm Speed, former
CEO, Cricket Australia

23. Singapore
We give away our best ideas
because that makes us have to keep
inventing new ones

24. 4. Pushing & Pulling

25. 25
Pull resources
Pull together
Pull from within

26. Pushing people outside
of their comfort zone,
as difficult as it is, it
truly is successful
because in time we
were able to see
changes in the content
of discussion and the
quality of the
discussions that were
happening around the
table, but it took a lot of
time.

27. 5: Measuring with Meaning

28. Goals Gone Wild 2009
“The specific, challenging
goals (speed to market,
fuel efficiency, and cost)
were met at the expense
of other important
features that were not
specified -- safety, ethical
behavior, and company
reputation.”
Ordonez at al.

29. Moneyball 2003
“The collision of reason
and baseball”
Michael Lewis, p 289

30. The Scientific Marxism of Soccer: Kiev
1970s
“rewards a very specific style of play: physical and
frenetic. Players work tirelessly to compile points.
They play defense more aggressively than offense,
because that’s where points can be racked up.
In stifling individual initiative, (it) mimicked the
Soviet regime under which it was conceived. Nothing
in Lobanovsky’s point valuation measures creativity
or daring. A vertical pass receives the same grade as
a horizontal pass; a spectacular fake means nothing”.
Foer, F. (2004). How soccer explains the world

31. Measuring with Meaning
Uplifting leaders use indicators and targets of progress and
performance that are:
Measuring what people value.
Professionally shared.
Accurate and fair.
Broad & balanced.
Just in time; not after the fact

32. TheTest of Life
Not a Life ofTests

33. 6: Sustainable growth

34. Sustainable Growth
 Don’t grow too fast
 Connect long term and short term
 Steady growth, later spikes; not stellar
growth, early spikes
 Internal leadership capital

35. Leading the right things,
For the right reasons,
In the right way

36. SIX UPLIFTING FORCES
1. Dreaming with Determination
2. Creativity and Counter-flow
3. Collaborating and competing
4. Pushing and pulling
5. Measuring with meaning
6. Sustainable growth

37. All labor that uplifts
humanity has dignity
and importance and
should be undertaken
with painstaking
excellence.