leading and supporting change: what leaders really do

Alaska School Leadership Institute 2012Rural Alaska Principal Preparation ProjectJune 1, 2012 – Institutionalizing New ApproachesCaptain Cook HotelAnchorage, Alaska

Facilitated ByAl Bertani, Senior Design ConsultantRAPPS ProgramAlaska Staff Development Network

CREATING A VISION ROADMAP

Creating a vision that serves as the glue to hold things together and makes sense to the mind and the heart.

CLARIFYINGWhat is the problem youare trying to solve?

IMAGININGWhat’s the vision or goalthat describes the newdesired state in a compellingway?

VISIONINGHow can the vision becommunicated simply, motivate people, andcoordinate actions?

STRATEGIZINGHow do you build shortand long-term strategiesto help catalyze the vision?

COLLABORATINGWhere do good ideas come from – How do you involve others in creating the vision?

COMMUNICATING THE VISION ROADMAP

Building buy-in requires multiple communication methods and a commitment to stay on message..

SIMPLIFYINGWhat makes for a simple yet compellingvision?

PRACTICINGHow can you turn your vision or goal into a laser speech?

MOTIVATINGHow do great leaders inspire action?

DIAGNOSINGHow do you meet people individually in the change/improvement/transformation?

INFLUENCINGHow can you engage “other influencers” in communicating the vision or goal?

Institutionalizing New ApproachesJune 1, 2012Al Bertani, Session Leader

Real change, improvement, and transformation should impact the culture of the organization. Leaders have to develop strategies to anchor new practices that confront the norms of behavior and shared values that already existed in the organization. Institutionalizing new approaches into the culture of the organization can demonstrate the ultimate impact of any change, improvement, or transformation effort..

INSITUTIONALIZING NEW APPROACHES ROADMAP

Developing strategies to anchor new practices into the norms, values, and culture of the organization.

EVALUATINGHow do you use data to document that the new practices produce better results?

REINFORCINGHow do you celebrate small and big changes, improvements, andtransformations?

RENORMINGHow can you use incentives and rewards to support new norms and shared values?

RECOGNIZINGHow can you acknowledge the contributions of change leaders and ensure their legacy?

PLANNINGHow do you continue to grow and hire new leaders that can build on the new vision?

WHAT LEADERS DO TO INSPIRE

ACTION

TED TALKSIMON SINEK

Stages of ConcernTypical Expressions of Concern About an Innovation

Awareness Informational Personal Management Consequence Collaboration Refocusing

CBAM ProjectResearch and Development Center for Teacher Education

The University of Texas at Austin

Adapted from: Shirley M. Hord, William L. Rutherford, Leslie Huling-Austin, and Gene E. Hall. Taking Charge of Change, Alexandra, VA: ASCD and Austin, TX: SEDL


SELF

Stages of Concern Expressions of Concern

Activities

AWARENESS I am not concerned about it.

INFORMATIONAL I would like to know more about it.





TASK





Activities

PERSONAL How will using it affect me?

MANAGEMENT I seem to be spending all my time getting materials ready.

CONSEQUENCE How is my use affecting kids?


IMPACT


Activities

COLLABORATION How can I relate what I am doing to what others are doing?

REFOCUSING I have some ideas about something that would work even better




Levels of Use of the Innovation

Non-Use Orientation Preparation Mechanical Routine Refinement Integration Renewal




Typical Behaviors

Levels of Use Behavioral Indices of Level

Non Use No action is being taken with respect to the innovation.

Orientation The user is seeking out information about the innovation.




Typical Behaviors


Preparation The user is preparing to use the innovation.

Mechanical The user is using the innovation in a poorly coordinated manner and is making user-oriented change.

Routine The user is making few or no changes and has an established pattern of use.




Typical Behaviors


Refinement The user is making changes to increase outcomes.

Integration The user is making deliberate efforts to coordinate with others in using the innovation.

Renewal The user is seeking more effective alternatives to the established use of the innovation.



Jigsaw StrategyWinning Strategy

Jody Spiro – JSD – Spring 2012

Person 1 Pages 10 – 12 (Essential Characteristics)

Person 2 Page 12 and 16

Person 3 Pages 14 – 15 (Early Win Wonder Tool)

Trio Member Notes…

Member 1

Member 2

Member 3

Winning Strategy Advance Organizer

Institutionalizing New Institutionalizing New Approaches Approaches EvaluatingEvaluating

How do you use data to document that the new practices produce better results?

1.What data would you need to collect?

2.How would you use the data?

3.How could the data help advance your efforts?

Institutionalizing New Institutionalizing New Approaches Approaches ReinforcingReinforcing

How do you celebrate small and big changes, improvements, and transformations?

1.How can you identify small changes?

2.What can you do to recognize these changes?

3.How might you celebrate small and big changes?

Institutionalizing New Institutionalizing New Approaches Approaches RenormingRenorming

How can you use incentives and rewards to support new norms and shared values?

1.What incentives and rewards do you hold?

2.How could you use these incentives and rewards?

3.How could you renorm practices and change culture using incentives and rewards?

Institutionalizing New Institutionalizing New Approaches Approaches RecognizingRecognizing

How can you acknowledge the contributions of change leaders and ensure their legacy?

1.What opportunities do you have to recognize people?

2.How could you link acknowledgements with building a legacy?

3.How could recognition activities help renorm the culture?

Institutionalizing New Institutionalizing New Approaches Approaches PlanningPlanning

How do you continue to grow and hire new leaders that can build on the new vision?

1.What leadership vacancies do you project?

2.What do you need in new leaders?

3.How could you build a search process that would help identify “like-minded” leaders?

Our Learning Session… … In

Review What research says about the impact of leadership on student learning?

How can you clarify and imagine your vision?

How do you engage others in the vision through strategies and collaboration?

leading and supporting change: what leaders really do

Documents