Download 5 Practices of Exemplary Leaders

Planning and Managing Resources
Debbie McFalone, Ph.D.

Welcome and Group Development

Practices of Exemplary Leaders
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Framing Our Thoughts About Resources
TED.com: Simon Sinek
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An Implementation Audit
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Protocols for Decision-Making
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The Ultimate Resource: Trust
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Communicating Your Message
Numbers in our lives
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To provide current, relevant information
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To create a positive learning environment
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To be open to your questions
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To model protocols you can use immediately
in your own leadership practice
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Participate Actively
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Ask your questions---Press for clarity
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To be open to thinking creatively
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Transfer the learning---What does this mean
to you in your current situation?
“Leadership matters…
And it matters more in times of uncertainty
than in times of stability.”
---Kouzes and Posner, 2003.
“What we have before us
are
breathtaking opportunities
disguised as
insoluble problems.”
---J. Gardner,
Advisor to four Presidents
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
Coherent leaders “walk the talk”--They’re active participants in the
betterment of their communities
“Wear one hat” ---Howard Behar
“Inspirational leaders envision the
future, and enlist others.
A deeply felt belief, along with
commitment and enthusiasm for
it brings the vision to life for all of
us.”
---Kouzes and Posner
Compliance leads to mediocrity
Commitment leads to excellence
Sergiovanni:
“Leadership by Outrage”
It is the leader’s responsibility to be
outraged,
when empowerment is abused and
when
purposes are ignored.
Skillful leaders demonstrate
courage and integrity by
holding difficult conversations
and
asking intentional questions
“What worked yesterday
is
the gilded cage
of tomorrow.”
“When I finally hit a point where I realized if
you want to be an effective leader, you
shouldn’t be the one doing all the work,
You should be leading and guiding and helping
your leaders move your building to the next
step….
When I made that paradigm shift, I really
became a much better administrator.
“Leadership is an affair of the heart.”
“Leaders who are most effective in
generating results will appeal not only
to the bottom line, but also to the
heart. In fact, one of the best
strategies for improving results is
connecting with people’s deepest,
heartfelt hopes.”
--Rick DuFour
“The leader must not only
make decisions,
but must
connect those decisions to
the heartbeat of the
school.”
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
How do the
5 Practices of Exemplary Leaders
relate to
issues of high accountability and
limited resources?
What connections do you make?
Reeves: If you have more than six priorities,
you have too many.
Real difference is made through depth of
implementation
Schools that have 90% buy-in of any initiative
make 2 to 3 times the gains of other
schools
Simon Sinek:
How Great Leaders Inspire Action

Reeves:
◦ It’s people and practices, not
programs
◦ Even the best initiatives will fail
without leadership focus
 Focus
 Monitoring
of adults as well as
students
 Teacher
efficacy

What’s our initiative inventory?

What’s the range of implementation?

What’s the impact on student
achievement?
HIGH
I
M
P
A
C
T
LOW
LEAD
WEED
IMPLEMENTATION
INVEST
EVALUATE
HIGH
Chart your own initiatives on the
template…
“If you need to cut programs during
times of economic stress---start by
cutting what’s not working!!!”
---Reeves
Literacy Protocol
A Simple Model for Decision-Making
Focusing Four Model
1.
2.
Always ensure that your
group knows their purpose
(and their NON-purpose)
Skillful leaders can look back
and see evidence of a variety
of different strategies for
decision-making
“Round Robin Protocol”
“ There can be no significant learning
without significant relationships.”
---Comer
“Character is the defining characteristic
of authentic leadership.”
---Sergiovanni
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“Relational trust is central to building
effective educational communities
“Trust erodes when incompetence is not
addressed.”
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Honesty and Trustworthiness
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Caring and Personal Regard
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Competence

Openness and Collegiality
“ Due to the hierarchical nature of our
schools, the burden of developing
trust falls upon the school leaders.”
“Trustworthy leadership is at the heart
of successful schools.”
Jigsaw in Groups of 3:
Everyone: Page 149
Person #1: Pg. 150-153
Person #2: 161-162
Person #3: 163-164
Ideas and examples: Communicating
your vision, values, and priorities
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What’s been most valuable?
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After today’s learning, what will you do
◦ More of?
◦ Less of?
◦ Better?
◦ Differently?