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Thoughts to Ponder!

If your organization is not changing at least as fast as the society in which it lives, you could be headed South!

Geeeee . . .We used to get about 15,000 miles on a set of tires and we now can get up to 60,000.Cars used to be “used up” when they had 70,000 miles on them and now we expect cars to last for 200,000 miles.

Geeeee . . . I wonder how they did that?????

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TOTAL LEADERS:

Module 6Creating a Change-Friendly,

Continuous-Improvement Mindset

from the

Cultural Leadership Domain

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PLDC Approach to Leadership Assessment and Development

Total Leaders Framework

Ten Critical Performance Roles of the Total Leader

Strategic Leader Selection (An External Assessment)

Personal Leadership Assessment(Detailed Rubrics for each of the Ten Performance Roles)

Leadership Development Opportunities(For Individuals and Teams

PLDC Training Modules for the Ten Performance Roles)

Performance-Based Electronic Portfolios….(Leaders Demonstrating the Ten Performance

Roles)

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Module 1

Module 2

Module 3

Module 4

Module 5

TL LEADERSHIP DEVELOPMENT MODULES

AUTHENTIC LEADERSHIP: Creating a Consensus Around a Compelling, Future-Focused Organizational Purpose

AUTHENTIC LEADERSHIP: Being the Lead Learner and Creating a Learning Organization

AUTHENTIC LEADERSHIP: Modeling the Organization’s Purpose, Values, and Principles

VISIONARY LEADERSHIP: Employing Win-Win Strategies With Customers and Clients

CULTURAL LEADERSHIP: Creating a Culture of Innovation, Cooperation, Quality, and Success

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Module 6

Module 7

Module 8

Module 9

Module 10

CULTURAL LEADERSHIP: Creating a Change-Friendly, Continuous-Improvement Mindset

CULTURAL LEADERSHIP: Creating Meaning and Ownership Around Organizational Purpose, Values, and Vision

QUALITY LEADERSHIP: Developing and Empowering Everyone in the Organization

QUALITY LEADERSHIP: Creating Feedback Loops for Continuous Improvement and Accountability

SERVICE LEADERSHIP: Managing Toward an Organizational Purpose, Values, and Vision

TL LEADERSHIP DEVELOPMENT MODULES

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• Define and describe, in general terms, what it means to have a change-friendly, continuous-improvement mindset to colleagues and to the staff.

• Provide a convincing rationale as to why creating a change- friendly, continuous-improvement mindset is required for Total Quality Management (TQM) and for organizational security.

• Define and describe, in general terms, the leader’s role in the creation of a change-friendly, continuous-improvement mindset.

• Identify leader behaviors and activities that have the power to create a change-friendly, continuous-improvement mindset.

• Provide a concrete example of a leader who has created and rewarded a change-friendly, continuous-improvement mindset throughout his/her organization.

MODULE 6 Cultural Leadership

OUTCOMESThe Learner will…..

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Today’s Leadership 101

Strategic Design

STRATEGICDIRECTION

STRATEGICALIGNMENT

• Beliefs/Values• Mission• Exit Outcomes• Vision

• People• Practices• Policies• Structures

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STRATEGIC DESIGN Requires

STRATEGIC DIRECTION Requires

STRATEGIC ALIGNMENT Requires

AUTHENTIC LEADERS

Who DEFINE

PURPOSE

VISIONARY LEADERS

Who FRAME VISION

CULTURAL LEADERS

Who DEVELOP

OWNERSHIP

QUALITY LEADERS

Who BUILD

CAPACITY

SERVICE LEADERS

Who ENSURE SUPPORT

TOTAL LEADERS Creating

PRODUCTIVE CHANGE

+ + + +

+

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Key Domains of Total Leaders

AUTHENTIC Purpose

VISIONARY Vision

QUALITY Capacity

CULTURAL Ownership

SERVICE Support

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Establishing the ownership for andcommitment to making productive change

Involving Everyone in the Change Process Developing a Change-Friendly Culture Creating Meaning for Everyone

Primary Sources:Now, Discover Your Strengths, Buckingham and Clifton, 2004The Southwest Airlines Way, Gittell, 2003The New Corporate Cultures, Deal and Kennedy, 1999The Corporate Culture Survival Guide, Schein, 1999Winning, Jack Welch with Suzy Welch, 2005Integrity, Carter, 1996Man’s Search for Meaning, Frankl, 1984The Balanced Scorecard, Kaplan and Norton, 1996

The CULTURAL Domain

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The Moral Foundationof the CULTURAL Leader

the embodiment of honesty, fairness, trustworthiness, honor, and consistent adherence to high-level moral principles

people’s willingness to devote their full energies and talents to the successful completion of undertakings

consistent commitment to maximizing the range of opportunities for success available to organization members

a commitment to achieving and experiencing mutual benefit in the agreements people make and the rewards they obtain

INTEGRITY:

COMMITMENT:

INCLUSIVENESS :

WIN-WIN :

Principles of Professionalism

Core Values

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With a partner,

1. Select one Leadership Domain, one Cultural

Performance Role, and one value or principle of

professionalism for your discussion.

2. Talk about how the Total Leaders Framework can be

applied in your “back home” situations.

ActivityThink – Pair - Share

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1. Read pages 32-33 in the The Personal Leadership Assessment handout.

(Note: The two rubrics for Creating a Change-Friendly,

Continuous-Improvement Mindset are on these pages. The first rubric

is titled “The Concept and Role” and the second is titled “The

Performance.” )

2. Complete the self-assessment (pages 32-33).

3. Place your personal assessment score in the “Present Level of Functioning” box on page 35.

4. Reflect on your assessment and identify the evidence on which you based that assessment.

ActivityHow Am I Doing???

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Developed byCharles J. Schwahn and Beatrice McGarvey

Revised 2006

Shifts and Trends That are Redefining

Organizations, Careers, and Life

Today’s RealitiesTHE FUTURE IS NOW

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Shifts/Trends Sources

• Friedman• Popcorn • Pink • Celente• Yankelovich• Covey• Gates, etc. etc.

• Peters• Bennis• Drucker• Collins• Blanchard• Wheatley• Buckingham, etc.

etc.

Futurists(General)

Futurists(Organizational)

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#1 The Hurried Individual and the Stressed Society

#2 Flexible . . . But Still Work

#3 Transformational Technologies

#4 The High Quality, Global Marketplace

#5 The Adept, Empowered Employee in the Nimble Organization

#6 Total Leader Expectations

#7 Consciousness: The Expanding Frontier

The Shifts and TrendsThe Shifts and Trends

THE FUTURE IS

NOW…..

Today’s Realities

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In your small group,

1. Identify the five future conditions in The Future Is Now

paper that most strongly support the need for leaders

and organizations to Create a Change-Friendly,

Continuous-Improvement Mindset.

2. Use your choices to develop a strong rationale for

Creating a Change-Friendly, Continuous-Improvement

Mindset.

3. Be read to report your rationale to the large group.

ActivityThe Future Is Now!

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Jack on CHANGE……

• When the rate of change inside an institution becomes slower than the rate of change outside, the end is in sight. The only question is when.

• There are no modest revolutions. There are no modest transformations of organizations, either.

Jack: Straight From The Gut, Jack Welch

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ActivityChanges We Face….

In small groups,

Discuss the challenges facing public schools . . . e.g. home schooling, private schools, charter schools, virtual schools, vouchers, etc.

• Are challenges to public schools more prevalent today than in the past? If so, why?

• How are educators reacting to these new challenges? Denial? Defensiveness? Acceptance of the need for change?

• If we were a for-profit organization, what would be our reaction to these “competitive” forces in our industry?

• Do you think Jack Welch’s words in Slide 18 relate to changes in public education?

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In our rapidly changing world,SUCCESS and QUALITY are transitory.

Success and quality were once rather stable terms. Organizations that were successful…..were well….always successful.

What was considered high quality….well…. remained high quality.

Not anymore. Success and quality have to be renewed continuously. So it is with public schools.

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Gates on beingCHANGE-FRIENDLY

From: Business @ the Speed of Thought

“In three years every product my company makes will be obsolete.

The only question is whether we’ll make them obsolete or somebody else will.”

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Does your organization requirea more in-depth CHANGE than this?

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The problem is notthat schools “are NOT what they used to be”…..

The problem ISthat schools “ARE what they used to be!”

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ActivityWhat Do You Think?

With a partner, discuss:

To what degree do you agree with the statements on Slide 23?

Be ready to share your thoughts with the total/larger group.

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Change is Productive When:

It “takes”…things actually change! It leads to consistently improved results

that matter. It leads to better, more effective ways of

operating. It motivates and benefits those involved. It “lasts”…the improvements continue in

the long run.

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Today’s Reality:. . .

Organizations that don’t fail, . . . cannot expect to succeed.

about Risk-taking, Innovation, Change, Competition….

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Seven Secrets of Innovative Organizations

Paraphrasing James M. Higgins, The Futurist, Sept.-Oct. 1995

1. Say that you expect innovation. And mean it!

2. Get creative people working together. Form teams.

3. Reward creativity and innovation. Publicly!

4. Allow mistakes. Maybe even your own.

5. Train people to be creative. Can you do that?

6. Create a change-friendly culture. You can do that.

7. Create opportunities for proactivity. Support it!

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ActivityChange-Friendly Organizations

Individually, identify two organizations (business or non-profit) that you believe are “change-friendly and continuous-improvement” oriented.

In small groups, share your selection and discuss the following:

• Why do you think that these organizations feel a need to be change-friendly?• What do these change-friendly organizations DO that caused you to think that they are change-friendly?• What do these change-friendly organizations have in common?• What might your school do to become more like these well-known change-friendly organizations?• Be prepared to share your thoughts with the total group.

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Creating a Culture of Innovation and Change

• The winners are those who get to the future first.

• Don't expect change to happen if you don't reward innovation, risk-taking, and "good shot" failures. Period.

• Change happens from the inside out.

• Consensus regarding a compelling purpose and core values is a prerequisite to organizational change.

• Would you believe it? Change has to happen when you are at the top of your game, when you are winning.

Change is: ____ An Opportunity ____ A ProblemQuiz!

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From GOOD TO GREAT by Jim

Collins

1. Point to tangible accomplishments – however

incremental at first.

2. Show how these steps fit into the context of an

overall concept that will work.

3. People will see and feel the buildup of

momentum; they will line up with enthusiasm.

The Flywheel Effect

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The Case for: Organizational FORGETTING

“The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.”

Dee Hock, Creator of Visa

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The question is:

Do you really want to?

CHANGE

is more a matter of

CHOICE and WILL

than of

ABILITY or CAPACITY

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From GOOD TO GREAT by Jim

Collins

You must maintain unwavering faith that you can and will prevail in the end, regardless of difficulties, AND at the same time have the discipline to confront the most brutal fact of our current reality.

The Stockdale Paradox

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“Don’t Throw the Baby Out With the Bathwater!”

So, what’s “baby” and what’s “bathwater?”

BABY:Those practices that havetheir roots in:

• research• theory• expert opinion• successful experiences

BATHWATER:Those practices & strategies that are based on:

• tradition• norms• convenience• habit

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ActivityWhat’s Baby….What’s Bathwater?

In small groups:

Identify five significant present educational practices that fit the category of “baby” and five significant present educational practices that fit the “bathwater” category.

Be prepared to share and defend your list with the total group.

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The Critical Dimensions ofMeaningful and Lasting Change

The Personal/Psychological Dimension How does the suggested/demanded change

align with my personal value system? How secure do I feel as a person and as a

member of this organization? Do I have the capacity and the skills to make

this change? What is in it for me? Is the reward worth

the risk?

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The Organizational Culture Dimension Are the heroes/heroines in this organization innovators and

risk-takers? What has happened to people who have risked and failed? Are the norms, traditions, rituals, and stories of my

organization supportive of change?

The Organizational Structure Dimension Is the organizational structure aligned with the vision? Have leaders aligned resources and rewards with the

organization's vision?

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Can we get there from here?

• Let’s not kick ourselves….others are doing that

for us.• Industrial Age schools made sense….

unfortunately, that was in the Industrial Age.• Fixing that starts with a needs assessment or an

internal scan is doomed to “the box.”• We need to move from fixing the old to creating

the new…to the big blank sheet.

In a nutshell . . . we must move the basic structures, attitudes, and practices from the Industrial Age to the Information Age.

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Can we get there from here?

• Everyone remembers the 5th grade…and, sadly, so do

Brian Wilson and the Wall Street Journal.

• The wealthy and powerful are winning the Industrial

Age game called “schooling.”

• Educators know how to do it…..like, really know

how to do it.

• The politicians have grabbed onto the only controller

available to them.

• Boards of Education are...well….Boards of Education.

• The shelf-life of a superintendent is only slightly

longer than that of a green banana.

Oh, but the many sticky forces working on the superintendent.

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Can Education Really Change?

Our Policymakers have LEGALIZED Bureaucratic Industrial Age Schools.

Our Educators have INSTITUTIONALIZED Bureaucratic Industrial Age Schools.

Our Publics have INTERNALIZED Bureaucratic Industrial Age Schools.

Our Media continue to REINFORCE Bureaucratic Industrial Age Schools.

Can it get to the future from here????

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ActivityWhat Can Be Done?

In small groups of three or four,

discuss the following statement/question and be ready to report your group’s response to the total group.

What can be done to create a change-friendly coalition between educators, politicians, parents, and communities?

What can educational leaders do to create significant, meaningful and productive change?

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Contrasting INFORMATION AGEand INDUSTRIAL AGE Paradigms

Industrial Age Paradigm of SCHOOL

Information Age Paradigmof LEARNING SYSTEMS

Specific Studentscan learn

Specific Subjectsin

Specific Classroomson a

Specific Schedulein a

Specific Wayfrom a

Specific Teacher

Anyonecan learn

Anythingfrom

Anywhereat

Anytimein

Anywayfrom

World Wide Experts

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Imagine Education……..

Organized Around Instead Of

Future ConditionsLifeEndsCompetenceEQ and IQOutcomesLearning ResearchPotential

The PastMore School

MeansCurriculum

IQTime

TeachingPrecedents/Standards

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Industrial AgeWords

Information AgeWords

SchoolsClassroomsStudentsInstructionTeachersCurriculumTests

Learning SystemsLearning Environments

LearnersLearning

Learning OpportunitiesLearning Outcomes

Performance Assessments

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ActivityThink – Pair - Share

Let’s try this “vocabulary” concept out.

In small groups, talk about:

What picture do you get in your mind when you use the old vocabulary? The new vocabulary? Try out three or four of the sets of words on slide #44.

Be prepared to share your reactions with the total group.

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ActivityBeginning Your Work

Individually:

Identify two significant opportunities . . . in your present position or in a planned future position … to work toward Creating a Change-Friendly, Continuous-Improvement Mindset.

In groups of four:

Share the two “culture changing” opportunities that you identified.

With the help of other small group members:

Identify four or five leadership action strategies that will help to Create a Change-Friendly, Continuous-Improvement Mindset.

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Refer to page 34 of The Personal Leadership Assessment handout.

1. Create a professional vision of yourself as a leader who is able to Create a

Change-Friendly, Continuous-Improvement Mindset. Write your vision on the

space provided on page 34.

(Note: Page 35 contains a “vision prompt” that you can use or modify if you agree with

all or significant portions of the vision statement. Don’t accept any portions of the vision statement without serious reflection regarding its match with your

personal values and principles.)

Refer to page 35 of The Personal Leadership Assessment handout which

contains a brief planning form titled “Professional Growth Opportunities.”

2. Complete the form and add other learning opportunities if you wish.

ActivityYour Own Development

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Complete the workshop evaluation form provided by the

Pennsylvania Leadership Development Center.

Specifically, the PLDC office is seeking feedback about:

- the worth of the workshop

- the presentation of the workshop

- suggestions for improving the workshop experience

ActivityWorkshop Evaluation