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PNAIS Leadership Conference June 2009

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This presentation is titled Shared Vision, Shared Understanding, Shared Leadership building on the idea of to engage in strategic thinking, an organization needs to develop strategic thinkers. And, an effective organization needs a diverse, collaborative group of talented, motivated strategic thinkers, some of whom have positional leadership roles, others do not.

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PNAIS Leadership Conference June 2009

  1. 1. Shared Vision, <br />Shared Leadership, <br />Shared Responsibility<br />Jamie Feild Baker, Reverb Consulting<br />PNAIS Leadership Conference<br />June 28-30, 2009<br />
  2. 2. Activator<br />
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  4. 4. “To think strategically, you need strategic thinkers.”<br />- Jamie Baker<br />
  5. 5. Jamie is an ENTJ.<br />
  6. 6. Business is essentially human.<br />Conversation is the language of commerce.<br />
  7. 7. 5 Characteristics of Great Groups<br />Greatness starts with superb people. <br />Every Great Group has a strong leader.<br />Great Groups are full of talented people<br /> who can work together.<br />Great Groups think they are on a mission.<br />Great work is its own rewards.<br />from Organizing Genius by Warren Bennis and Patricia Ward Biederman<br />
  8. 8. “The hallmark of successful individuals is that <br />they love learning, they seek challenges, <br />they value effort, and they persist in the <br />face of obstacles…Some display these <br />[growth mindset] qualities and others do <br />not. Why? This is what my work asks.”<br /> - Carol Dweck, author of Mindset<br />
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  10. 10. Vision,<br /> Inspiration,<br /> Excellence<br />Organizational<br />Growth and Learning<br />Leadership<br />Development<br />Organizational <br />Culture<br />Be what you want to create<br />2008 Reverb Consulting<br />
  11. 11. Developing Effective Leadership<br />(Capacity Building)<br />Shared Vision<br />Shared Understanding<br />Shared Leadership<br />2008 Reverb Consulting<br />
  12. 12. &quot;People can work well together, can be<br /> creative and caring and insightful when they<br />are actively engaged in meaningful<br /> conversation aroundquestions that count.”<br />- Margaret J. Wheatley<br />
  13. 13. Use Pink as a lens<br />
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  16. 16. “Nothing recedes like success.”<br /> - Walter Winchell<br />
  17. 17. Wanted for the 21st century workforce: <br />Resilient, independent learners who have flexible skills and competencies, work well in teams and can lead themselves and others to perform up to and beyond their potential. <br />
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  19. 19. “If you don’t like change, <br />you’re going to like <br />irrelevance even less.”<br /> - General Eric Shinseki <br /> U. S. Army Chief of Staff<br />
  20. 20. Shared Understanding<br />Shared Vision<br />Shared Responsibility<br />
  21. 21. Zero gravity thinkers possess three key characteristics:<br /> (1) psychological distance <br /> (2) Renaissance tendencies <br /> (3) related expertise.<br /> Zero gravity thinkers are able to escape the<br /> gravitational pull of both &quot;Expert Think&quot; and<br /> &quot;Group Think&quot; to generate innovative new<br /> ideas for organizations.<br />
  22. 22. “The illiterate of the 21st Century will not be those who can not read or write, but those who cannot learn, unlearn and relearn.”<br /> - Alvin Toffler<br />
  23. 23. A school is an integrated system<br />
  24. 24. Service Provider<br />Consumer<br />Customer<br />
  25. 25. Service Provider<br />Student<br />Parent<br />
  26. 26. Service Provider<br />Student<br />Parent<br />Merged during Early Childhood<br />
  27. 27. Service Provider<br />Consumer<br />Customer<br />
  28. 28. Service Provider<br />Student<br />Parent<br />
  29. 29. X = CE tell 0<br />X &gt; CE tell 3<br />X &lt; CE tell 9<br />
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  32. 32. “The key to success in any organization is having employees continue to learn and grow, yet too often this is not a priority for leaders…Strangely and sadly, this lack of appreciation and understanding about the importance of adult learning is true even in education. If any setting should evince learning among employees, it is schools, yet often they don’t.”<br />- Thomas Hoerr<br />
  33. 33. Shared Understanding<br />Shared Vision<br />Shared Responsibility<br />
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  36. 36. The Meaning Maker<br /> - agency<br /> - intention<br /> - vision<br />
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  44. 44. Shared Understanding<br />Shared Vision<br />Shared Responsibility<br />
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  46. 46. We are the people we’ve been waiting for.” <br />- Barack Obama<br />
  47. 47. Systematize<br />Innovation --<br />Observe, Develop,<br />Implement, Assess<br />Create a <br />Comprehensive<br />Vision<br />Develop <br />Effective <br />Leadership<br />Creating a Sustainable<br />Learning Community<br />Articulate<br />Innovations to all stakeholders and Increase Community Connectivity<br />Align Curricular<br />Programs to the vision<br />Enhance and Integrate<br />Organizational<br />Learning<br />2008 Reverb Consulting<br />
  48. 48. Questioning creates new growth<br />
  49. 49. How does your system reflect?<br />
  50. 50. Acting Googley<br />Vision of (Reggio-inspired)<br />10 Tweets of Wisdom<br />How do__________Create Value<br />
  51. 51. “To think strategically, you need strategic thinkers.”<br />- Jamie Baker<br />
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  53. 53. &quot;When stuck in a spiral, to change all aspects of the spin, <br />you need only to change one thing.&quot; <br /> - Christina Baldwin<br />
  54. 54. Blog: sharedleadership.blogspot.com<br /> Please subscribe! <br />
  55. 55. © Reverb Consulting<br /> 116 ½ South Front Street<br /> Memphis, TN 38103<br /> Jamie Baker<br /> 901 337-0525<br />jamie@reverbconsulting.com<br />reverbconsulting.com<br />
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  59. 59. Best Product <br />Best Process<br />
  60. 60. Transformative<br />
  61. 61. Best Product Best Process Transformative<br />1. 1. 1. Or Here?<br /> 2. 2. Here? 2.<br /> 3. 3. 3.<br /> 4. <br /> 5.<br /> 6.<br /> 7.<br /> 8.<br /> 9. Here?<br />Choose and Go<br />
  62. 62. ….and she said, <br />“Dad, they all have classes!”<br /> (duh!)<br />
  63. 63. Maslow’s Hierarchy of Needs<br />
  64. 64. Push / Pull Leadership: Taiwanese Garbage Pick-up<br />
  65. 65. The “Pull Leadership” Manifesto by Stever Robbins<br /> - Create organizational systems that people want to join<br /> - Make is possible for everyone in the system to succeed<br /> - Model what you want others to become (learning / EQ)<br /> - Create understanding that everyone is a <br /> steward of the mission<br /> - Actively shape and manage the organizational culture<br />
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  67. 67. The Sacred Bundle<br />Creation story<br />Emblemic victory stories/Hero stories<br /> What-we-learned-in-defeat stories<br /> Performance stories / Striving to Improve stories.<br /> Fundamental-nature-of-the-problem<br />The Profane Bundle<br />We recommend: Andy Goodman Storytelling i-School<br />
  68. 68. “Stories create the emotional context people need to locate themselves in a larger experience.” <br /> -- Scott Bedbury, The Brand New World<br />“A good storyteller can paint a compelling future that employees find motivating. When this works, you can hear your people saying, ‘How can I help to get us there?’. . . Your mission should feel like a natural extension of who you are.”<br />-- Chip Conley, Joie de Vivre Hotel Group<br />“Stories are important cognitive events, for they encapsulate, into one compact package, information, knowledge, context, and emotion.”<br />-- Don Norman, Things That Make Us Smart<br />“Companies will thrive on the basis of their stories and myths. Companies will need to understand that their products are less important than their stories.”<br />-- Rolf Jenson, Copenhagen Institute for Future Studies<br />

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