Leadership for Leadership for ChangeChange

PARC Lasallian PARC Lasallian InstituteInstitute

Leadership for Leadership for ChangeChange

PARC Lasallian PARC Lasallian InstituteInstitute

Dr. Carmelita I. Quebengco AFSCDr. Carmelita I. Quebengco AFSC

A change leader needs to have a high EQA change leader needs to have a high EQ Four primary domains of EQFour primary domains of EQ

– Personal competencePersonal competence Self-awarenessSelf-awareness Self-managementSelf-management

– Social competenceSocial competence Social awarenessSocial awareness Relationship managementRelationship management

““Those with high EQ live better and more Those with high EQ live better and more effectively in complex times…can handle effectively in complex times…can handle more uncertainty and conflict, and work more uncertainty and conflict, and work

through complex issues in ways that through complex issues in ways that energize than deplete.”energize than deplete.”

A 2002 study of leaders by Goleman A 2002 study of leaders by Goleman reveals 6 leadership styles:reveals 6 leadership styles:

VisionaryVisionary CoachingCoaching AffiliativeAffiliative DemocraticDemocratic Pace SettingPace Setting CommandingCommanding

– The first four styles were associated with The first four styles were associated with positive effects on climate and positive effects on climate and performanceperformance

– The last two styles have a short term The last two styles have a short term positive impact and fail later to because positive impact and fail later to because they demotivate and do not develop they demotivate and do not develop capacity and commitmentcapacity and commitment

– Leaders have to be good at all 4 styles; Leaders have to be good at all 4 styles; to be good in only one is a liabilityto be good in only one is a liability

A 2000 study of 100 highly successful A 2000 study of 100 highly successful head teachers by Hay McBer, et al head teachers by Hay McBer, et al identified 5 characteristics of identified 5 characteristics of effectiveness:effectiveness: Teamwork and developing othersTeamwork and developing others Drive and confidenceDrive and confidence Vision and accountabilityVision and accountability Influencing tactics and Influencing tactics and

politicspolitics Thinking style (the big Thinking style (the big

picture)picture)

The Seven SkillsThe Seven Skills 1/1/

Developing an OverviewDeveloping an Overview Creating a VisionCreating a Vision Identifying Critical Success FactorsIdentifying Critical Success Factors Conducting Self-AssessmentConducting Self-Assessment Selecting ChampionsSelecting Champions Establishing Monitoring and Follow-up Establishing Monitoring and Follow-up

SessionsSessions Maintaining LeadershipMaintaining Leadership

1/ chally.com.mgtskills

Common Mistakes Common Mistakes of Developing Managersof Developing Managers

1.1. Developing an OverviewDeveloping an Overview• Not taking boss’s goals fully into accountNot taking boss’s goals fully into account• Assuming what users need vs. asking Assuming what users need vs. asking

what they want (giving too much of the what they want (giving too much of the wrong kind of help)wrong kind of help)

• Failing to communicate among Failing to communicate among themselvesthemselves

• Using standards only of their own Using standards only of their own discipline rather than flexible standards discipline rather than flexible standards that fit the usersthat fit the users

2.2. Creating a VisionCreating a Vision• Producing short-term results only Producing short-term results only

(crisis management)(crisis management)• Not finding true models of excellence Not finding true models of excellence

to use as a frame of referenceto use as a frame of reference• Forming a private vision incompatible Forming a private vision incompatible

with corporate objectiveswith corporate objectives

3.3. Identifying Critical Success FactorsIdentifying Critical Success Factors• Not looking for underlying causesNot looking for underlying causes• Reading only intuitive issuesReading only intuitive issues• Reading only data and hard issuesReading only data and hard issues• Not willing to take a stand (risk taking)Not willing to take a stand (risk taking)

4.4. Conducting Self-AssessmentConducting Self-Assessment• Not creating an environment to get candid Not creating an environment to get candid

feedbackfeedback• Not verifying their own impressions of their Not verifying their own impressions of their

skillsskills• Not identifying the corporation’s Not identifying the corporation’s

standards of excellencestandards of excellence

5.5. Selecting ChampionsSelecting Champions• Not seeking and developing good Not seeking and developing good

mentorsmentors• Selecting on chemistry aloneSelecting on chemistry alone• Ignoring chemistry and the style of Ignoring chemistry and the style of

subordinatessubordinates

6.6. Monitoring SystemsMonitoring Systems• Relying on the data that’s easiest to getRelying on the data that’s easiest to get• Putting too much confidence in thin Putting too much confidence in thin

evidenceevidence• Not finding the time to establish and Not finding the time to establish and

review controlsreview controls

7.7. Maintaining LeadershipMaintaining Leadership• Failing to reinforce one or two major Failing to reinforce one or two major

themes repetitivelythemes repetitively• Expecting others to be self-motivatedExpecting others to be self-motivated• Under or over utilizing negative Under or over utilizing negative

motivationsmotivations• Not being a team playerNot being a team player

Managers’ Four Sequential Managers’ Four Sequential Learning CurvesLearning Curves

1.1. Self-responsibilitySelf-responsibility

2.2. PrioritizationPrioritization

3.3. DelegationDelegation

4.4. LeadershipLeadership

Your Personal Power BaseYour Personal Power Base 2/2/

CoerciveThe Stick' - what sanctions can you threaten and impost for non-compliance?

RewardThe Carrot' - what rewards (monetary or otherwise) can you promise and deliver?

LegitimateWhat is your position and level of authority in the hierarchy?

Information What facts and data sets are at your disposal?

ExpertWhat expertise, skills and knowledge do you possess?

ReferrentWhat social networkd do you belong to? To what extent do your charm, charisma and personality impress?

2/ Clive Anderson and Marianne Sheppard

What’s the Difference?What’s the Difference? 2/2/

Inifluence Manipulation

* Open * Self-interested * Clear * Covert * Transparent * Underhand

Nelson, N.W. (June 2007) listed Be-Nelson, N.W. (June 2007) listed Be-Attitudes for Managing ChangeAttitudes for Managing Change 1.1. Be able to recognize the need to Be able to recognize the need to

learn from otherslearn from others2.2. Be willing to give up aspects of old Be willing to give up aspects of old

roles while preparing to assume new roles while preparing to assume new onesones

3.3. Be vigilant for ways to do things right Be vigilant for ways to do things right while maintaining sanitywhile maintaining sanity

4.4. Be willing to give up some controlBe willing to give up some control5.5. Be guided by what students need to Be guided by what students need to

be able to do to be successfulbe able to do to be successful

6.6. Be willing to take risks even if the Be willing to take risks even if the system initially seems unfriendly to system initially seems unfriendly to changechange

7.7. Be skilled at turning competitive or Be skilled at turning competitive or independent goals into cooperative independent goals into cooperative ones and gain collaborative partnersones and gain collaborative partners

8.8. Be ready to forgive yourself and Be ready to forgive yourself and others for not being perfectothers for not being perfect

Michael Fullan stresses the need Michael Fullan stresses the need for a leader to be able to catalyze for a leader to be able to catalyze commitment to a compelling vision commitment to a compelling vision and higher performance standards and higher performance standards

in order to build enduring in order to build enduring greatness… greatness…

More specifically:More specifically: Must be attuned to the big pictureMust be attuned to the big picture Sophisticated conceptual thinker who Sophisticated conceptual thinker who

transforms the school through people transforms the school through people and teamsand teams

Display energy, enthusiasm, and Display energy, enthusiasm, and hopehope

Socially responsible to others Socially responsible to others and the environmentand the environment

With a high EQ, able to improve With a high EQ, able to improve relationshipsrelationships

Fosters knowledge seeking and Fosters knowledge seeking and sharing…continuously learns…sharing…continuously learns…accompanies and coaches accompanies and coaches subordinatessubordinates

Forges coherence through checks Forges coherence through checks and balances even for him/ and balances even for him/ herselfherself

Works at leadership sustainability. Works at leadership sustainability. Develops many leaders at different Develops many leaders at different levels and develops quality teachers levels and develops quality teachers who will become future leaderswho will become future leaders

Understands the change processUnderstands the change process– Goal is not innovation but selective, Goal is not innovation but selective,

appropriate change that is coherent and appropriate change that is coherent and with clear goals related to the missionwith clear goals related to the mission

– Ideas are not enough, it is more Ideas are not enough, it is more important to collectively assess, find important to collectively assess, find meaning, and commitment to new waysmeaning, and commitment to new ways

– Appreciate the implementation dip – the Appreciate the implementation dip – the first six months will be bumpyfirst six months will be bumpy

– Listens to resisters and finds ways to Listens to resisters and finds ways to address their legitimate concernsaddress their legitimate concerns

– Able to transform organizational culture Able to transform organizational culture accordingly by changing values and accordingly by changing values and working together to accomplish itworking together to accomplish it

– Knows that finding solutions is Knows that finding solutions is complicated and can not be check listedcomplicated and can not be check listed

In the face of change, sustained In the face of change, sustained

accompaniment and coaching are accompaniment and coaching are necessary.necessary.

Good coaches are dedicated to the Good coaches are dedicated to the development of talent.development of talent.

Successful coaches:Successful coaches: Help their charges develop a Help their charges develop a

program of action to achieve their program of action to achieve their goalsgoals

Create and communicate a Create and communicate a compelling vision of successcompelling vision of success

Teach the skills essential to successTeach the skills essential to success Make the complex simpleMake the complex simple Match assignments to talents of Match assignments to talents of

their chargestheir charges

Consistently build on strengthsConsistently build on strengths Turn less than optimum performance Turn less than optimum performance

into learning experienceinto learning experience Learn to anticipate, teach charges to Learn to anticipate, teach charges to

anticipate, and how to respond before anticipate, and how to respond before it happensit happens

Periodically call for time out to adjust Periodically call for time out to adjust to changing conditionsto changing conditions

Model the kind of commitment and Model the kind of commitment and performance to chargesperformance to charges

Being spiritual = “a life giving force” Being spiritual = “a life giving force” – cut across effective leadership– cut across effective leadership Three quiet virtues – restraint, Three quiet virtues – restraint,

modesty, tenacity (Badaracco, 2002)modesty, tenacity (Badaracco, 2002) Innocence, curiosity, compassion (as Innocence, curiosity, compassion (as

opposed to cynicism, arrogance, and opposed to cynicism, arrogance, and callousness) (Heifetz & Linsky, 2002)callousness) (Heifetz & Linsky, 2002)

Emotional maturity, courage, Emotional maturity, courage, knowledge and know-how (Hackman, knowledge and know-how (Hackman, 2002)2002)

Personal humility and intense Personal humility and intense professional will (Jim Collins, 2001)professional will (Jim Collins, 2001)

Question:Question:

Knowing yourself, what difficulties do Knowing yourself, what difficulties do you think you will encounter in you think you will encounter in getting your proposed project getting your proposed project approved and implemented?approved and implemented?– What would you do to minimize such What would you do to minimize such

difficulties?difficulties?