Turnaround Leaders: Competencies for Success

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Turnaround Leaders Competencies for Success

• Marybeth Flachbart, Ed.D.
• Deputy Superintendent
• mbflachbart_at_sde.idaho.gov

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Competency Theory

• What is a competency?
• How is a competency different from actions?
• What is the benefit of using competencies for
  selection
• Why is the combination of actions and
  competencies so powerful?
• How can competency be built?

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1 Driving for Results

• Concentrate on big, fast payoffs in year 1
• Implement practices even if it requires deviation
• Require all staff to change
• Make necessary staff replacements
• Focus on successful tactics halt others
• Do not tout progress as ultimate success

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2 Influencing Inside and Outside Organization

• Communicate a positive vision
• Help staff personally feel the problems
• Gain support of key influencers
• Silence critics with speedy success

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3 Ability to Problem Solve

• Analytical thinking
• Conceptual thinking
• Measure and report progress frequently
• Ability to change direction if necessary

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4 Showing Confidence to Lead

• Self-confidence
• Stay visibly focused
• Committed and self-assured
• High expectations for self and others
• Mission, vision, understanding of the ultimate
  goal

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You can probably teach a turkey, but it might be
easier to hire a monkey

• Ensure they see the vision
• Use every encounter as an opportunity to
  evaluate, coach and build self-confidence
• Exude positive energy
• Establish trust through candor, transparency and
  credit

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Building Capacity

• Model the process and strategies of making
  unpopular decisions
• Demonstrate curiosity by asking probing questions
• Inspire risk taking by setting the example
• Celebrate at every opportunity
• Jack Welch, Winning

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Contact Us

• Marybeth Flachbart, Ed.D.
• Deputy Superintendent
• Student Achievement and School Improvement
• mbflachbart_at_sde.idaho.gov
• [phone]