LEADERSHIP:A 360 APPROACH

JOANNE CASHMAN, ED. D.JOANNE.CASHMAN@NASDSE.ORG

703-519-1501

ACSSW CONFERENCE

January 27, 2015

Think about It…

• Do you have a ‘sticky’ trait?

• What one skill or trait has persisted across the years to help you achieve what you have achieved?

As people we know the ‘human side’ is important to gaining our support and

sustaining it.

Does that understanding carry over to

our role as leaders?

Not all leaders have titles.

Leading … and Leading by Convening

• Many want to be more inclusive in their leadership style

o There are specific behaviors that advance or are constrain engagement

oWe can learn to be aware of and change those behaviors

o Engagement is a habit that can be cultivated!

• Leading by Convening: A Blueprint for Authentic Engagement is designed to convey the lessons learned over 15 years

Convening as a ‘New Discipline’

Convening is:

oMore than a meeting

oMore than facilitation

o The beginning of a relationship focused on practice change

Persistent Challenges

• Technical ChallengeRequires information, knowledge or tools

• Adaptive (Relationship) Challenges Requires understanding and a willingness to make behavior changes

Source: Heifetz and Linsky, Leadership on the Line, 2002

Learning that technical solutions are necessary but often not sufficient

Knowing when a persistent problem needs a adaptive (relationship) solution

Building adaptive (relationship) skills as a part of strategy

The Leadership Challenge

Leading by Convening: Framework for Authentic

Engagement

OperationalAdaptive

Leading by Convening

Networking Collaborating Transforming

Depth of Interaction

Informing

Elements of Interaction

Ensuring Relevant Participation

Doing the Work Together

Coalescing around Issues

Habits of Interaction

Technical

Let’s look at the tools for Coalescing

Four Simple Questions Meet the Stakeholders

OperationalAdaptive

Leading by Convening

Networking Collaborating Transforming

Depth of Interaction

Informing

Elements of Interaction

Ensuring Relevant Participation

Doing the Work Together

Coalescing around Issues

Habits of Interaction

Technical

Four Simple Questions

Who cares about this issue and why? What work is already underway

separately? What shared work could unite us? How can we deepen our connections?

Meet the Stakeholders

Relevant Participation Has Several Faces:Range, Frequency, and Role

Range: Power differentialSupporters and criticsPlayers at different levels of scale

Frequency:Episodic or ongoingPredictable interaction, sufficient to build relationshipsOften enough for stakeholders to take roles

Role:Fixed or shared leadership rolesEverybody comes as a learner

Let’s look at the tools for Relevant Participation

Engaging Everybody

OperationalAdaptive

Leading by Convening

Networking Collaborating Transforming

Depth of Interaction

Informing

Elements of Interaction

Ensuring Relevant Participation

Doing the Work Together

Coalescing around Issues

Habits of Interaction

Technical

Engaging Everybody

Let’s look at the tools for Doing Work Together

Problems Come Bundled

OperationalAdaptive

Leading by Convening

Networking Collaborating Transforming

Depth of Interaction

Informing

Elements of Interaction

Ensuring Relevant Participation

Doing the Work Together

Coalescing around Issues

Habits of Interaction

Technical

Problems Come Bundled

Leading by Convening means we…..

• Meet people ‘where they are’ on the issue.

• Bring people together to build support for addressing the issue.

• Convene the stakeholders to discover why this is important and how it will improve practice.

• Translate complex challenges into ways that individuals can contribute.

• Help people ‘lead in place’ regardless of role, position, or title.

• Create new knowledge together.

• Solve complex issues that need the various perspectives/aspects that contribute to problems/solutions.

• Build a personal commitment to working in this way because we believe inclusive work is better and more sustainable work.

• Cultivate the habit of collaboration.

• Integrate collaboration into the identity of the group and the individual.

• Other…..

Let’s look at the tools for Doing Work Together

Measuring Progress

OperationalAdaptive

Leading by Convening

Networking Collaborating Transforming

Depth of Interaction

Informing

Elements of Interaction

Ensuring Relevant Participation

Doing the Work Together

Coalescing around Issues

Habits of Interaction

Technical

Leading by Convening: Bringing It All Together

Measuring ProgressQualitative Rubrics to Quantitative Comparisons

When People Change...Systems Change.Be the change!

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