Leadership
Published on Nov 11, 2016
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MORE DECKS TO EXPLORE
PRESENTATION OUTLINE
Background
What I've done...
Before getting started, I'd like to share a brief background of what I've done professionally to get to this point.
Photo by ~ rohit
Experience
- Mathematics Teacher
- Categorical Programs Advisor
- Assistant Principal Curriculum and Instruction
- Assistant Principal Guidance
- High School Principal
- 2 districts: LAUSD & DUSD
- 3 high schools: Jefferson, Bravo, Warren
I have over 20 years experience as an educator:
10 years in the classroom and 1 as a teacher on special assignment;
6 years as an assistant principal
4th year as the principal
"small town" district vs large bureaucracy
inner city transient community, magnet site not-community based, and stable community
10 years in the classroom and 1 as a teacher on special assignment;
6 years as an assistant principal
4th year as the principal
"small town" district vs large bureaucracy
inner city transient community, magnet site not-community based, and stable community
Photo by knittymarie
What I have Learned
EDUC 524: Leadership
Here's are the salient points that resonated with me and the lessons learned in the EDUC 524 Leadership class.
Leader vs Manager
One of the first key concepts was leader vs manager, two different sides of the leadership house. Each serves a unique function, and they intertwine to support effective leadership in an organization.
Management
- Planning
- Budgeting
- Organzing
- Problem Solving
- Keep trains running on time
The management side of the house deals with logistics, making sure that the structures are in place to ensure the proper day to day functions of the organization. This is what is referred to as "keeping the trains running on time". It is essential to effective leadership, and breeds confidence that the leader can run the organization. On its own, however, it is very limiting and does not draw the best from people or harness the efforts appropriately.
Leadership
- Establish direction
- Align people
- Motivate
- Inspire
- Mobilize organization toward common goal
The leadership side of the house is about purpose, making sure that the people in the organization understand the goals and that they row in the same direction. This is about motivating and inspiring people in the organization to give the extra discretionary effort in support of the vision. It is essential to effective leadership, and breeds commitment and passion - in working toward something bigger than the individual. On its own, however, it can also be very limiting. It is hard to follow purpose and vision if the basic things in the organization do not function well.
Photo by Jair Alcon Photography
BALANCE
A leader must strike the right balance between the management and leadership sides of the house to maximize the efforts and progress of the organization.
Nelson Mandela
One of the articles read early on was Mandela: His 8 Lessons of Leadership by Richard Stengel. It was one of the articles I enjoyed because 1) it was a short and easy read, and 2) this is about a man I deeply respect. He is a difficult leader to emulate, but extremely inspirational.
Lessons of Leadership
- Courage is not the absence of fear - it's inspiring others to move beyond it.
- Lead from the back - and let others believe they are in front.
- Nothing is black or white.
- Quitting is leading too.
Of his 8 lessons, these are the four that struck me most:
1) it is okay as a leader to be fearful, but one must not dwell in that fear, one must move people past the fear that paralyses and defeats the work.
2) it is not important who gets the credit, so long as the goal is accomplished.
3) as leader, it is important to consider all aspects of the issues - solutions aren't clear cut
4) it is important for a leader to know when to back off from an idea or pursuit that can prove to be more damaging in the end
1) it is okay as a leader to be fearful, but one must not dwell in that fear, one must move people past the fear that paralyses and defeats the work.
2) it is not important who gets the credit, so long as the goal is accomplished.
3) as leader, it is important to consider all aspects of the issues - solutions aren't clear cut
4) it is important for a leader to know when to back off from an idea or pursuit that can prove to be more damaging in the end
Photo by Stuck in Customs
Bolman and Deal
Reframing Organizations
The most notable framework for leadership has been Bolman and Deal's Reframing Organizations. The framework relies on the effective use and transition between four different lenses that bring clarity to the issues and work within the organization so that the leader is able to diagnose and identify solutions appropriate for the situation at hand. As leaders, we tend to have lenses that we rely heavily on, it is important to recognize which lens or lenses need to be honed in order to be more effective.
Untitled Slide
The four frames are the human resources, symbolic, structural, and political. Through the leadership assessment, I learned that I was stronger in both the political and human resources frames. In order to continue my development as a leader, I need to have a balanced perspective and be effective in using the four frames.
Key Ideas
There was much more to this class than what I have shared, so here are some key points and take-aways.
Photo by .-. Handle with care .-.
Untitled Slide
- Relationships
- Trust
- WHY
- Build Capacity
Much of the work boils down to relationships, relationships, relationships. Our business is about people - and as a result, our success is dependent on how well we nurture positive and trusting relationships to accomplish the work at hand.
Hand in hand with relationships is trust - a leader must be trustworthy and ethical.
If people don't know why they're doing what they're doing, it won't matter. Leaders must sell the WHY relentlessly, not the what - people care about the WHY.
It is critical to build capacity and draw the best from people - this will support the long term health of the organization, in becoming sustainable, high performing, and responsive.
Hand in hand with relationships is trust - a leader must be trustworthy and ethical.
If people don't know why they're doing what they're doing, it won't matter. Leaders must sell the WHY relentlessly, not the what - people care about the WHY.
It is critical to build capacity and draw the best from people - this will support the long term health of the organization, in becoming sustainable, high performing, and responsive.
Road Ahead
Five Years
So what's next for me?
Opportunities for Growth
- Implement use of four frames
- Find balance between leadership and management
- Communicate relentlessly about the WHY
- Build capacity in others
- Focus on people/relationships
- Complete Ed.D.
I will continue to grow in leading my organization effectively by:
harnessing the power of the four frames
finding balance with the leader and manager sides of the house
focusing on the WHY
building others around me
deepening relationships
and completing my doctorate
harnessing the power of the four frames
finding balance with the leader and manager sides of the house
focusing on the WHY
building others around me
deepening relationships
and completing my doctorate
Assistant Superintendent Ed Services
Leadership Goal
I've shared where I've been and what I've done to get to this point, what I intend to work on to continue my growth.
To What End?
In five years, I would like to be an Assistant Superintendent of Ed Services
To What End?
In five years, I would like to be an Assistant Superintendent of Ed Services
According to Dr. Escalante:
climbing the ladder
And one final lesson learned from Dr. Escalante...
References
- Bolman, L. G., & Deal, T. E. (2013). Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.
- Northouse, P. G. (2015). Leadership: Theory and practice. Sage publications.
- Stengel, R. (2008). Mandela: His 8 lessons of leadership. Time Magazine, 9.
As you make your to the top, you must be willing to shovel other people's crap.
