This document summarizes a presentation on leadership challenges for IT leaders given by Dave Quinn. It discusses research on the top characteristics of admired leaders and the five practices of exemplary leadership according to Kouzes and Posner: model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. Attendees participated in reflection activities to apply the leadership practices to their own contexts. The presentation emphasized building credibility and focusing on relationships to encourage others.

1. T H E I T L E A D E R S H I P
C H A L L E N G E
F E T C 2 0 1 9
D AV E Q U I N N * @ E D U Q U I N N
D I R E C T O R O F T E C H N O L O G Y I N T E G R AT I O N
M E N D O N - U P T O N R E G I O N A L S C H O O L D I S T R I C T
S L I D E S & R E S O U R C E S :
H T T P : / / E D U Q U I N N . C O M / # F E T C - 1 9

2. A C O U P L E O F T H I N G S
R I G H T O F F T H E B AT…

3. S T O P A L R E A D Y ? !
G E T T I N G T E A C H E R S
T O F O L L O W I T ’ S L E A D

4. T H I S I S A R E L I E F S E S S I O N -

5. B U T I D O H AV E A T H O U G H T
O N T H E O R I G I N A L T H E M E .

6. T H I S I S A
T H I N K - W R I T E - D I S C U S S
W O R K S H O P

7. W H AT ’ S O N Y O U R M I N D ?
“ Y O U ’ L L H AV E T H I N G S Y O U ’ L L WA N T T O TA L K A B O U T … . ”
Credit: Rogelio A. Galaviz C.

8. W H AT ’ S B E E N O N M Y M I N D …

12. A N D M O R E A B O U T L E A D E R S H I P
T H E S E C H A L L E N G E S W E R E L E S S A B O U T I T

13. P E O P L E C H O S E
I ’ M N O T S U R E Y O U “ G E T ”
T E A C H E R S T O D O A N Y T H I N G …

14. T H E L E A D E R S H I P
C H A L L E N G E ®
&
F I V E P R A C T I C E S O F
E X E M P L A RY L E A D E R S H I P ®
S E S S I O N S O U R C E

15. • 3 0 + Y E A R S O F R E S E A R C H
• R O O T E D I N 1 0 0 0 + C A S E
S T U D I E S
• 1 0 0 , 0 0 0 + A N N U A L
S U R V E Y R E S P O N D E N T S
• C O N S I S T E N T F I N D I N G S
A C R O S S T H E G L O B E
W H Y T H E L E A D E R S H I P
C H A L L E N G E ?

16. W H AT D I D Y O U D O W H E N Y O U W E R E AT Y O U R P E R S O N A L
B E S T A S A L E A D E R ? ( P. I X K O U Z E S & P O S N E R , 2 0 1 7 )
F I N D I N G Y O U R P E B B L E

17. 1.T H I N K O F Y O U R P E R S O N A L B E S T L E A D E R S H I P
E X P E R I E N C E
2. D I S T I L L I T D O W N T O 1 - M I N U T E S T O RY.
3. P O S T A S H O R T V E R S I O N O N M E N T I M E T E R .
4. I N T R O D U C E Y O U R S E L F T O 2 P E O P L E & S H A R E Y O U R
S T O RY.
G O T O W W W. M E N T I . C O M A N D U S E T H E C O D E 1 7 1 2 0 7
Exploring Your PeBLe

18. K E Y T H E M E S
W H AT T H E M E S E M E R G E D O V E R T H E C O U R S E O F Y O U R C O N V E R S AT I O N S ?
Photo by Aaron Burden on Unsplash

19. W H AT AT T R I B U T E S M A K E U S WA N T T O
F O L L O W A L E A D E R ?
R E S P O N D AT: H T T P S : / / T I N Y U R L . C O M / D Q F E T C

20. T O P 4 C H A R A C T E R I S T I C S O F A D M I R E D
L E A D E R S
•Honesty (84%)
•Competent (66%)
•Inspiring (66%)
•Forward-Thinking (62%)
No others passed 50% of respondents
• Kouzes, James M.. The Leadership Challenge (J-B Leadership Challenge: Kouzes/Posner) (p. 46). Wiley. Kindle Edition.

21. – K O U Z E S & P O S N E R
“Leadership is a relationship between those who
aspire to lead and those who choose to follow. ”

22. T H E B I G 4 = C R E D I B I L I T Y

23. T H E K O U Z E S - P O S N E R F I R S T L A W O F L E A D E R S H I P
“If you don't believe in the
messenger, you won't believe
the message.”
• Kouzes, James M.. The Leadership Challenge (J-B Leadership Challenge: Kouzes/Posner) (p. 46). Wiley. Kindle Edition.

24. T H E K O U Z E S - P O S N E R S E C O N D L A W O F L E A D E R S H I P
DWYSYWD
Do What You Say You Will Do.
• Kouzes, James M.. The Leadership Challenge (J-B Leadership Challenge: Kouzes/Posner) (p. 46). Wiley. Kindle Edition.

25. 5 P R A C T I C E S O F
E X E M P L A RY L E A D E R S H I P ®
1. M O D E L T H E WAY
2. I N S P I R E A S H A R E D V I S I O N
3. C H A L L E N G E T H E P R O C E S S
4. E N A B L E O T H E R S T O A C T
5. E N C O U R A G E T H E H E A R T
W H AT D O E S T H I S L O O K L I K E
I N P R A C T I C E ?
Photo by Guilherme Stecanella on Unsplash

26. M O D E L T H E WAY
P R A C T I C E 1

27. M O D E L T H E
WAY
• “Clarify values by finding
your voice and affirming
shared values.”
• “Set the example by
aligning actions with
shared values.”
Kouzes, James M.. The Leadership Challenge (J-B
Leadership Challenge: Kouzes/Posner) (p. 46). Wiley.
Kindle Edition.
Photo by Christopher Sardegna via Unsplash

28. R E F L E C T I O N
• How easy or difficult was it to select your core values?
• To what extent are your core values aligned with your
organization? Your colleagues?
• To what extent is your work as an IT leader reflective
of your core values?
• How might you increase the visibility of your core
values & encourage your employees to do the same?

29. I N S P I R E A S H A R E D V I S I O N
P R A C T I C E 2

30. I N S P I R E A
S H A R E D V I S I O N
• “Envision the future by
imagining exciting and
ennobling possibilities.”
• “Enlist others in a common
vision by appealing to
shared aspirations.”
Kouzes, James M.. The Leadership Challenge (J-B
Leadership Challenge: Kouzes/Posner) (p. 94). Wiley.
Kindle Edition.
Photo by Aaron Benson on Unsplash

31. R E F L E C T I O N
• How easy or difficult was the process of developing
your individual vision? Your collective vision?
• To what extent is your current vision the reality of your
current IT context?
• What’s one action step you could take to enhance the
vision of IT or involve others in the visioning process in
your context?

32. C H A L L E N G E T H E P R O C E S S
P R A C T I C E 3
Photo by Nick Fewings on Unsplash

33. C H A L L E N G E
T H E P R O C E S S
• “Search for opportunities by
seizing the initiative and
looking outward for
innovative ways to improve.”
• “Experiment and take risks
by consistently generating
small wins and learning from
experience.”
Kouzes, James M.. The Leadership Challenge (J-B Leadership
Challenge: Kouzes/Posner) (p. 144). Wiley. Kindle Edition.

34. R E F L E C T I O N
• Which types of challenges came most readily to mind?
• Which challenges still linger in your IT / 1:1
implementations?
• What, if any, value does “outsight” have in creating
small wins & preventing failure?

35. C H A L L E N G E T H E P R O C E S S
D E E P R E F L E C T I O N
• Identify current process that you’re seeking to challenge
in your own context. Write a short description.
• Share your challenge with your colleagues at your table.
• Listen as your colleagues provide suggested action
steps. Take notes, but do not respond to their feedback.
• Repeat for the other members of your group.

36. E N A B L E O T H E R S T O A C T
P R A C T I C E 4
Photo by Joshua Hibbert on Unsplash

37. E N A B L E
O T H E R S T O A C T
• “Foster collaboration by
building trust and facilitating
relationships.”
• “Strengthen others by
increasing self-determination
and developing competence.”
Kouzes, James M.. The Leadership Challenge (J-B Leadership
Challenge: Kouzes/Posner) (p. 194). Wiley. Kindle Edition.
Photo by tom coe on Unsplash

38. E N C O U R A G E T H E H E A R T
P R A C T I C E 5
Photo by sydney Rae on Unsplash

39. E N C O U R A G E
T H E H E A R T
• “Recognize contributions
by showing appreciation
for individual excellence.”
• “Celebrate the values and
victories by creating a
spirit of community.”
Kouzes, James M.. The Leadership Challenge (J-B
Leadership Challenge: Kouzes/Posner) (p. 246). Wiley.
Kindle Edition.
Photo by Taylor Rooney on Unsplash

40. R E L AT I O N S H I P R AT I O S
• 6:1 HIGH FUNCTIONING TEAMS
• 2:1 MODERATELY FUNCTIONING TEAMS
• 1:3 DYSFUNCTIONAL TEAMS
P O S I T I V E T O N E G AT I V E C O M M E N T S
Source: https://hbr.org/2013/03/the-ideal-praise-to-criticism

41. E N C O U R A G E T H E H E A R T A C T I V I T Y
• Think about a colleague who has made a positive
impact on you or your department.
• Draft an email or or some other message to express
your gratitude for their efforts.

42. F I N A L
R E F L E C T I O N S
• What’s one idea or practice
that’s really resonating with
your right now?
• What’s one idea or practice
that’s really challenging?
• What other advice would
you give to IT leaders to
build credibility?
• Other thoughts?

43. T H A N K Y O U
dquinn@mursd.org
www.eduquinn.com
@EduQuinn