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THE SUCCESSION CHALLENGE

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Title: THE SUCCESSION CHALLENGE


1
THE SUCCESSION CHALLENGE
Dean Fink
ISSUES IN SUCCESSION MANAGEMENT
with
Dean Fink
2
(No Transcript)
3
Sustainable leadership
  • Sustainable leadership matters, spreads and
    lasts. It is a shared responsibility that does
    not unduly deplete human or financial resources,
    and that cares for and avoids exerting damage on
    the surrounding educational and community
    environment.
  • Hargreaves Fink 2003

4
Seven principles of sustainable leadership
  • Depth
  • Endurance
  • Breadth
  • Justice
  • It matters
  • It lasts
  • It spreads
  • It does not harm the surrounding environment

Continued
5
of sustainable leadership
Seven principles
  • Diversity
  • Resourcefulness
  • Conservation
  • It promotes diversity cohesion
  • It conserves expenditures
  • (human/material)
  • It honours the past in creating the future

6
Principle 2 Endurance
  • Sustainable leadership lasts. It preserves and
    advances the most valuable aspects of learning
    and life over time, year upon year, from one
    leader to the next.

7
Succession Planning
Ensuring the right person is in the right place
at the right time for the right reasons
8
Succession Management
Succession management involves the long term
development of a pool of well prepared,
contextually sensitive, dedicated leaders who are
available for promotion whenever the need arises
within an organization
9
(No Transcript)
10
Leadership Succession in Three Countries
  • Ontario Canada South Board of Education - 83
    schools
  • Eastern School District 10 schools ( one
    secondary)
  • Midlands Local Authority - 614 schools

11
Generic succession Issues
1. Supply and Demands
2. Warm Bodies or Leaders of Learning
3. Boomers and their Babies
4. Location, location, location
5. Diversity
12
Some Policy Issues
a. Grow your own or hire and hope
b. Hire for potential or existing proficiencies
c. Rotating leaders
d. Unplugging the pipeline
13
Some Procedural Issues
  • Entry and exit strategies
  • Selection strategies (vetting, interviews)
  • Honest feedback
  • Induction processes (the first year)
  • Appraisal of performance
  • Local Politics
  • Preparing faculties for transition

14
1. Supply and Demands
15
Is there a shortage of Qualified Leaders?
There is no shortage of qualified candidates for
the principalship, it makes little sense to rely
on strategies aimed solely at adding more
candidates to the pipeline. Its time to move
beyond the pipeline, away from policies aimed
solely at increasing the number of certified
candidates, and focus far more attention and
resources on reforming policies and practices
to         Adjust incentives and working
conditions to enable non competitive schools and
districts to attract qualified candidates        
Bring local hiring practices into line with
heightened expectations for principals
performance and         Redefine the job
itself in ways that allow principals to
concentrate on student learning above all else. 
The Wallace Foundation (2003). Beyond the
PipelineGetting the principals we need where
they are needed most. Center on Reinventing
Education, available at www.crpe.org , accessed
February 15, 2009, 4.
16
Vickie Elementary Principal
This whole thing with No Child Left Behind,
accountability, data, the amount of paper and
less time for the work I love to do which is
coaching teachers, creating a vision for the
school, being passionate in getting to know the
kids. Doing this kind of work I think has made my
school very special . . . . It is in many ways
the school I had envisaged. The piece I am
frustrated about is how do we get better if we
are so busy spending time with the paper things
we are doing, and we are losing the passion and
the creativity. I feel that so much of what we
do is about aligning documents, making up paper
plans, but for me, the job is creating the story,
somehow the passion is lost.
17
Do we have a supply problem or a demands
problem?
18
2. IMAGE OF EDUCATIONAL LEADERSHIP
Warm Bodies
or
Leaders of learning
19
Leadership is Important
Our conclusion . . . is that leadership has very
significant effects on the quality of school
organisation and on pupil learning. As far as we
are aware, there is not a single documented case
of a school successfully turning around its pupil
achievement trajectory in the absence of talented
leadership. One explanation for this is that
leadership serves as a catalyst for unleashing
the potential capacities that already exist in
the organisation.

Leithwood, K, Day, C. Sammons, P., Harris, A.,
and Hopkins, D. (2008).
20
Four Layers of Knowledge
  • knowledge of the substance/subject matter What
    the work is about?
  • knowledge of how to facilitate the learning The
    how of the work?
  • knowledge of how teachers learn to teach and how
    others can assist their learning The how of
    learning for the previous two layers.    
  • knowledge of how to guide the learning of other
    adult professionals The how of learning for the
    previous three layers.

Stein, M.K. Nelson, B.S. (2003)
21
A Leader of Learning
Theres no way in five years of teaching
experience that a person can know and understand
all three divisions (ages 4 to 16), and that
worries me because, number one, I dont know how
you can support your staff and number two, I
dont know how you can be believable to parents
that you really have a clue on whats going on
for their children. Whereas I pulled on my
experience so often especially working with
parents of special needs kids, but also parents
whose children were struggling in whatever way,
or even parents whose kids were gifted and didnt
understand why we might not want to identify that
particular thing until later in their life.
Canadian elementary prinicipal
22
Warm Bodies
Because the principal must decide which teachers
will receive tenure, it is crucial that
principals have prior experience as teachers and
understand What good teaching is and how to
recognize it. They will be called upon to
evaluate and help struggling teacher, which they
cannot do unless they have experience in the
classroom. . . . People with little personal
knowledge of good Instruction . . . are likely
to rely exclusively on data because they have so
little understanding of teaching.
Diane Ravitch
23
I honestly believe that most principals want to
be educational leaders. I think that there are a
couple things getting in the way. I think that
the expectation of the person still doing those
managerial tasks is part of the problem but I
think the other part and probably the bigger part
of the problem is that Im not so confident that
we have prepared principals to truly do the job
of an educational leader.
American Senior Official
24
PETER DRUCKER
Do you know what business you re in?
25
Diane Ravitch
Our schools will not improve if we continually
reorganize their structure and management without
regard for the essential purpose. Our educational
problems are a function of our lack of
educational vision, not a management problem that
requires the enlistment of an army of business
consultants.
Death and Life of the Great American School System
26
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27
Purpose?
  • Test scores?
  • Over subscribed schools?
  • Customer satisfaction?
  • Short-term achievement targets?
  • Adequate yearly progress?

28
Educational leadership
  • is about a passionate, steadfast, obstinate
    commitment to the enhancement of deep learning
    for all students learning for life, learning
    for understanding, learning for an increasingly
    fluid, messy and risky world.

29
Standards and Sustainability
Testing ? Achievement ? Learning or Learning
? Achievement ? Testing Hargreaves
Fink, 2006
30
What Matters ?
  • What does the focus on standardized outcomes
    determined by external (to schools) testing
    actually stand for and thus do they represent
    valid, worthwhile or meaningful outputs?
  • Does increased emphasis on preparation for the
    tests and the adaptation of teaching and
    curriculum to the requirements of test
    performance constitute worthwhile effects of
    improvement?
  • In terms of economic competitiveness, is what is
    measured here what is needed?

Stephen Ball, The Education Debate
31
The Accountability Question
Do we evaluate what we value or do we value
what we evaluate?
32
The Two Hungers
  • In Africa, they say there are two hungers, the
    lesser hunger and the greater hunger.
  • The lesser hunger is for the things that sustain
    life, the goods, and services, and the money to
    pay for them, which we all need.

33
Left Brain Thinking
Any job that depends on routines - that can be
reduced to a set of rules, or broken down into a
set of repeatable steps is at risk.
Daniel Pink - A Whole New Mind
34
Why Indians cant Fix Your Car
the emerging labor market is not between those
with more or less education, but between those
whose services can be delivered over a wire and
those who must do their work in person or on
site. The latter will find their livelihoods more
secure against outsourcing to distant countries.
You cant hammer a nail over the Internet. Nor
can the Indians fix your car. Because they are in
India.
Michael Crawford
35
Going Deeper
  • The greater hunger is for the answer to the
    question why, for some understanding of what
    life is for.
  • Handy, C. (1997). The Hungry Spirit. London
    Hutchison, p.13.

36
Deep Learning
  • Our educational system does its best to ignore
    and suppress the creative spirit of children.
  • It teaches them to listen unquestioningly to
    authority.
  • It insists that education is just knowledge
    contained in subjects and the purpose of
    education is to get a job.
  • Whats left out is sensitivity to others,
    non-violent behaviour, respect, intuition,
    imagination, and a sense of awe and wonderment.
  • The Body Shop

37
Broad Learning
38
John Adams
I must study politics and war, that our sons may
have liberty to study mathematics and philosophy.
Our sons ought to study mathematics and
philosophy, geography, natural history and naval
architecture, navigation, commerce and
agriculture in order to give their children a
right to study painting, poetry, music,
architecture, statuary, tapestry and porcelain
(McCullough, 2001, pp. 236-237).
39
The Right Side of the Brain
The future belongs to those who do engage the
right side of the brain, with its abilities to
think holistically and long term, recognize
patterns, interpret emotions and nonverbal
communications, . . . . The top jobs of the
future are in the helping professions, designing
new or modifying old products, and creating new
technologies. At the same time we will still
need people who can build houses, repair the
plumbing, put in sewers and attend to all the
services that make modern life livable.
Based on Daniel Pink
40
Breadth
  • Old basics
  • Numeracy
  • Literacy
  • Obedience
  • Punctuality
  • New basics
  • Multiliteracy
  • Creativity
  • Communication
  • Info.Technology
  • Teamwork
  • Lifelong Learning
  • Adaptation Change
  • Environmental Responsibility

41
Five pillars of learning
  • Learning to know
  • Learning to do
  • Learning to live together
  • Learning to be
  • Learning to live sustainably
  • UNESCO Learning The Treasure Within, 1996.

Commitment
42
Leaders of learning
  • are ordinary people who, through extraordinary
    commitment, effort, and determination, have
    become extraordinary and have made the people
    around them exceptional.

Summary
43
Are we hiring and supporting Leaders of
learning or Managers of things ?
44
3. Boomers and their Babies
45
The Vets
Pre -1928
Margaret Thatcher, George H.W. Bush, Queen
Elizabeth II, Jimmy Carter
Shaped By the depression and World War II
Thrifty, corporate structure and chain of command
46
The Silents
1928-1945 (demographic trough)
Woody Allen, Gloria Steinem, John McCain
Influenced by vets and indirectly by depression
and W.W. II
Conformist, play the game, delayed gratification,
intact families
47
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48
The Boomers
First stage 1946-1953
Tony Blair, Bill Hilary Clinton, Bill Gates,
George W. Bush, Prince Charles
Second stage 1953-1963
Steve Jobs, Barack Obama (cusper)
Numbers (competitive), good times (optimism),
television ( informed), Dr. Spock ( indulged),
self absorbed (me generation), live to work
(never really retire)
49
Generation X
(Demographic trough)
1963 -1978
Michelle Obama, Tiger Woods, Michael Jordan,
Michael Dell, Wayne Gretzky
Economic downturn, latch-key kids, Skeptical
(work to live), life-work balance, technological
literacy (solitary)
50
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51
(No Transcript)
52
The Millennials
1978 - 2000
Prince William, Prince Harry, , Lebron James,
Sidney Crosby, Daniel Radcliffe, Britney Spears
Wired, (facebook, My Space, You Tube), good
times, indulged, helicopter parents, work to live
- collaborators, customizers, freedom (
entitlement), speed, entertainment, innovation,
integrity
53
The Future of Leadership ?
One reading of these norms is that this new
generation will burst the bonds of industrial age
structures and cultures and move the education of
our young people into a high-tech era of
collaboration, innovation, and creativity.
Another reading might suggest however, that this
is a generation, that is ill prepared for the
hard work, perseverance, and sustained inquiry
that educational leadership requires and is more
interested in going along, getting along, and
when things get tough, moving along.
The Succession Challenge
54
Are Millennials up to the succession challenge
This is a generation that is more interesting,
more confident, less hidebound and uptight,
better educated, more creative, in some essential
fashion, unafraid OR This is the dumbest
generation that suffers from vigorous
indiscriminate ignorance? No cohort in human
history has opened such a fissure between its
material conditions and its intellectual
attainments. None has experienced so many
technological enhancements and yielded so little
mental progress.
55
4.Location Location Location
56
The World is Flat ?
57
THE WORLD IS SPIKEY
There are many advantages that children can
enter this world with including intelligence,
physical power, and agility, good looks and
caring parents. It also matters where you live
Edward Leamer
58
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59
Deep Learning
  • 30 produce 50
  • The Creative Class
  • Florida, R. (2002). The Rise of the Creative
    Class. New York Basic Books

60
Diversity
Talent Technology Tolerance
61
Attracting Leaders
Aesthetics parks, culture, history, sports
facilities Basic Services affordability,
public transportation, health and educational
facilities, churches Openness - tolerance,
public safety, quality of leadership
Florida, R. (2002). The Rise of the Creative
Class. New YorkBasic Books.
62
Some Operational Issues
a. Grow your own or hire and hope
b. Hire for potential or existing proficiencies
c. Rotating leaders
d. Unplugging the pipeline
63
a.Grow your Own or Hire and Hope
64
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65
Succession Management
identify
recruit
transitions
Appraisal (Feedback)
develop

support
celebrate
select
induct
66
b. HIRING FOR POTENTIAL OR EXISITING
PROFICIENCIES
67
(No Transcript)
68
c. Rotating Leaders
69
d. Unplugging the Pipeline
Assistant principal career position or
Principal in training
70
Pipelines
Pools
Reservoirs
71
In Memory of Jock
72
Succession Management
Succession management involves the long term
development of a pool of well prepared,
contextually sensitive, dedicated leaders who are
available for promotion whenever the need arises
within an organization
73
Succession Planning
Ensuring the right person is in the right place
at the right time for the right reasons
74
1. Supply and Demands
 There are concerns across countries that the
role of principal as conceived for needs of the
past is no longer appropriate. Potential
candidates often hesitate to apply, because of
overburdened roles, insufficient preparation and
training, limited career prospects and inadequate
support.
i Pont, B., D. Nusche and H. Moorman (2008),
Improving School Leadership Policy and Practice
Executive Summaries OECD, Paris, retrieved from,
www.oecd.org/edu/schoolleadership, accessed
December, 2008, 1
75
2. Leaders of Learning
  • is about a passionate, steadfast, obstinate
    commitment to the enhancement of deep learning
    for all students learning for life, learning
    for understanding, learning for an increasingly
    fluid, messy and risky world.

76
3. Leadership and the Millennials
The succession challenge is to rethink our
notions of leadership and of leadership
development designed for another time to
invite, prepare and sustain newer generations to
assume the mantle of educational leadership.
77
4. THE WORLD IS SPIKEY
There are many advantages that children can
enter this world with including intelligence,
physical power, and agility, good looks and
caring parents. It also matters where you live
Edward Leamer
78
Pipelines, Pools, Reservoirs
  • We need to unplug the pipeline, fill up the pool
    and build ourselves a reservoir through
    distributed forms of leadership

79
Learning from Noahs Ark
  • 1 Dont miss the boat

2 Remember were all in the same boat
3 Plan ahead. It wasnt raining when Noah
built the Ark
4 Stay fit. When youre 600 years old,
someone may ask you to do something really big
5 Dont listen to critics just get on with the
job that has to be done
80
Learning from Noahs Ark
  • 6 Build your future on high ground

7 For safetys sake, travel in pairs
8 Speed isnt always an advantage the snails
were on board with the cheetahs
9 When youre stressed, float awhile
10 Remember the Ark was built by amateurs,
the Titanic by professionals
81
11 No matter the storm, theres always a rainbow
waiting
82
The woodpeckers may have to go
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