Building a compact Building a compact within your districtwithin your district

New York State Association of New York State Association of Small City School DistrictsSmall City School Districts

20082008

Hopefully I have a unique Hopefully I have a unique perspectiveperspective

Two years looking at the research on Two years looking at the research on leadership and organizational leadership and organizational developmentdevelopment

Twenty-three years as a superintendentTwenty-three years as a superintendent Eighteen in a small cityEighteen in a small city

My basic premisesMy basic premises Leaders need to see organizational behavior through Leaders need to see organizational behavior through

multiple frames in order to make sense of reality, and to multiple frames in order to make sense of reality, and to have multiple leadership strategies at their disposal.have multiple leadership strategies at their disposal.

Success in public education is related to the degree that Success in public education is related to the degree that stakeholders embrace the moral purpose of schools.stakeholders embrace the moral purpose of schools.

Significant change requires purposeful relationships.Significant change requires purposeful relationships. Such relationships are built on trust.Such relationships are built on trust. Trust is the sum of competence and character. Trust is the sum of competence and character. Character is reflected in our ability to make and keep Character is reflected in our ability to make and keep

promises. promises.

What does the literature tell us What does the literature tell us about how organizations function?about how organizations function?

Bolman and Deal…4 Frameworks of Bolman and Deal…4 Frameworks of LeadershipLeadership

Fullan…Change TheoryFullan…Change Theory Goleman…leadership stylesGoleman…leadership styles Covey…both Stephen and Stephen M.R. Covey…both Stephen and Stephen M.R.

and Bryk and Schneider…relational trustand Bryk and Schneider…relational trust Marzanno…the power of a purposeful Marzanno…the power of a purposeful

communitycommunity

The unique aspects of a human The unique aspects of a human service organizationservice organization

Virtually all human service organizations Virtually all human service organizations are not for profit. are not for profit.

People who choose to work in this People who choose to work in this environment have opted not to enter highly environment have opted not to enter highly competitive careers that focus on competitive careers that focus on significant personal financial gainsignificant personal financial gain

People in human service organizations People in human service organizations tend to have higher needs for affirmation tend to have higher needs for affirmation and supportand support

My first question.My first question.

Why are so many leaders clueless Why are so many leaders clueless regarding what is going on in their regarding what is going on in their organization?organization?

Or why did the Secretary of Defense think Or why did the Secretary of Defense think the insurgency in Iraq was a bunch of the insurgency in Iraq was a bunch of dead enders?dead enders?

Bolman and Deal’s 4 Frameworks Bolman and Deal’s 4 Frameworks and a bunch of dead endersand a bunch of dead enders

AttributeAttribute Structural FrameStructural Frame Human Resources Human Resources FrameFrame

Political FramePolitical Frame Symbolic FrameSymbolic Frame

Metaphor for Metaphor for organizationorganization

Factory Factory FamilyFamily JungleJungle TheaterTheater

Central ConceptsCentral Concepts Rules, roles, policyRules, roles, policy Needs, relationshipsNeeds, relationships Power, conflict, Power, conflict, competitioncompetition

Culture, meaningCulture, meaning

Image of LeadershipImage of Leadership Social architectureSocial architecture EmpowermentEmpowerment AdvocacyAdvocacy Inspiration, heroesInspiration, heroes

Basic Leadership Basic Leadership ChallengeChallenge

Align structure to taskAlign structure to task Align organization and Align organization and human needshuman needs

Push agenda, develop Push agenda, develop power basepower base

Create faith and Create faith and meaningmeaning

My next question…My next question…

Do some “styles” of leadership work better Do some “styles” of leadership work better than others?than others?

Goleman’s six leadership stylesGoleman’s six leadership styles

Coercive-compliance…do what I tell youCoercive-compliance…do what I tell you Authoritative-mobilizes toward a goal…Authoritative-mobilizes toward a goal…

come with me!come with me! Affiliative-harmony & emotional bonds…Affiliative-harmony & emotional bonds…

people firstpeople first Democratic-consensus and participation…Democratic-consensus and participation…

what do you think?what do you think? Pacesetting-high standards…do as I doPacesetting-high standards…do as I do Coaching-develops people…try thisCoaching-develops people…try this

Of the stylesOf the styles

2 of the 6 negatively affect climate and 2 of the 6 negatively affect climate and thus performance.thus performance.

One fosters resistanceOne fosters resistance One fosters burnoutOne fosters burnout Situational leadership suggests that each Situational leadership suggests that each

of the frames aligns with a specific of the frames aligns with a specific leadership styleleadership style

Bolman and Deal’s 4 Frameworks and Bolman and Deal’s 4 Frameworks and Goleman’s six leadership stylesGoleman’s six leadership styles

FrameFrame

Leadership Leadership StyleStyle

Structural Structural FrameFrame

Human Human Resources Resources FrameFrame

Political Political FrameFrame

Symbolic Symbolic FrameFrame

AuthoritativeAuthoritative Issues of Policy and Issues of Policy and Procedure…Procedure…

Execution Execution

Policy implementationPolicy implementation Traditional Traditional negotiationsnegotiations

AffiliativeAffiliative Win-win negotiations, Win-win negotiations, Symbolic action, Symbolic action, culture, where we culture, where we take a standtake a stand

DemocraticDemocratic Empowerment, Empowerment, appropriate use appropriate use of shared decision of shared decision makingmaking

Consensus building, Consensus building, second order second order changechange

The 52-48 rule, backing The 52-48 rule, backing off on things more off on things more important to important to othersothers

CoachingCoaching Mentoring, staff Mentoring, staff development, development, leadership leadership developmentdevelopment

Investment in peopleInvestment in people

My conclusion:My conclusion:Human service organizations Human service organizations requires attention to all four requires attention to all four

frameworks and use of all four frameworks and use of all four leadership stylesleadership styles

Especially when engaging in the Especially when engaging in the change processchange process

and…as we talk of issues and…as we talk of issues associated with…associated with…

ReformReform ImprovementImprovement RestructuringRestructuring ……all are forms of change.all are forms of change.

What does it say when I say you What does it say when I say you need to change?need to change?

To staffTo staff I do not like something I do not like something

about you…the way you about you…the way you look, act, talk, think, look, act, talk, think, perform.perform.

What you are doing now, What you are doing now, is not good enough.is not good enough.

You are inadequate.You are inadequate. You are not competent.You are not competent. ““Don’t they think we know Don’t they think we know

what we are doing?”what we are doing?”

To the communityTo the community What we have been What we have been

doing with your kids doing with your kids hasn’t workedhasn’t worked

You have been paying for You have been paying for the wrong thingthe wrong thing

We have been wasting We have been wasting your moneyyour money

The way your were The way your were educated is inadequateeducated is inadequate

Two kinds of changeTwo kinds of change

First order change…change which is an First order change…change which is an extension of current practiceextension of current practice

Second order change…change that Second order change…change that requires a rethinking of basic assumptions requires a rethinking of basic assumptions and or a reordering of beliefs.and or a reordering of beliefs.

In order for schools to begin to In order for schools to begin to approach 2approach 2ndnd order change order change

There must be a moral purpose guiding There must be a moral purpose guiding the changethe change

There must be a high level of relational There must be a high level of relational trusttrust

There must be execution excellenceThere must be execution excellence And all of this must transcend the school And all of this must transcend the school

house and extend into the communityhouse and extend into the community

If you can establish these If you can establish these elements…elements…

You have a chance to move out of You have a chance to move out of “survival mode”“survival mode”

To engage in organizational “creation”To engage in organizational “creation” And to practice…And to practice… Governance and leadership “legacy”Governance and leadership “legacy”

What do we mean by moral What do we mean by moral purpose?purpose?

The sense of purpose that binds us The sense of purpose that binds us togethertogether

A sense of being part of something bigger A sense of being part of something bigger than ourselvesthan ourselves

Which bricklayer would you rather hire?Which bricklayer would you rather hire?

Moral PurposeMoral Purpose

What does it say when I say you What does it say when I say you need to change?need to change?

To staffTo staff I do not like something I do not like something

about you…the way you about you…the way you look, act, talk, think, look, act, talk, think, perform.perform.

What you are doing now, What you are doing now, is not good enough.is not good enough.

You are inadequate.You are inadequate. You are not competent.You are not competent. ““Don’t they think we know Don’t they think we know

what we are doing?”what we are doing?”

To the communityTo the community What we have been What we have been

doing with your kids doing with your kids hasn’t workedhasn’t worked

You have been paying for You have been paying for the wrong thingthe wrong thing

We have been wasting We have been wasting your moneyyour money

The way your were The way your were educated is inadequateeducated is inadequate

What is the moral imperative of What is the moral imperative of school leadership?school leadership?

To our staffTo our staff What we do matters deeply in What we do matters deeply in

the lives of children and the lives of children and societysociety

We can NOT send children out We can NOT send children out unpreparedunprepared

What we do in the classroom What we do in the classroom must reflect the very best in must reflect the very best in practice. practice.

What are the ramifications of What are the ramifications of less than best practice?less than best practice?

Do you want to be part of Do you want to be part of something bigger than something bigger than yourself?yourself?

We really can’t leave any child We really can’t leave any child behind!behind!

To our communityTo our community We want to provide the best We want to provide the best

possible educational possible educational experience for all of your experience for all of your childrenchildren

The world requires a more The world requires a more sophisticated graduate There sophisticated graduate There is no place for the uneducated is no place for the uneducated in the global economyin the global economy

Just like medicine our practice Just like medicine our practice should be improving as we should be improving as we learn more about the brain and learn more about the brain and how children learnhow children learn

We really can’t leave any child We really can’t leave any child behind!behind!

The impact of Moral PurposeThe impact of Moral Purpose To staffTo staff I do not like something I do not like something

about you…the way you about you…the way you look, act, talk, think, look, act, talk, think, perform.perform.

What you are doing now, What you are doing now, is not good enough.is not good enough.

You are inadequate.You are inadequate. You are not competent.You are not competent. ““Don’t they think we know Don’t they think we know

what we are doing?”what we are doing?”

To our staffTo our staff What we do matters deeply in What we do matters deeply in

the lives of children and the lives of children and societysociety

We can NOT send children out We can NOT send children out unpreparedunprepared

What we do in the classroom What we do in the classroom must reflect the very best in must reflect the very best in practice. practice.

What are the ramifications of What are the ramifications of less than best practice?less than best practice?

Do you want to be part of Do you want to be part of something bigger than something bigger than yourself?yourself?

We really can’t leave any child We really can’t leave any child behind!behind!

And in the communityAnd in the community To the communityTo the community What we have been doing with What we have been doing with

your kids hasn’t workedyour kids hasn’t worked You have been paying for the You have been paying for the

wrong thingwrong thing We have been wasting your We have been wasting your

moneymoney The way your were educated The way your were educated

is inadequateis inadequate

To our communityTo our community We want to provide the best We want to provide the best

possible educational possible educational experience for all of your experience for all of your childrenchildren

The world requires a more The world requires a more sophisticated graduate There sophisticated graduate There is no place for the uneducated is no place for the uneducated in the global economyin the global economy

Just like medicine our practice Just like medicine our practice should be improving as we should be improving as we learn more about the brain and learn more about the brain and how children learnhow children learn

We really can’t leave any child We really can’t leave any child behind!behind!

I do not think we emphasize I do not think we emphasize our moral purpose enough.our moral purpose enough.

And Jamie’s old employers And Jamie’s old employers certainly do emphasize theirs.certainly do emphasize theirs.

Its all about relationshipsIts all about relationships

If I ask you to change, and expect you to If I ask you to change, and expect you to do it…do it…

We need to have some kind of relationship We need to have some kind of relationship and…and…

It has to be dependent on some level of It has to be dependent on some level of trust.trust.

Trust is the keystone to all relationships.Trust is the keystone to all relationships.

Trust exists on multiple levelsTrust exists on multiple levels

Competence.Competence. Do I know what I am Do I know what I am doing?doing?

You can not lead if you can not manage.You can not lead if you can not manage. Competence is capability and results…Competence is capability and results… It is demonstrated every day by executionIt is demonstrated every day by execution Character.Character. Can you believe I am doing Can you believe I am doing

this for the right reasons?this for the right reasons? Character is integrity and intent. Character is integrity and intent.

One never takes trust for grantedOne never takes trust for granted

An effective leader is constantly engaged An effective leader is constantly engaged in relationship building…in relationship building…

Constantly engaged in building moral Constantly engaged in building moral purpose…purpose…

Constantly linking relationships with moral Constantly linking relationships with moral purpose.purpose.

Constantly demonstrating competence Constantly demonstrating competence through execution excellence.through execution excellence.

By definition…By definition…

One is in the survival mode when there One is in the survival mode when there are serious unresolved issues of trustare serious unresolved issues of trust

How do Board’s of Education and How do Board’s of Education and Senior Executive Leadership…Senior Executive Leadership…

Build TrustBuild Trust Inspire TrustInspire Trust Nurture TrustNurture Trust Maintain TrustMaintain Trust

Self trustSelf trust Relational trustRelational trust Organizational trustOrganizational trust Community trustCommunity trust Social trustSocial trust

The link to community is The link to community is all about trustall about trust

The is no change without relationships.The is no change without relationships.

There are no relationships without There are no relationships without trust.trust.

TrustTrust

Behaviors that…Behaviors that… Build TrustBuild Trust Establishing dignity as a core Establishing dignity as a core

valuevalue Treating people with kindness Treating people with kindness

and courtesyand courtesy Loyalty to the absentLoyalty to the absent Transparency AND Transparency AND

confidentialityconfidentiality Accepting, even welcoming Accepting, even welcoming

dissentdissent Acting in the common interestActing in the common interest ApologizingApologizing Making and keeping Making and keeping

promisespromises

Compromise TrustCompromise Trust Stripping people of their dignityStripping people of their dignity Acting unkindly Acting unkindly Gossip…talking behind Gossip…talking behind

people’s backspeople’s backs Undue secrecy Undue secrecy Acting in self interestActing in self interest Labeling people as enemiesLabeling people as enemies ““us vs. them” mentalityus vs. them” mentality Denying mistakesDenying mistakes Breaking promisesBreaking promises

More than any single behavior, More than any single behavior, trust is established by…trust is established by…

Doing what it was you said you were going Doing what it was you said you were going to do…to do…

Making…Making… and keeping and keeping PROMISESPROMISES

What are the essential promises What are the essential promises you are willing to make to…you are willing to make to…

Each otherEach other Your staffYour staff Your communityYour community

Be careful…Be careful…

We must not promise what we ought not, We must not promise what we ought not, lest we be called on to perform what we lest we be called on to perform what we cannot.  ~Abraham Lincolncannot.  ~Abraham Lincoln

Think it throughThink it through

Those that are most slow in making a Those that are most slow in making a promise are the most faithful in the promise are the most faithful in the performance of it.  ~Jean Jacques performance of it.  ~Jean Jacques Rousseau Rousseau

Follow with commitmentFollow with commitment

Unless commitment is made, there are Unless commitment is made, there are only promises and hopes; but no plans.  only promises and hopes; but no plans.  ~Peter F. Drucker~Peter F. Drucker

And execution And execution

It is an immutable law in business that It is an immutable law in business that words are words, explanations are words are words, explanations are explanations, promises are promises but explanations, promises are promises but only performance is reality.  ~Harold only performance is reality.  ~Harold GeneenGeneen

Therefore…Therefore…

As a taxpayer, what promise are you As a taxpayer, what promise are you willing to make to me…willing to make to me…

As a parent…As a parent… As a teacher…As a teacher… As a student…As a student… What will you promise me?What will you promise me?

The four promises every school board The four promises every school board ought to be able to make to its ought to be able to make to its

community…community…

A promise about safetyA promise about safety A promise about instructionA promise about instruction A promise about stewardshipA promise about stewardship A promise about how we treat A promise about how we treat

each othereach other

Safety involves…Safety involves…

Security against outside threatSecurity against outside threat Safe and orderly environmentSafe and orderly environment

InstructionInstruction

Highly competent staffHighly competent staff Tried and true methodsTried and true methods Appropriate programAppropriate program Never giving up on childrenNever giving up on children

StewardshipStewardship

Good solid business practicesGood solid business practices Maintenance of investmentsMaintenance of investments Prudence in expendituresPrudence in expenditures

How we treat each otherHow we treat each other

Polite, open interactionPolite, open interaction TransparencyTransparency ListenListen InclusiveInclusive Create a culture where the inherent dignity Create a culture where the inherent dignity

of each individual is valuedof each individual is valued

Think about making the four Think about making the four promisespromises

The benefits of the conversationThe benefits of the conversation The chance to engage the community and The chance to engage the community and

staffstaff And most importantly,And most importantly, The moral compass you provide for The moral compass you provide for

yourselfyourself

In the end…as leaders we are one In the end…as leaders we are one of three stages…of three stages…

Survival, where trust and competence is Survival, where trust and competence is not firmly establishednot firmly established

Creation, where we can engage in 1Creation, where we can engage in 1stst order change and establish the visionorder change and establish the vision

Legacy, where the organization achieves Legacy, where the organization achieves moral purposemoral purpose

The legacy leader…The legacy leader…

Is known for the leaders she has helped developIs known for the leaders she has helped develop Has light footprintsHas light footprints Takes the lead in tough issues, lets others forge Takes the lead in tough issues, lets others forge

forward in easier issuesforward in easier issues Sees herself as a servant to the moral purpose Sees herself as a servant to the moral purpose

of the schoolof the school When making and keeping promises, “It is not When making and keeping promises, “It is not

the oath that makes us believe the man, but the the oath that makes us believe the man, but the man the oath.”  ~Aeschylusman the oath.”  ~Aeschylus

For further information…

My conceptual framework is base on the work of several scholars

There is high quality training that essentially implements this scholarship

Franklin Covey implements the work of Stephen Covey

Gary McGuey does foundational work in building capacity for inspiration among teachers

Links follow for both.

The Challenge of GreatnessThe Challenge of Greatness

The Four Imperatives of Leadership - Click Here

Leading at the Speed of Trust - Click Here

Leadership Modular Series - Click Here

4 Disciplines of Execution - Click Here

The xQ (Execution Quotient survey) - Click Here

The 7 Habits of Highly Effective People –

Click Here

Short video link – Click Here

Click Here for more information regarding the Organizational Greatness process

FranklinCovey Client PartnerBret DavisCell: 610-213-4791Office: 610-630-5634Fax: 610-630-5635bret.davis@franklincovey.com

We help Education Organizations build the culture that produces great results

Leadership is communicating to people their worth and potential so clearly that they come to see it in themselves. This is the objective of the Inspirational Teacher process. By modeling principles, respecting, listening and building relationships, we challenge students to aspire to and attain higher expectations, thereby developing future leaders.

The Inspirational Teacher workshop

www.theinspirationalteacher.com

garymcguey@theinspirationalteacher.com

My Info…

Dr. Stephen Uebbing Warner School of Education University of Rochester Box 270425 Dewey Hall Rochester, NY 14627 E mail suebbing@warner.rochester.edu Or sju4@yahoo.com Telephone…585-489-5461