L5 facilitators’ workshop Copyright Principals Australia 2008.

L5 facilitators’ workshop

Copyright Principals Australia 2008

Learn:Lead:Succeed

• A resource for building leadership in schools

• Develops the L5 into a professional learning resource - not a program

• Part 1 invites school leaders to build leadership

• Part 2 has five sections – one per proposition.

2

Learn:Lead:Succeed

Variation on ‘Exploring leadership’ p351. What do ‘good’ leaders do?2. Choose five-ten characteristics and

write one on each of the sticky notes.

3. Each person lays theirs on the table and explains why they have chosen them.

4. As a group decide on how you can clump these to make more sense of them.

3

Leadership starts from withinLeadership is about influencing others

Leadership develops a rich learning environmentLeadership builds professionalism and management

capabilityLeadership inspires leadership actions and aspirations in

others


Leadership develops a rich learning environmentLeadership builds professionalism and management capabilityLeadership inspires leadership actions and aspirations in others





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1

Leadership starts from

within

• Beliefs• Values• Integrity• Knowledge • Vision• Responsibility• Commitment• Courage• Resilience• Humour

What words would you choose?

5

Getting started

• The point is not to become a leader. The point is to become yourself, and to use yourself completely…

Bennis

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• What do I know and believe about leadership?

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• Leadership inspires• Good leadership has moral purpose• Leadership is risky business• Strong leadership is not the same as good

leadership• Leadership is about power, and power

has a dark side• Leadership is a buzz• Leadership belongs to women as well as

men• Leadership has presence• Leadership offers service• Leadership is everybody’s business

Derek8

The what of leaders

• Leadership is influencing the present so it becomes a better future.

• Leaders know what needs changing and take the responsibility, and have the capability, to influence others to create this change

“I obey a manager because I have to. I follow a leader because I want to.”

Steve Carey, former advisor to Bill Clinton

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• Effective leaders keep it simple• They keep it sensible, and• They challenge the status quo

‘How’ of leadership

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Learn:Lead:Succeed – p33

‘Metaphorical drawing’Questions 1 and 2

• Finally, share your drawing and • Talk about your beliefs about

leadership

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Learn:Lead:Succeed p33

‘Real conversations’

Everyone: What is your moral purpose?

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Leadership needs clarity• In fifteen words or less, write down

your professional purpose – your mission– To support principals and their

associations to build leadership capacity in their schools that empowers staff and students

• In twenty words or less, describe what you do – where the buck stops with you– JH leads the management and growth

of Leaders Lead, builds leadership capacity within APAPDC and supports the CEO to increase APAPDC’s influence

lead support develop

build

13

2

Leadership is about

influencing others

• Power• Relationships• Communication• Respect• Trust • Expectations• Political savvy• Advocacy• Challenge and conflict


14

The good, the bad and the intriguing

• Power over/power with• Powerful/powerless• The dark side

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• The more efficient a force is the more silent and the more subtle it is.

Mahatma Gandhi

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Leadership, power and influence

• Power (potere - to be able) is the ability to change the behaviour, attitudes and beliefs of others

• Influence (influere - to flow in) is the exercise of this power

Understanding influence for leaders at all levelsAustralian Institute of Management

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Sources of power and influence

• Personal • Expert • Legitimate (positional)• Reward• Coercive

1. You get power2. You give it away3. You become more powerful

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• It's a lesson I learned in drama school: the teacher asks, how do you be the queen? And everybody says, 'Oh it's about posture and authority.' And they said, no, it's about how the air in the room shifts when you walk in. And that's everyone else's work.

Meryl Streep

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2

Leadership is about

influencing others

• Power• Relationships• Communication• Respect• Trust • Expectations• Political savvy• Advocacy• Challenge and conflict


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Who do you need to directly influence to fulfil your

purpose?

• List the people/groups (in, out, up, sideways, down) that you most directly have to influence to do your work properly. Check this against your statements

• In pairs, share your list, and push each other to ensure that these are in fact the most critical people

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Powerpacked! (and unpacked)

• Choose someone to facilitate the process

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The L5 Frame

A tool to tell stories,

to interrogate and cultivate leadership, and implement change



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3

Leadership develops a

rich learning

environment

• Intellect• Inquiry• Reflection• Facilitation• Teaching• Openness• Evidence• Collaboration• Dialogue • Rigour


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• Listening is everything. Listening is the whole deal. That's what I think. And I mean that in terms of before you work, after you work, in between work, with your children, with your husband, with your friends, with your mother, with your father. It's everything. And it's where you learn everything.

Meryl Streep

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Utopia? or The ‘best’ professional

development

• Learn:Lead:Succeed p61

26

Leadership starts from within

How are you feeling about your work at the moment?

Leadership is about influencing others

What impact are you having on the people you work with? What impact are you having on the people for whom you provide a service?

Leadership develops a rich learning environment

How have you been learning and supporting others to learn?

Leadership builds professionalism and management capabilities

How are you meeting your work goals? How are you keeping up with developments in your area?What strategies are in place for your work to continue without you?

Leadership inspires leadership actions and aspirations in others

How are you encouraging others to take initiative and responsibility?

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4

Leadership builds

professionalism and

management capability

• Service• Stewardship• Ethics • Accountability• Productivity• Performance • Efficiency• Professional

networks and advocacy


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The accountability game

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5

Leadership inspires

leadership aspirations and actions

in others

• Encouragement• Risk• Opportunities• Mentoring• Coaching• Modelling


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What is inspiration?

Middle English enspiren, from Old French enspirer, from Latin inspirare : in-, into; + spire, to breathe.

• To affect, guide, or arouse by divine influence.

• To fill with enlivening or exalting emotion:• To stimulate to action• To affect or touch• To draw forth; elicit or arouse• To be the cause or source of; bring about:

31

A change of heart

• Leadership is not so much about technique and methods as it is about opening the heart. Leadership is about inspiration—of oneself and of others. Great leadership is about human experiences, not processes.

Lance Secretan

• Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not a routine.

32

Where do you find inspiration?

• People - their stories, their truth, their witness, their actions

• Possibility - for justice, for truth, for beauty, for life

http://www.youtube.com/watch?v=bvPA-53EJL8&feature=related

33

The 8th Habit

The two key strategies for inspiring others to find their voices are:

• Focus – role modelling character and

competence– creating a vision

• Execution – aligning goals and systems to

achieve results– empowering people to release talent

and passion

34

How do you do inspiration?

• Trust in the authenticity of the person is fundamental

• Passion, purpose, connection and meaning help make a leader inspirational.

• The ability to communicate that passion, purpose and meaning to others helps establish the inspirational culture

35

How do you enable inspiration?

Strategically facilitating situations where people are:

• Refreshed in what they already believe

• Stretched to be most productive, focused, and committed, thus most satisfied and proud

• Challenged to confront their beliefs or non-beliefs, their blocks and their fears

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Enabling inspiration

• Choose a particular person who appears to resist or be disengaged.

• What are you doing to contribute to the current situation?

• What strategy could you put in place to inspire her or him to jump in, boots and all?

37


Reflective questions

How is leadership structured in your organisation and what messages does it convey to the community?

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The L5 Frame

A tool to tell stories,

to interrogate and cultivate leadership, and implement change



39

The L5 is a tool to interrogate and

cultivate leadership

• Identify your purpose, challenge or program

• Set your standard– What does good practice in this area

look like?

40

Leading dynamic schools

Statement of purpose

School leaders drive schools that are committed to improving the life chances of all their graduates

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• School leaders are well informed and discriminating about the purposes, opportunities and challenges of contemporary schooling

• School leaders interrogate and cultivate their own leadership practice

Leadership starts from withinLeadership starts from within

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• School leaders engage parents and families as the primary educators of their children

• School leaders engage the school community in dynamic thinking and emergent planning

• School leaders drive an outward-looking school culture and organisation that is responsive to the future needs and opportunities for the school community

Leadership is about influencing othersLeadership is about influencing others

43

• School leaders engage with staff to understand what it means to be responsible, effective and influential professional educators

Leadership develops a rich learning environmentLeadership develops a rich learning environment

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• School leaders build professional capacity with staff so that students’ learning and development is the relentless focus of everything they all do

• School leaders’ professional practice is underpinned by high level strategic and management capabilities.

• School leaders ensure effective school governance

Leadership builds professionalism and Leadership builds professionalism and management capabilitymanagement capability

45

• School leaders embrace the future, developing leadership capacity in all whom they lead.

Leadership inspires leadership actions Leadership inspires leadership actions and aspirations in othersand aspirations in others

46

The L5 is a tool to interrogate and

cultivate leadership

• Identify your challenge or program• Set your standard

– What does good practice in this area look like?

• Investigate– What is current practice?

• Recognise– Where are the gaps between good and

current practice?

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Your purpose

Set your standardWhat does good practice in this area look like?

InvestigateWhat is current practice?

RecogniseWhere are the gaps between good and current practice?

Leadership starts from within

Leadership is about influencing others

Leadership develops a rich learning environment

Leadership builds professionalism and management capability

Leadership inspires leadership actions and aspirations in others

48

Developing leadership capacity

• What area would you like to explore?– As a coach/mentor– Staff generally– Leadership team– Your own– Aspiring staff– Students– Other

• In groups begin to plan a program that you could build on.

49

How will you challenge

the status quo?

50Copyright Principals Australia 2008 Email: [email protected]

L5 facilitators’ workshop Copyright Principals Australia 2008.

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Transcript of L5 facilitators’ workshop Copyright Principals Australia 2008.