Initiating Change:Initiating Change:Leading from Your PositionLeading from Your Position

NACADA Summer Institute 2011Joanne K. Damminger, Ed.D.

Salem Community College

Thank you to Ruth Darling, Jenny Bloom , Charlie Nutt, and Pamela Marsh-Williams for content provided in this presentation .

OverviewOverview

Defining Leadership

Leadership Application

Fullan’s Change Framework

Leadership Strategies

Assessment

Impact of Change

Reflections – Just Do It!

Leading Change…ARE YOULeading Change…ARE YOU

A person who makes change happen?

A person who watches change happen?

A person who wonders what happened?

Why?Super, 1980

What We Have Learned This WeekWhat We Have Learned This Week

“The History and Organization of Academic Advising”

Maura Reynolds

Advising is core to the services offered to students

Advising must be congruent with organizational mission

There is need to create shared vision for student success

What We Have LearnedWhat We Have Learned

“Advising and the Campus Environment”

Blane HardingKnow your institution: Organizational structure Leadership Mission and goals Desired outcomes Opportunities No one size fits all

What We Have LearnedWhat We Have Learned“Designing Effective Advisor

Development Programs”

Becky Ryan

Advising is grounded in student success and retention

Advising must be done well

Advisor training and development is crucial to a successful program

What We Have LearnedWhat We Have Learned

“Assessment of Academic Advising”

Charlie Nutt

Advising: Involves developing consensus about

student learning

Involves understanding student learning

Is designed to support improvements in advising that will contribute to improvements in learning

LeadershipLeadershipBurns (1995) posits that leadership is one of

the most studied but least understood concepts on earth.

“I’m talking about leadership as the development

of vision and strategies, the alignment of relevant

people behind those strategies, and theempowerment of individuals to make the

visionhappen, despite obstacles.”

Kotter, 1999

What is Leadership?What is Leadership?

“Leadership is an influencerelationship among leadersand followers [constituents]who intend real changesthat reflect their mutualpurposes” (p. 102).

Rost, 1993

Reflections…Reflections…Take a Minute to STAND…Take a Minute to STAND…

THINK OF: An improvement (change) that you

lead successfullyor

A specific improvement you want to lead (Action Plan)

or A change initiative in which you were

not includedor

All three

What We Know about Successful What We Know about Successful LeadershipLeadership

FIRST: Leaders must know thyself!

SECOND: Leaders must know theCulture/Institution/Organization/Family

• Organizational structure• Leadership• Mission and goals• Desired outcomes• Opportunities• No one size fits all

Leading From Your Leading From Your PositionPositionTHIRD: Adopt a model for

change Examine institutional culture and change Consider data and assessment as key

components of initiatives that focus on change Minimize the risks and calculate the benefits Rebound from setbacks Institutionalize change

You Can Lead from Your Position!

JUST DO IT!

Plan, Act, Observe, ReflectPlan, Act, Observe, Reflect

Lewin; McTaggart

PLAN

ACT

OBSERVE

REFLECT

PLAN

ACTREFLECT

OBSERVE

Five Practices of Five Practices of LeadershipLeadership

1. Model the way2. Inspire a shared vision3. Challenge the process4. Enable others to act5. Encourage the heart

Kouzes and Posner, 2002

Fullan’s Leadership of ChangeFullan’s Leadership of Change

Sense of moral purpose Understanding the change

process Establishing relationships Knowledge creation and

sharing Coherence making

Fullan, 2001

Moral Purpose (MP)Moral Purpose (MP) Act to make a positive difference

in lives of others and the organization (colleagues, administration, faculty, students).

MP is critical to the long-term success of what we do in organizations

Understand the Change Understand the Change ProcessProcess

Recognize change is a process Change is complex and

confusing; 6 guidelines:

Goal is not to innovate the most Best ideas are not enough Appreciate early difficulties

(implementation dip) Redefine resistance as a potential

positive force Change is transforming the culture Never a checklist, always

complexity

Relationship Building Relationship Building

It is important to create and foster relationships with diverse people (people different than you) and groups

Effective leaders foster intentional and purposeful interaction

Knowledge Creation and Knowledge Creation and SharingSharing

There is continual need to increase knowledge in and out of educational organizations

Predicated on first 3 points Moral purpose Understanding change Relationship building

Coherence Making Coherence Making

Ambiguity accompanies change Leaders try to clarify Seeing valuable patterns brings

about coherence Tensions bring about the greatest

accomplishments

Why Resistance to Why Resistance to Change?Change?

Change as loss

Change challenges competence

Change creates confusion

Change causes conflict

Evans, 1996

Goal is to increase fear of “not trying.”

Summary of LossSummary of Loss

Too often we approach change with a powerful double

standard:

We see the value of change,but by other people.

Changes we seek inothers we associate positively withgrowth,

But change that others seek in us, we associate negatively as we experience a sense of lossand resistance.

Evans, 1996

Revisit your Reflections…Revisit your Reflections…

What specific improvement do you What specific improvement do you want to lead?want to lead?

What will you do differently?How will you lead in your culture of

change? Sense of moral purpose Understanding the change process Establishing relationships Knowledge creation and sharing Coherence making

Fullan, 2001

A FEW TIPSA FEW TIPS

TOTO

REMEMBERREMEMBER

Institutionalize the Institutionalize the ChangeChange Create a tangible product to serve

as an example of the accomplishment and guide further improvement

Hold a debriefing meeting Write a report Post results on the web Present at a local or regional conference Prepare a poster session

Be sure to include what has been learned and next steps

Win by the “Littles”Win by the “Littles”

“When leaders deliberatelycultivate a strategy of smallwins, they actively make

peoplefeel like winners and make iteasier for people to want to

goalong with their requests” (p.

211).

Kouzes and Posner, 2002

Avoid “Christmas Tree” EffectAvoid “Christmas Tree” Effect

It is not the goal to have the highest number of

innovative projects that glitter from a

distance.

“So many innovations, so little time.”(Fullan, 2001, p. 36)

Put Your Plan into ActionPut Your Plan into Action

Follow your change model!

Be strategic!

JUST DO IT!Nike, June 1971

Leading From Your Leading From Your PositionPosition

The first responsibility of a leader is to define reality.

The last is to say thank you.

(Max DePree)

ReferencesReferencesBurns, J. M. (1995). Transactional and transforming leadership. In J. T.

Wren (Ed.), The leader’s companion: Insights on leadership through the ages. (pp.100-101). New York: The Free Press.

Collins, J. (2001). Good to great. NY: Collins.Evans, R. (1996). The human side of school change: Reform, resistance,

and the real-life problems of innovation. San Francisco: Jossey-Bass.Fullan, M. (2001). Leading in a culture of change. San Francisco: Jossey-

Bass.Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership:

Realizing the power of emotional intelligence. Boston: Harvard Business Press.

Kotter, J.P. (1999). John P. Kotter on what leaders really do. Boston: Harvard Business Review.

Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge. (3rd ed.) San Francisco: Jossey-Bass.

Cont

ReferencesReferences

Quinn, R. E. (2000). Change the world: How ordinary people can accomplish extraordinary results. San Francisco: Jossey-Bass.

Reiter, A. F. (2005, March/April). “Meet Joe White: New UI president talks about leadership, goals and responsibility.” Illinois Alumni Magazine, 17(5).

Rost, J. C. (1993). Leadership for the twenty-first century.

Westport, CT: Praeger.

Super, D.E. (1980). A life-span , life space approach to career development. Journal of Vocational Behavior, 16, 282-298.

Tinto, V. (1998). Colleges as communities: Taking research on student persistence seriously. The Review of Higher Education, 21(2), 167-177.