Systems Leadership Final

8/14/2019 Systems Leadership Final

1/16

[1]

Cinco Delgado EDAD 7581

THE FIVE PRACTICES OF EXEMPLARY LEAD

1 Modelthe Way2 Inspire

a Shared Vision

3 Challengethe Process

4 Enableothers to Act

5 Encouragethe Heart

!


2/16

[2]

#1 Model The Way

To Model the Way, you nd yourvoice by clarifying your personal

values and set the example by aligning

personal actions with shared values.To effectively model the behavior they

expect of others, leaders must rst be

clear about guiding principles. Theymust clarify values. Exemplary leaders

go rst. They go rst by setting theexample through daily actions that

demonstrate they are deeplycommitted to their beliefs. Effective

leaders are more than their operational

and strategic plans. They are aboutspending time with someone, of

working side by side with colleagues,of telling stories that made values

come alive, of being highly visible

during times of uncertainty, and ofasking questions to get people to think

about values and priorities. Modeling

the way is about earning the right andthe respect to lead through direct

involvement and action. People follow

rst the person, then the plan.The late Milton Rokeach, one of

the leading scholars and researches inthe eld of human values, referred to a

value as an enduring belief about theway things should be done or aboutthe ends we desire. Values are

principles that are intrinsicallyimportant to us, and its unlikely that

we will easily change them.

Your values are the underlyingprinciples that guide your decisions.

Its absolutely essential that you beclear and mindful of the values that

guide your actions, because yourpersonal credibility depends on it.

LEADERSHIP

Model The WayTitles are granted, butits your behavior that

wins you respect. If you want to gain commitment

and achieve the higheststandards, you must be a

model of the behavior thatyou expect of others. To

model effectively, you must believe in something. As a leader , you are

suppose to stand for yourbeliefs.


3/16

[3]

Identify Your Values

What principles do you wanteveryone to understand and hold as

priorities? Review the list below of

some commonly held values. On theblank lines at the end of the list, add

any values that you think are missing.

Then put check marks next to the seven values that you feel are most

important in the success of yourproject or role.

achievementcaring

caution

challengecommunication

competitioncooperation

creativity

curiositycustomer focus

determinationdiversity

fairness

family timeexibility

freedomfun

growth

honest and integrityhuman relationships

individualism

innovationinvolvement

learningorganization

productivityprotabilityquality

quantityrespect

responsibility

risksecurity

service to othersspeed

task focusteamworkuniqueness

winning__________________________

__________________________

____________________________________________________

____________________________________________________

Clarifying ValuesShared values are theresults of listening,appreciating, buildingconsensus, and practicing

conflict resolution. Forpeople to understand thevalues and come to agree

with them, they mustparticipate in theprocess: unity is forged,not forced.

MODEL THE WA


4/16

[4]

Set Your PrioritiesBecause you hold many values, at times some of them

will be in conict with others. For example, lets say you

identify a new way you can increase your school

districts student transportation productivity andefciency, but it will also lead to some layoffs. In

your decision process, you are likely to weighsuch values as productivity and protability

against, say, loyalty, security, and respect for

employees family needs. This kind of conictcannot be avoided. Its important to achieve a greater

understanding of your priorities so you are better able toresolve inevitable conicts.

To help you be clearer about the priorities of your

values, list the seven values you selected on thelines below. Then distribute a total of 100 points

among the seven. Be sure to assign anumerical value to each of the seven priorities--

if you decide not to assign a numerical value to a

priority, it should not be on your list.

VALUES POINTS

1

2

3

4

5

6

7

Total


5/16

[5]

Model The Way

V A L U E A

L I G N

M E N

TNow think about how your personal values relate to your school districts values. Where isthere alignment? Where do your values and the school districts appear to conict?

PERSONAL VALUES ORGANIZATIONS VALUES ALIGNM(YES/NO)

1

2

3

4

5

6

7

Now think about how your personal values relate to your school districts values. Where is therealignment? Where do your values and the school districts appear to conict?

There is alignment. (Move on)There are conicts. I will do the following to resolve them:

_____________________________________________________________________________________

_____________________________________________________________________________________

____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

____________________________________________________________________________________

_____________________________________________________________________________________


6/16

[6]

Build and Afrm Shared Values

When youre an individual contributor working alone, you might be able touse your personal values as a guide. But when you are a leader, other peoples

values need to be considered if they are going to be committed. Openly discuss the principles that will guide the organizations work. Develop team norms and operating principles.

Align Your Actions with Shared ValuesActions speak louder than words is a common refrain. So it is with your

leadership actions. The extent to which your actions are consistent with your

words that determines your personal credibility. The extent to which youractions are consistent with shared values determines your leadership credibility.

Intentionally reect on the following to align your actions and your values. How do you spend your time? The actual allocation of your time to key

values sends a message. How do you deal with critical incidents? The way you handle specic

important events or episodes in time of stress and challenge can beopportunities for demonstrating commitment to a value.

Do you tell stories about exemplary actions of others? This helps

communicate you are paying attention to what is going on. Do you choose your language carefully and ask questions that probe key

values? Words are very powerful and you need to choose them carefully.

Putting it all togetherThink about the questions and statements above. What does your use of

time, response to critical incidents, telling of stories, and selection of language

say about your values and leadership?

___________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

QUICK TIPS

Model The Way Confront criticalincidents Tell stories Reinforce the behavior

you want repeated


7/16

[7]

#2 Inspire a Shared Vision

Vision is a unique and ideal imageof the future for the common good. To

be able to inspire others you need to

be able to state whats unique anddistinctive about your vision of the

future. You need to be able to

describe it so that people can pictureit in their own minds-- Oh, I see what

youre talking about! And you need totalk about the future, not just the

present, in a way that is appealing to alarge number of people. Your vision

may be compelling to you, but if its

not attractive to others, they will notmove toward it.

In most organizations, fewemployees can answer the question,

Where are we headed? A leader

without a vision has no rallying cry.Once organizations absorb the

obvious wisdom of dening sharedvalues rst , then the next logical

question to be answered by the leader

is, Where are we headed with allthese people who want to work

together?

Too often, however, the questionWhere are we headed? is asked to

soon. There is almost no discussion,

at least in a formal sort of way, of thekey question that comes rst: Whats

important around here?If you choose to violate answering

Whats important around here? rst,youll dene a vision that will not besupported by everyone. And some

people will work actively to sabotageyour vision, because it is not based on

what is important to them.

The keys to developing a mutualvision are to understand that

You cannot mandate the visionor impose it on potential followers.

Like any other product, yourvision is something you must sell.

Leaders simply cannot mandate

their vision and have others help themget there. Therefore, the rst question

an aspiring leader must answer is

what do my people want? and theyneed to remember that leaders dont

sell a vision, they sell the benets ofthe vision.

Inspire A Shared Vision A shared vision gives

people a chance to be asgood as they think theyare. And once the mutual

vision is accepted,everyone shares theresponsibility forattaining it. People are

willing to follow if theyare sold on believing thatfollowing is in their bestinterest.

INSPIRE A SHARED VIS


8/16

[8]

INSPIRE A SHARED V1. The rst step is to project into the future (whatever timeline seems appropriate) and thoroughly describe what itlooks like, sounds like, and feels like having accomplished the shared vision (5 minutes).

Must talk in present tense. Describe what is in this best case scenario. Do not yet describe how. Focus on the sights, sounds, behaviors, and feelings surrounding this accomplishment

Examples Five years later in a schools reform efforts The end of a teams project with students Results from a group of new teachers that focused on classroom management for one year

2. Look back from your projected present and describe how it looked when it started (5 minutes). Must talk in past tense Think about issues, culture, conversations, teachers work, student achievement, etc. Try to remain as tangible as possible

3. Continue looking back from the projected present and discuss how you addressed the starting place and howyou moved from that to the projected present (5 minutes).

Must talk in past tense Directly relate the previous description of how it looked when it started Consider discussing how, when, with what resources and by whom.

4. Return to projected present and discuss if it can get any better than it is or is this as good as it could possible

be? Again, think about how it will look, sound, and feel if it can get even better (5 minutes).

5. Presenter shares with group thoughts about the future and if s/he has gathered (5 minutes).

6. Debrief the process (5-10 minutes).


9/16

[9]

Inspiring A

S H A R E D

V I S I O N

Future: Describe what it looks like, sounds like, feelslikes to have accomplished the shared vision. Must be inpresent tense.

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

Look back from your projected present: Describe how itlooked when it started. Talk in the past tense aboutissues, cultures, conversations...etc.

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

Look back: From your projected present and describe how it looked when it started. Consider discussing how, when,

with what resources and by whom

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________


10/16

[10]

#3 Challenge The Process

To challenge the Process, yousearch for opportunities by seeking

innovative ways to change, grow, and

improve, and you experiment and takerisks by constantly generating small

wins and learning from mistakes. To

be a leader, you need to take risk.Effective leaders nd it easy to risk

because their commitment to thevision is so strong, and clear to them.

Its already there. Thats why theysometimes dont even see the specic

tactic or strategy as risky. When an

effective leader creates mutual valuesas their foundation for dening an

organizations mutual vision andposition, it is soon discovered that

everyone will be willing to take risks to

attain the mutual vision. In fact, thingswont seem very risky.

When leaders and organizationsreect on innovative changes, and

daring adventures, they discover that

with a vision and a solid, well-thought-out strategy, the risks are so well

dened that the entire team almostforgets that the innovation or

adventure was based on some risky

assumption or projection. Wheneverything runs as planned, people in

an organization look on the leader as avisionary. When things dont go well,

they call the leader a foolish risk taker.

Unfortunately, those who do notlearn to love risk close the door to

leadership. The potential negativeoutcome simply seems too large a

hurdle to tackle. And it doesnt help

when most employees nod theircollective heads and say, Its too

risky. Wed better stay where we are.We know the waters too well to

venture into the unknown territory.Lets stay put. Leaders have to

understand the nature of risks. They

have to look at all sides of the issue,the positives and the negatives. Then

theyll have a better chance ofconvincing potential followers why

they should risk.Being a leader is taking a risk. An

idea that isnt risky is hardly worth

calling an idea. The information agehas caused a shift in success. There

is now a necessity for new ideas to be

not just a little off center, butsubstantially different. Really different,

so that there is a new, clear,competitive difference, a reason to do

business with you. If a leaderproposes ideas that cause onlyminimal change in direction, policy,

service, etc...well, the troops wouldprobably have found those without

you. They dont really need your

leadership to make the change.Theyd stumble into the minor

changes by themselves.Effective leaders take risk in the

context of a correct set of balanced

values, when the vision and valuestatements of an organization are

prepared by and for its key players.

Therefore, you take risk that areconsidered by all to be in their best

interest, to reach their vision, not justyours.

Finally, it is important to take risk

because risk give adventure to life andwork. And, remember, you cant do it

alone. You need to model Challengethe Process, and you need to create a

climate where others can do the same.

You need to reward and celebrate risk.

CHALLENGE THE PROCESS

Challenge The ProcessRisk are important forlearning. The only waythat people can learn isby doing things theyve

never done before. Theoverall quality of workimproves when people havea chance to fail. The mosteffective change processesare incremental, not onegiant leap.


11/16


12/16

[12]

#4 Enable Others to Act

To Enable others to Act, you fostercollaboration by promoting

cooperative goals and building trust,

and you strengthen others by sharingpower and discretion.

Leadership is a relationship, and a

good relationship is based on trust.Trust is fostered by listening and

attending to the other person.Its not just what you know and

what you can do that gets thingsdone. Its also who you know. If your

team members are going to perform at

their best, they need to be directlyconnected to the right people for

important sources of support--information, materials, money, and so

on. In the old world of work, the

manager controlled access to thesesources, but in the new world of virtual

information and atter organizations,

that old approach only slows thingsdown. You need to make the

connections and then let your team

members deal directly with theirsources of power.

Effective leaders motivate tocreate momentum. Once leaders attain

a certain mass, things seem tohappen. Leaders need to set thedirection, establish the plan, motivate

others to join the team, and shoot toreach the goal.

What makes effective leaders

effective is their ability to setparameters for people to infuse their

creativity. A powerful way to do this isto create cooperative goals.

Great leaders know that in order tocreate a successful system, they needto be far enough away to lead, but

close enough to relate.

Communication Is Key A good leader spends more

time communicating thandoing anythingelse...communicating with

employees to keep them all working woard th same

goals, and....with his orher customers to keep them abrest of the companysnew activities andservices.

ENABLE OTHERS TO AC


13/16

[13]

To Act

E N A

B L E O T H E R SThink of a time when, as a direct result of something aleader said or did, you felt personally powerful andcapable. Write down the actions the leader took thatcontributed to your feeling powerful, strong, capable, and

effective--the master of your own experience. Be asspecific as you can.

__________________________________________________________ __________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________ __________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

Now think of a time when you felt powerless, weak, andinsignificant as a result of something a leader said ordid. What specifically did he or she do? What are yougoing to do differently?

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________


14/16

[14]

#5 Encourage The Heart

To Encourage the Heart, yourecognize contributions by showing

appreciation for individual excellence

and you celebrate the values and thevictories by creating a spirit of

community.

Recognizing individualcontributions to the values and the

achievements of your project is youropportunity not only to Encourage the

Heart of your team members but alsoto reinforce your project values.

Good leaders know the power of

telling the story. They know they havethe potential to make a positive,

lasting impression on others throughthe recognition they give and the

appreciation they show. Telling a story

about someone in your organization tothe rest of the organization can leave a

lasting, positive impression on another

person that he or she will tell othersabout for years.

Another way to Encourage the

Heart is public ceremonies. Theseserve a powerful purpose. They bring

people closer together. Asorganizations move to a more virtual

world where communication is byvoice mail, e-mail, cell phones, videoconferences, and PDAs, its becoming

more and more difcult for people tond opportunities to be together.

Effective leaders recognize that people

are social animals, and we need to betogether.

Those who are fortunate enoughto have lots of social support are

healthier human beings. Socialsupport is absolutely essential to ourwell-being and productivity.

Celebrating together is one way to getthat essential support.

ENCOURAGE THE HEART

Recognize Individuals Learn how to tell storiesabout individuals toinspire them. It isimportant to provide

specific details thatcapture the shared values,vision, and mission ofyour organization.


15/16

[15]

Think of an individual in your organization that deserves kudos. What did he or she do to exemplify the sharedvalue? Be specic and descriptive.

________________________________________________________________________________________________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________

What story can you tell about this person?

____________________________________________________________________________________________________________________________________________________________________________________________________________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________

____________________________________________________________________________________________________________

When and where can you share this recognition?________________________________________________________________________________________________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________

ENCOURAGE THE HEART


16/16

QUOTES TO REMEMBER What we have here is a tbetween the leader, the followers,

and the organization. If you are to be a leader, youneed to discover your mutual

values, the ones you all want tolive and feel good about. You can make your life your

own by understanding whatmakes you tick.

You must get agreementbetween what your people value

and what the organization values. The mutual values are whatyoull talk about. Always. The secret to creating a visionis rst having dened your shared

values. You must have a credo! Yourcredo is the essence of your

position, your line. An organization can create

high integrity by having a high

degree of organizational identity. There is no such thing as

leadership without risk. Your goal is to persuade

people, not to show them youknow more than they do. There are two types of people:

reghters and arsonist. We wantreghters. You cant lead with memos. People are willing to follow ifthey are made to believe that

following is in their best interest. The only way to motivate

people over the long haul is to sell

the benets of your vision. If your excited, notify your

face. If it looks as if you havent

bought your own idea, why should

anyone else?

Dr. Jean ShumateSuperintendentStanwood-Camano SchoolDistrict

Dan LehrPresidentKiva Conditioning Clubs

WHAT HAVE YOU LEARNED ABOUT YOUR

Systems Leadership Final

Documents

Transcript of Systems Leadership Final