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Stephanie Rogen SSATB Keynote May 2015

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SSATB ALC Regional Spring Meeting Stephanie Rogen Keynote on Personal Leadership May 29, 2015

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Taking Your Seat at the Table   An Interactive Discussion ALC Regional Spring Meeting Avon Old Farms, May 19, 2015 Stephanie Rogen, Principal stephanierogen@greenwichleadershippartners.com  203-­‐570-­‐2717    
A long and winding road… ©Greenwich  Leadership  Partners  2015  
…but working at the intersections ©Greenwich Leadership Partners 2015
Everyday Leadership ©Greenwich  Leadership  Partners  2015  
Leadership????? How many of you are on your school’s leadership team?   How many of you identify as a leader?   How many of you have had  some form of leadership training, coaching or education? How many of you believe leaders are born? Made? ©Greenwich Leadership Partners 2015
If You Could Change One Thing ©Greenwich Leadership Partners 2015
©Greenwich  Leadership  Partners  2015  
What Table Matters to You? ©Greenwich Leadership Partners 2015
Now imagine the chair… ©Greenwich Leadership Partners 2015
  Imagine yourself in this chair Why are you there? How do you show up? What do you offer? ©Greenwich Leadership Partners 2015
How do you earn your seat and get invited back?       ©Greenwich Leadership Partners 2015
Know Your Table; Take Your Seat Content Expertise Leadership Expertise ©Greenwich Leadership Partners 2015
Insight  to  trends,   pa0erns  and     changes  in  the   environment   Technical     knowledge   Relevant   Data   Content Expertise ©Greenwich Leadership Partners 2015
Leadership Expertise •  Your Authentic Self •  How You Show Up •  How You Empathize and Engage •  How You Initiate and Communicate ©Greenwich Leadership Partners 2015
Creating a Framework for Leadership: Mindset, Abilities and Behaviors ©Greenwich  Leadership  Partners  2015  
Mindset ©Greenwich Leadership Partners 2015
Leaning in is not just for women… Abilities and Behaviors ©Greenwich Leadership Partners 2015
©Greenwich Leadership Partners 2015
Putting it All Together GLP MAB Model Behaviors: I Do Abilities: I Can Mindset: I Believe What  must  I  believe  in   order  to  fully  develop   my  leadership  assets?   What  skills  must  I   develop  to  be   confident  in  my   leadership  assets?   How  do  I  act  so  that   others  experience  and     value  my  leadership   assets?   ©Greenwich Leadership Partners 2015
Leadership Mindset I Can Learn I Have ValueI Can Lead I  Believe   ©Greenwich Leadership Partners 2015
Leadership Abilities Empathize Identify Mutual Values Navigate Networks Craft Strategic Stories Plan for Action  I  Can   ©Greenwich Leadership Partners 2015
Leadership Behaviors Learn and Ask Diagnose My System Communicate a POV Initiate and Take Educated Risks Connect and Get Feedback I  Do   ©Greenwich Leadership Partners 2015
ì   ê   è   What is the problem? ©Greenwich Leadership Partners 2015
ê   è   ê   and two years later…. ©Greenwich Leadership Partners 2015 What do you think? ì  
©Greenwich Leadership Partners 2015
Maximize Your Learning; Realize Your Leadership Potential   Learn  and  Ask   Diagnose  the  System   Communicate  a  POV   IniPate  and  Take  Educated  Risks   Connect  and  Get  Feedback   ©Greenwich Leadership Partners 2015
Learn and Ask ©Greenwich Leadership Partners 2015
Learn and Ask ©Greenwich Leadership Partners 2015
Diagnose the System ©Greenwich Leadership Partners 2015
Communicate a POV ©Greenwich Leadership Partners 2015
Initiate and Take Educated Risks ©Greenwich Leadership Partners 2015
Connect and Get Feedback ©Greenwich Leadership Partners 2015 Outside and Inside Your School
Connect and Get Feedback ©Greenwich Leadership Partners 2015
Ways to Practice? Learn  and  Ask   Diagnose  the  System   Communicate  a  POV   IniPate  and  Take  Educated  Risks   Connect  and  Get  Feedback   ©Greenwich Leadership Partners 2015
Plan for Action ©Greenwich  Leadership  Partners  2015  
Imagine Your Leadership Over the next six months, if you were to prototype this future, what would your three high level priorities be? What table do you need to be at? What do you need to offer and what will be valued?   Who might be your core helpers or partners to make your highest possibilities a reality?   ©Greenwich Leadership Partners 2015
Plan for Action Learn  and  Ask   Diagnose  the  System   Communicate  a  POV   IniPate  and  Take  Educated  Risks   Connect  and  Get  Feedback   If you were to take on the project of bringing your intention to reality, what practical next steps would you take in the next 3-4 days? ©Greenwich  Leadership  Partners  2015  
Sharpen  Your  Ax   Conduct a Leadership Assessment: •  Reflect on what matters to you •  Inventory your strengths: Mindset, Abilities and Behaviors •  Interview others to identify alignment and gaps •  Develop goals for growth Become an Expert: •  Build a reading list and formulate questions •  Blog or write about your school and your work •  Understand your school’s program and its financial levers •  Know what matters to leadership and understand their vision •  Talk with current students continuously; learn about their experiences •  Talk with people in your field and in other schools – don’t hesitate to reach out and be connected ©Greenwich Leadership Partners 2015
Sharpen  Your  Ax   Practice Leadership: •  Organize “design sessions” to innovate or solve a problem in your school •  Offer to help colleagues –inside and outside your “zone” •  Listen closely and make measured contributions – be visible to the whole table, but choose your spots •  Find a mentor and be a mentor – give and receive feedback •  Hold feedback sessions regularly about admissions – from a diverse cross section of faculty, students, parents and staff Build Your Network: •  Write a thank you note or offer notes and comments of appreciation/recognition daily to others in and beyond your sphere •  Develop relationships “on the ground” and be a diagnostician at school •  Get connected – get out, meet others, know what your colleagues are doing and build trusted relationships   ©Greenwich Leadership Partners 2015
A Final Thought…     Think    “Cooking”    rather  than     “Baking”       ©Greenwich Leadership Partners 2015
Feedback Welcomed!!! ©Greenwich  Leadership  Partners  2015  

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Stephanie Rogen SSATB Keynote May 2015

  • 1. Taking Your Seat at the Table   An Interactive Discussion ALC Regional Spring Meeting Avon Old Farms, May 19, 2015 Stephanie Rogen, Principal stephanierogen@greenwichleadershippartners.com  203-­‐570-­‐2717    
  • 2. A long and winding road… ©Greenwich  Leadership  Partners  2015  
  • 3. …but working at the intersections ©Greenwich Leadership Partners 2015
  • 5. Leadership????? How many of you are on your school’s leadership team?   How many of you identify as a leader?   How many of you have had  some form of leadership training, coaching or education? How many of you believe leaders are born? Made? ©Greenwich Leadership Partners 2015
  • 6. If You Could Change One Thing ©Greenwich Leadership Partners 2015
  • 8. What Table Matters to You? ©Greenwich Leadership Partners 2015
  • 9. Now imagine the chair… ©Greenwich Leadership Partners 2015
  • 10.   Imagine yourself in this chair Why are you there? How do you show up? What do you offer? ©Greenwich Leadership Partners 2015
  • 11. How do you earn your seat and get invited back?       ©Greenwich Leadership Partners 2015
  • 12. Know Your Table; Take Your Seat Content Expertise Leadership Expertise ©Greenwich Leadership Partners 2015
  • 13. Insight  to  trends,   pa0erns  and     changes  in  the   environment   Technical     knowledge   Relevant   Data   Content Expertise ©Greenwich Leadership Partners 2015
  • 14. Leadership Expertise •  Your Authentic Self •  How You Show Up •  How You Empathize and Engage •  How You Initiate and Communicate ©Greenwich Leadership Partners 2015
  • 15. Creating a Framework for Leadership: Mindset, Abilities and Behaviors ©Greenwich  Leadership  Partners  2015  
  • 17. Leaning in is not just for women… Abilities and Behaviors ©Greenwich Leadership Partners 2015
  • 19. Putting it All Together GLP MAB Model Behaviors: I Do Abilities: I Can Mindset: I Believe What  must  I  believe  in   order  to  fully  develop   my  leadership  assets?   What  skills  must  I   develop  to  be   confident  in  my   leadership  assets?   How  do  I  act  so  that   others  experience  and     value  my  leadership   assets?   ©Greenwich Leadership Partners 2015
  • 20. Leadership Mindset I Can Learn I Have ValueI Can Lead I  Believe   ©Greenwich Leadership Partners 2015
  • 21. Leadership Abilities Empathize Identify Mutual Values Navigate Networks Craft Strategic Stories Plan for Action  I  Can   ©Greenwich Leadership Partners 2015
  • 22. Leadership Behaviors Learn and Ask Diagnose My System Communicate a POV Initiate and Take Educated Risks Connect and Get Feedback I  Do   ©Greenwich Leadership Partners 2015
  • 23. ì   ê   è   What is the problem? ©Greenwich Leadership Partners 2015
  • 24. ê   è   ê   and two years later…. ©Greenwich Leadership Partners 2015 What do you think? ì  
  • 26. Maximize Your Learning; Realize Your Leadership Potential   Learn  and  Ask   Diagnose  the  System   Communicate  a  POV   IniPate  and  Take  Educated  Risks   Connect  and  Get  Feedback   ©Greenwich Leadership Partners 2015
  • 27. Learn and Ask ©Greenwich Leadership Partners 2015
  • 28. Learn and Ask ©Greenwich Leadership Partners 2015
  • 29. Diagnose the System ©Greenwich Leadership Partners 2015
  • 30. Communicate a POV ©Greenwich Leadership Partners 2015
  • 31. Initiate and Take Educated Risks ©Greenwich Leadership Partners 2015
  • 32. Connect and Get Feedback ©Greenwich Leadership Partners 2015 Outside and Inside Your School
  • 33. Connect and Get Feedback ©Greenwich Leadership Partners 2015
  • 34. Ways to Practice? Learn  and  Ask   Diagnose  the  System   Communicate  a  POV   IniPate  and  Take  Educated  Risks   Connect  and  Get  Feedback   ©Greenwich Leadership Partners 2015
  • 35. Plan for Action ©Greenwich  Leadership  Partners  2015  
  • 36. Imagine Your Leadership Over the next six months, if you were to prototype this future, what would your three high level priorities be? What table do you need to be at? What do you need to offer and what will be valued?   Who might be your core helpers or partners to make your highest possibilities a reality?   ©Greenwich Leadership Partners 2015
  • 37. Plan for Action Learn  and  Ask   Diagnose  the  System   Communicate  a  POV   IniPate  and  Take  Educated  Risks   Connect  and  Get  Feedback   If you were to take on the project of bringing your intention to reality, what practical next steps would you take in the next 3-4 days? ©Greenwich  Leadership  Partners  2015  
  • 38. Sharpen  Your  Ax   Conduct a Leadership Assessment: •  Reflect on what matters to you •  Inventory your strengths: Mindset, Abilities and Behaviors •  Interview others to identify alignment and gaps •  Develop goals for growth Become an Expert: •  Build a reading list and formulate questions •  Blog or write about your school and your work •  Understand your school’s program and its financial levers •  Know what matters to leadership and understand their vision •  Talk with current students continuously; learn about their experiences •  Talk with people in your field and in other schools – don’t hesitate to reach out and be connected ©Greenwich Leadership Partners 2015
  • 39. Sharpen  Your  Ax   Practice Leadership: •  Organize “design sessions” to innovate or solve a problem in your school •  Offer to help colleagues –inside and outside your “zone” •  Listen closely and make measured contributions – be visible to the whole table, but choose your spots •  Find a mentor and be a mentor – give and receive feedback •  Hold feedback sessions regularly about admissions – from a diverse cross section of faculty, students, parents and staff Build Your Network: •  Write a thank you note or offer notes and comments of appreciation/recognition daily to others in and beyond your sphere •  Develop relationships “on the ground” and be a diagnostician at school •  Get connected – get out, meet others, know what your colleagues are doing and build trusted relationships   ©Greenwich Leadership Partners 2015
  • 40. A Final Thought…     Think    “Cooking”    rather  than     “Baking”       ©Greenwich Leadership Partners 2015