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Title: Early Intervention Leadership Academy


1
Effective Leadership in Early Intervention
  • Session 1 Week 1
  • Frameworks for Effective Leadership
  • Camille Catlett, M.A.
  • Investigator
  • Frank Porter Graham Child Development Institute
  • University of North Carolina

2
Leadership Frameworks
  1. Five Practices of Exemplary Leadership (Kouzes
    Posner, 2002)
  2. 7 Secrets of Exceptional Leadership (Hegarty
    Nelson, 1997)
  3. Project LEADs Seven Dimensions of Leadership
    (Harbin, 2002 Bolman Deal, 2003)
  4. The FISH! Philosophy (Lundin, Paul,
    Christensen, 2000)

3
Leadership Framework 1 Five Practices of
Exemplary Leadership (Kouzes Posner, 2002)
  • Model the way
  • Inspire a shared vision
  • Challenge the process
  • Enable others to act
  • Encourage the heart

4
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Model the Way
  • Commitment 1 Find your voice by clarifying your
    value
  • Look in the mirror
  • Take time for contemplation
  • Write a tribute to yourself
  • Record the lessons from leaders you admire
  • Write your credo
  • Engage in a credo dialog and assessment
  • Collect stories that teach values
  • Audit your ability to succeed

5
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Model the Way
  • Commitment 2 Set the example by aligning actions
    with shared values
  • Create alignment around key values
  • Speak about shared values with enthusiasm and
    confidence even drama
  • Teach and reinforce through symbols and artifacts
  • Lead by storytelling
  • Put storytelling on the agenda
  • Ask questions
  • Keep score
  • Do a personal audit

6
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Model the Way An Example
  • The new superintendent of a major inner-city
    school system inherited a huge budget deficit,
    below-average student test scores, a highly
    diverse student body and many other problems. He
    wanted to demonstrate his commitment to
    improvement in a highly visible manner. On the
    first day of school he held a district-wide rally
    for students, teachers and administrators from
    throughout the district. He wrote a personal
    pledge to all and had a local judge administer
    the pledge as oath before the entire audience. He
    repeated this act each year he was in office.

7
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Inspire a Shared Vision
  • Commitment 3 Envision the future by imagining
    exciting and ennobling possibilities
  • Read a biography of a visionary leader
  • Think about your past
  • Determine the something you want to do
  • Write an article about how youve made a
    difference
  • Write your vision statement
  • Become a futurist
  • Test your assumptions
  • Rehearse with visualizations and affirmations

8
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Inspire a Shared Vision
  • Commitment 4 Enlist others in a common vision by
    appealing to shared aspirations
  • Get to know your constituents
  • Find the common ground
  • Draft a collective vision statement
  • Expand your communication skills
  • Breathe life into your vision
  • Speak from the heart
  • Listen first and often
  • Hang out

9
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Inspire a Shared Vision An Example
  • The early intervention program director asked
    colleagues to have faith that her new project
    would be successful. She said that you really
    have to believe in what youre doing and have the
    conviction that it will happen before you can
    envision it and make it a reality. She shared her
    own genuine excitement with others and saw their
    enthusiasm and energy increase.

10
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Challenge the Process
  • Commitment 5 Search for opportunities by seeking
    innovative ways to change, grow and improve
  • Treat every job as an adventure
  • Seek meaningful challenges for yourself
  • Find and create meaningful challenges for others
  • Add fun to everyones work
  • Question the status quo
  • Renew your teams
  • Create an open-source approach to searching for
    opportunities
  • Send everyone shopping for ideas

11
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Challenge the Process
  • Commitment 6 Experiment and take risks by
    constantly generating small wins and learning
    from mistakes
  • Set up little experiments and develop models
  • Make it safe for others to experiment
  • Break mindsets
  • Break it up and break it down
  • Give people choices
  • Accumulate yess
  • Admit your mistakes
  • Conduct pre- and postmortems for every project

12
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Challenge the Process An Example
  • The president of a charitable organization
    wanted to change the culture from one where
    people were reluctant to take risks for fear of
    failure to one in which everyone admits and
    learns from mistakes. So at the end of a
    fundraising drive he conducted a postmortem
    during which everyone talked about what they
    learned, what went well, what went poorly and
    what they could do better next time. He was also
    the first to admit his mistakes so others felt
    more comfortable doing the same.

13
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Enable Others to Act
  • Commitment 7 Foster collaboration by promoting
    cooperative goals and building trust
  • Conduct a collaboration audit
  • Be the first to trust
  • Ask questions, listen and take advice
  • Always say we
  • Focus on gains, not losses
  • Make a list of alternative currencies
  • Create places and opportunities for information
    interactions

14
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Enable Others to Act
  • Commitment 8 Strengthen others by sharing power
    and discretion
  • Offer visible support
  • Assign critical tasks
  • Enrich peoples jobs
  • Use modeling to develop competencies
  • Stop talking and start building at meetings
  • Enlarge peoples sphere of influence
  • Educate, educate, educate
  • Create a learning climate

15
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Enable Others to Act An Example
  • A school principal needed to make some radical
    changes in order to improve student achievement.
    She created a Leadership Team made up of
    respected teachers and gave them the discretion
    to determine curriculum. To show support for this
    team, at curriculum meetings only the teachers
    sat at the discussion table. Administrators sat
    in chairs around the team to signal that they
    were there to support, not decide.

16
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Encourage the Heart
  • Commitment 9 Recognize contributions by showing
    appreciation for individual excellence
  • Be creative about rewards
  • Make recognition public
  • Provide feedback en route
  • Be a Pygmalion
  • Foster positive expectations
  • Make recognition meaningful
  • Find people who are doing things right
  • Dont be stingy about saying thank you

17
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Encourage the Heart
  • Commitment 10 Celebrate the values and victories
    by creating a spirit of community
  • Schedule celebrations
  • Install a public bragging board
  • Create a commemorative award honoring exemplary
    actions
  • Demonstrate caring by walking around
  • Show passion and compassion
  • Be a cheerleader your way
  • Have fun
  • Set the example plan a celebration right now

18
Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Encourage the Heart An Example
  • An speech-language pathologist wanted to create
    a sense of community. After checking with her
    program director, she installed a bragging
    board in a highly visible location. Whenever she
    wanted to acknowledge a staff member for an
    achievement, she wrote a quick thank you note and
    posted it on the board. Feedback from families
    and other colleagues were also converted to notes
    on the board. Soon other personnel started
    attaching their own notes of thanks and
    celebration.

19
Leadership Framework 2 7 Secrets of Exceptional
Leadership (Hegarty Nelson, 1997)
  • Vision
  • Execution
  • Inspiration
  • Drive
  • Ownership
  • Empathy
  • Devotion

20
7 Secrets of Exceptional Leadership (Hegarty
Nelson, 1997) Vision
  • Vision
  • The force of a leaders conviction and scope of
    vision are often more vital than a position of
    power and authority
  • The exceptional leader keeps one eye on the
    present and one eye on the future
  • An effective vision must be in a constant state
    of dynamic change (i.e., revisioning)
  •  

21
7 Secrets of Exceptional Leadership (Hegarty
Nelson, 1997) Execution
  • Execution
  • Exceptional leaders know that the ability to
    create a vision is not enough.
  • Execution turns a vision into reality
  • Decision making is the Achilles heel for many
    otherwise capable people
  • Think in terms of solutions, not problems. Sadly,
    many people have never learned how to think, only
    what to think.

22
7 Secrets of Exceptional Leadership (Hegarty
Nelson, 1997) Inspiration
  • Inspiration
  • Exceptional leaders create a deep level of trust
    and rapport with people.
  • It is not possible or necessary for you to be
    perfect. In fact it is necessary for you not to
    act as if you were.
  • You can develop the skills to know how to convey
    a vision. To convey it compellingly is as
    critical as the vision itself.
  • People are inspired by powerful, positive,
    meaningful experiences.
  •  

23
7 Secrets of Exceptional Leadership (Hegarty
Nelson, 1997) Drive
  • Drive
  • Drive is often described as a passionate
    commitment to accomplish something significant -
    -a deep and continuous striving to fulfill ones
    potential
  • Exceptional leaders may or may not stand out in a
    crowd, but they are willing to stand apart from
    any person or crowd that will hinder them from
    what they are trying to achieve
  • Do what you value and what excites you. You may
    not change the world, but you can change your
    world.

24
7 Secrets of Exceptional Leadership (Hegarty
Nelson, 1997) Ownership
  • Ownership
  • Dont take setbacks personally, and distinguish
    between having a failure and being a failure
  • Fully accept personal responsibility, for
    successes and failures
  • Ownership focuses a persons attention like a
    laser. Research has shown that ownership impacts
    how a person sees the world and what things in
    that world are important.

25
7 Secrets of Exceptional Leadership (Hegarty
Nelson, 1997) Empathy
  • Empathy
  • To be effective, leaders must be focused
    (communicating in ways that are understood by
    all), flexible (willing to change when necessary)
    and fair (treating each person as a distinct and
    valuable individual)
  • When necessary, exceptional leaders accept being
    disliked and misunderstood to get the job done.
  • Empathy requires active listening

26
7 Secrets of Exceptional Leadership (Hegarty
Nelson, 1997) Devotion
  • Devotion
  • In addition to the six secrets listed on the
    previous slides, there is a seventh secret that
    is equal to or more valuable than any of the
    others. It is lifelong devotion to improving
    competence in every area of leadership. It
    underscores and integrates all the aspects of
    being an exceptional leader.

27
Leadership Framework 3 Project LEADs Seven
Dimensions of Leadership (Harbin, 2002 Bolman
Deal, 2003)
  • What are the characteristics of effective
    leadership in each dimension?
  • Systems
  • Collaborative
  • Organizational
  • Symbolic
  • Human Resources
  • Political
  • Pedagogical

28
Project LEADs Seven Dimensions of Leadership
(Harbin, 2002 Bolman Deal, 2003) An Effective
Systems Leader
  • An Effective Systems Leader
  • Conceptualizes a comprehensive system
  • Collaboratively develops a vision
  • Articulates vision and encourages others to
    contribute to and embrace vision
  • Thinks ecologically
  • Uses appropriate systems change strategies
  • Reduces anxiety brought about by change

29
Project LEADs Seven Dimensions of Leadership
(Harbin, 2002 Bolman Deal, 2003) An Effective
Collaborative Leader
  • An Effective Collaborative Leader
  • Creates a climate that facilitates
    bridge-building
  • Willingly shares knowledge and skills
  • Uses participatory decision-making
  • Provides glue for collaborative endeavors
  • Recognizes and nurtures leaders
  • Develops collaborative relationships across the
    human services spectrum
  • Develops coordinated policies, system management
    and accountability systems

30
Project LEADs Seven Dimensions of Leadership
(Harbin, 2002 Bolman Deal, 2003) An Effective
Organizational Leader
  • An Effective Organizational Leader
  • Develops policies that support evidence-based
    practices
  • Develops administrative structures to facilitate
    collaboration
  • Develops accessible program information
  • Uses participatory decision-making
  • Develops and uses systematic evaluation
  • Knows the day-to-day nuts and bolts of a system
    as well as applicable rules and regulations

31
Project LEADs Seven Dimensions of Leadership
(Harbin, 2002 Bolman Deal, 2003) An Effective
Symbolic Leader
  • An Effective Symbolic Leader
  • Understands the importance of organizational
    culture
  • Uses symbols, sagas, myths, rituals and
    ceremonies to shape organizational culture
  • Understands the importance of humor, metaphor and
    play
  • Understands the inspiration that stories can
    provide

32
Project LEADs Seven Dimensions of Leadership
(Harbin, 2002 Bolman Deal, 2003) An Effective
Human Resources Leader
  • An Effective Human Resources Leader
  • Has the capacity to motivate others
  • Is skillful at supporting and empowering other
    people
  • Provides a supportive work environment
  • Models life-long learning and motivates
    participation in the learning community
  • Creates a climate that supports risk-taking and
    change

33
Project LEADs Seven Dimensions of Leadership
(Harbin, 2002 Bolman Deal, 2003) An Effective
Political Leader
  • An Effective Political Leader
  • Participates in the policy process
  • Is knowledgeable about relevant laws and policies
  • Communicates with stakeholder groups, policy
    makers and decision makers
  • Uses media to publicize the importance of
    services
  • Embraces results based accountability and shares
    outcome evaluation results
  • Develops the capacity to monitor shifting
    priorities and influences

34
Project LEADs Seven Dimensions of Leadership
(Harbin, 2002 Bolman Deal, 2003) An Effective
Pedagogical Leader
  • An Effective Pedagogical Leader
  • Is knowledgeable about adult learning
  • Possesses knowledge of evidence-based practices
    from multiple fields (e.g., child development and
    learning, health, mental health, adult learning)
    that impact the development of children and their
    caregivers
  • Is skilled at translating research-to-practice
    and evidence-based recommendations into policy
  • Is knowledgeable about resources
  • Provides information to families and other
    constituencies

35
Leadership Framework 4 The FISH! Philosophy
(Lundin, Paul Christensen, 2000)
  • At the Pike Place Market, the fishmongers were
    firing large, slippery fish at each other, making
    spectacular catches and inviting delighted
    customers to try their luck. The market was
    crowded and noisy, but when one of the
    fishmongers focused on a customer, it was like
    they were the only two people in the place.
    Everyone was smiling! And the cash registers were
    ringing like crazy. Why couldn't other workplaces
    pulse with this kind of energy and passion and
    wholeheartedness? They could, if they practiced
    the four tenets of the FISH! Philosophy!"

36
The FISH! Philosophy (Lundin, Paul Christensen,
2000) FISH Philosophy Principles
  • FISH Philosophy Principles
  • Choose your attitude
  • Play
  • Make their day
  • Be there

37
The FISH! Philosophy (Lundin, Paul Christensen,
2000) FISH! Philosophy Principles
  • Choose Your Attitude
  • There is always a choice about the way you do
    your work even if there is not a choice about the
    work itself
  • Be aware of what your attitude is and how it
    affects you and others
  • Once you are aware of the impact your attitude
    has on others, you may view your attitude
    differently, even if the situation or person that
    prompted the attitude hasnt changed

38
The FISH! Philosophy (Lundin, Paul Christensen,
2000) FISH! Philosophy Principles
  • Play
  • Play is not a specific game or activity. It is a
    state of mind that brings new energy to the tasks
    at hand and sparks creative solutions.
  • Approach work, responsibilities and decisions
    with energy and enthusiasm
  • Best innovations come from playing with ideas
  • Play provides the freedom to tap into our inner,
    innovative beings
  • Look at the world creatively and openly, seeing
    all the humor that is there to see

39
The FISH! Philosophy (Lundin, Paul Christensen,
2000) FISH Philosophy Principles
  • Make Their Day
  • If you find your energy lapsing, find someone who
    needs a helping hand, a word of support, or a
    good ear - and make their day
  • Hold a door, say thank you, ask about a persons
    family or simply tell someone how much you
    appreciate them
  • Use stories and memories to engage people
  • Take a genuine interest in the unique gifts of
    others
  • Make the effort to brighten someones day. Be the
    person you want to be.

40
The FISH! Philosophy (Lundin, Paul Christensen,
2000) FISH Philosophy Principles
  • Be There
  • To "be there" is to be fully engaged in the
    moment, inviting opportunities and sharing the
    experience together

41
Pause and Reflect
  • Think back on all the aspects and types of
    leadership you just read about. What is one
    aspect that you can see applying to your own
    work? Is it encouraging the heart? Is it vision
    or drive? Is it being there? How do you see
    using just one of these leadership concepts in
    your own work?

42
Frameworks for Effective Leadership
  • Although it is true that some people are born
    with natural gifts, anecdotal evidence confirms
    that the ability to effectively lead an early
    childhood or family service organization is
    really a collection of skills and dispositions,
    nearly all of which a leader can learn and
    nurture. Effective leadership does not involve
    formulas or quick solutions. It embraces a way of
    thinking about your role and the vital work you
    do every day. The transformation occurs from the
    inside out.
  • Paula Jorde Bloom, 2004
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