Management Philosophy Summary for Educators
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Transcript of Management Philosophy Summary for Educators
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8/14/2019 Management Philosophy Summary for Educators
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Management Philosophy
Summary
Paul Richardson
Copyright 2005 PWR Management Training
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Before You Start
Dedicate yourself to the highest level of
integrity. A leader without integrity is the
most damaging circumstance anorganization can experience.
Never waste time trying to skirt or bend
the rules. If they truly are in the way of
achieving your mission, work with
legislators, etc. to change them.
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Unifying Principles
Write down your unifying principles, the
virtues you value personally.
Strive to live your life so that youractions, thoughts and beliefs are
consistent with those principles.
If you act, think or believe inconsistently
with your unifying principles you will not
be productive OR happy.
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Management is a Highly
Intellectual Pursuit To get world-class results a manager
must constantly THINK creatively about:
The mission The current situation
The team and the individual and group skillavailable for improved performance
When to demand, when to ignore, when tosuggest
When to give someone a careeropportunity
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Mission/Goals
You must have a worthy mission that is
well defined and easily defensible.
You must have measurable goals that tie
directly to the mission.
You must CARE PASSIONATELY about
fulfilling your organizational mission.
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Knowledge/Truth
You must know enough to have the first
few steps in mind.
You must never stop learning
You must adjust your actions to the
current situation and the results of your
previous actions.
That is, a closed loop approach relating
to objective data is vital to progress
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Philosophy
Attitude is key to positive results
We can and must DECIDE to have a positive attitude.
Positive attitudes are contagious. The opposite is also
true. Can-do is the way to approach challenge
Results follow expectations
High expectations give high results
Low expectations give low results
Teamwork is vital to success Allow/Expect everyone to contribute their ideas
Expect the highest levels of integrity and professionalismat all times
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Integrity Elements
Always tell the truth, regardless of peoples willingness to hearit. This is especially critical with respect to your ability to faceyour own shortcomings honestly and do your best to correctthem. That is, lying to yourself is the absolute worst thing you
can do. Always support your boss(es) to those who work for you. If you
disagree with your boss have the professionalism to talk to himabout it directly. Criticizing the boss or organization to yoursubordinates is extremely damaging to all (including youpersonally).
Never criticize a subordinate to others. Give them yourobjective feedback personally.
Never violate the rules of the road. That is, if your desiresconflict with those of your bosses, the bosses have the right ofway. Feel free (and obligated) to let them know you think theyshould modify their stance but if they wont you are required toexecute their wishes or resign your position.
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Requirements of a
Performance Organization
Eliminate political correctness as it
chokes off the truth. R.I.P.
Expectation of Intellectual Honesty
Expectation of Robust Dialogue
Truth over harmony then truth and
harmonyDevelop mental toughness Every hire and tenure decision is critical
to upgrading organizational strength.
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Required Leadership Skills
and Knowledge
Basic understanding of human
psychology especially motivation and
behavior prediction/modificationtechniques
Basic understanding of the four
responsibilities for managing; PLAN,
ORGANIZE, LEAD, and CONTROL
Realize leadership is not a popularity
contest
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Required Change Leader
Skills Strong understanding of situational leadership
and the nuances of using it.
Understanding of the change process built on
the situational leadership model Understanding of psychological games
Understanding of social styles and their impacton communication
Understanding of delegation and people
development Ability to sell the vision
Successful history of leading significant change
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Get the Facts
In The Notebooks of Lazarus Long, RobertHeinlein states,
What are the facts? Again and again andagainwhat are the facts? Shun wishfulthinking, ignore divine revelation, forget whatthe stars foretell, avoid opinion, care not whatthe neighbors think, never mind theunguessable verdict of historywhat are thefacts, and to how many decimal places? Youpilot always into an unknown future, facts areyour single clue. Get the facts!
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Data is the Lifeblood of
Positive Change All teachers and schools will assess student
achievement on a regular ongoing basis.
All principals will be expert on the data fromtheir teachers and will use it working with
teachers to make adjustments in techniques to
continually improve student achievement
All support activities will be managed with data
to continually improve effectiveness and
efficiency.
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Knowledge/Truth
You must value truth over harmony.
The truth is the lifeblood of your venture. It isfar more important than ruffled feathers. Theperson with ruffled feathers will get over it if theresults are good and if they dont who cares.
Cultivate a climate of Intellectual Honesty
Until you are doing a perfect job personally in
the things you control directly do not use theproblems created by others as an excuse fordelaying positive action on those things you docontrol.
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Required Skills to Lead
Change Listen, listen, and listen some more.
Wander around, learn what is really
happening and what problems present
themselves. Deal with them on the spot
if you can. Writing memos when you
return to your office is a waste of time.
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Managing Your Time
Dont retreat to your comfort zone, the
job you had before
Learn to delegate effectively
Learn to ALWAYS make appointments
to follow-up on tasks assigned and make
sure you do follow-up without fail.
Keep meetings crisp, on time, and to the
point.
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Courage
Driving over a cliff is not courage, it is dumb.
Do things intelligently but dont fail to take
action because it is a daunting task. If it is
required to reach your goal, then figure a way to
do it without loss of life or integrity.
Failing to face up to a problem that requires
your action (uncomfortable or not) is cowardly
and dumb. The cost of ignoring it is alwayshigher than dealing with it when first
recognized.
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Monomaniac
Peter Drucker, the famous managementconsultant said, Whenever anything importanthappens it is because of a monomaniac with a
mission. While that may strike you as overstated you are
well advised to always act and talk supportivelyof the overriding mission you are trying toachieve.
Those you are leading will achieve morebecause you really mean what you say and areconsistently consistent.
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Lastly, ALWAYS
Express Urgency for the Mission
Celebrate Successes
Hire to Improve the Team
Communicate with Your Team
Have Fun