Preparing Leadership for the 21 st Century

1. Preparing Leadership for the 21st Century May 9, 2005 Michigan Education Policy Fellowship Program Learning Team Seminar

2. Team Members • Patricia Gilcrest-Frazier • Beatrice Harrison • Viola C. Hubbard • Camille B. Jones • Miguel L. Rodriguez • Krafus Walker

3. Objectives • Participants will be able to distinguish the difference between leadership and management. • Participants will be able to identify influences on leadership as a result of changing demographics (i.e. Culture, Ethnicity, and Economics). • Participants will be able to identify how leaders lead and survive in dysfunctional work groups. • Participants will understand the challenges of leading in education, business, and non-profit organizations.

4. Agenda • Opening Session 1:00 pm – 1:20 pm • Attitude Charades 1:20 pm – 1:30 pm • Leadership in Education 1:30 pm – 2:20 pm • Break 2:20 pm – 2:30 pm • Leadership in Non-Profits 2:30 pm – 3:20 pm • Break 3:20 pm – 3:30 pm • Leadership in Private Business 3:30 pm – 4:20 pm • Break 4:20 pm – 4:30 pm • Every Which Way to Lead 4:30 pm – 4:45 pm • Closing Session 4:45 pm – 5:00 pm

5. Opening Session20 Minutes • Leadership Overview 10 Minutes • Five Dysfunctions 10 Minutes

6. Leadership Overview Pat Gilcrest-Frazier

7. Leadership is…….Kouzes, James M. and Posner, Barry Z., The Leadership Challenge, pg.20 • an identifiable set of skills and practices that are available to all of us. • is a relationship between those who aspire to lead and those who choose to follow.

8. Leadership Framework Fullan, Michael, Leading in a Culture of Change, pgs. 1-11.

10. The Twentieth and Twenty-first Century Organization compared Kotter, John P, Leading Change, pg.172

11. Twentieth Century Bureaucratic Multileveled Organized with the expectation that senior management will manage Characterized by policies that create many complicated internal interdependencies Twenty-First Century Nonbureaucratic, with fewer rules and employees Limited to fewer levels Organized with the expectation that management will lead, lower-level employees will manage Characterized by policies and procedures that produce the minimal internal interdependence needed to serve customers Structure

12. Twentieth Century Depend on few performance information systems Distribute performance data to executives only Offer management training and support systems to senior people only Twenty-First Century Depend on many performance information systems, providing data on customers especially Distribute performance data widely Offer management training and support systems to many people Systems

13. Twentieth Century Inwardly focused Centralized Slow to make decisions Political Risk averse Twenty-First Century Externally oriented Empowering Quick to make decisions Open and Candid More risk tolerant Culture

14. Managers vs. Leaders Covey, Stephen R., The 7 Habits of Highly Effective People, pg.101 Kotter, John P., Leading Change, pg.165

15. Managers know how to plan, budget, organize, staff, control, and problem solve Managers deal mostly with the status quo Management is a bottom line focus: How can I best accomplish certain things? Management is doing things right Leaders create and communicate visions and strategies Leaders deal mostly with change Leadership deals with the top line: What are the things I want to accomplish? Leadership is doing the right things Managers vs. Leaders

16. Leadership Styles Fullan, Michael, Leading in a Culture of Change, pgs.35-49

17. Six Leadership StylesGoleman (2000, pgs. 82-83) • Coercive-the leader demands compliance. (“Do what I tell you.”) • Authoritative-the leader mobilizes people toward a vision. (“Come with me.”) • Affiliative-the leader creates harmony and builds emotional bonds. (“People come first.”) • Democratic-the leader forges consenus through participation. (“What do you think?”) • Pacesetting-the leader sets high standards for performance. (“Do as I do, now.”) • Coaching-the leader develops people for the future. (“Try this.”)

18. Five Practices of Exemplary Leadership Kouzes, James M. and Posner, Barry Z., The Leadership Challenge, pgs.13-20

19. Exemplary Leadership • Model the Way • Inspire a Shared Vision • Challenge the Process • Enable Others to Act • Encourage the Heart

20. Five Dysfunctions Leaders Face Krafus Walker

21. 5 Dysfunctions Leaders Face Taken from “The Five Dysfunctions of a Team “ and “ Overcoming The Five Dysfunctions Of A Team” by Patrick Lencioni

22. 5 Dysfunctions Leaders Face • The dysfunction • How teams operate with the dysfunction • How teams operate without the dysfunction • Suggestions for overcoming the dysfunction • The role of the leader

23. Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST The 5 Dysfunctions Inattention to Results

24. #1—the absence of TRUST • “It simply makes no difference how good the rhetoric is or even how good the intentions are; if there is little or no trust, there is no foundation for permanent success.” • ~Stephen Covey

25. What is TRUST? Think of two people: one that you trust and the other that you don’t. In the context of team building, trust is the confidence among team members that their peers’ intentions are good, and that there is no reason to be careful around the group

26. Members of teams with an with absence of trust . . • Conceal their weaknesses and mistakes from one another • Hesitate to ask for help or provide constructive feedback • Hesitate to offer help outside their own areas of responsibility • Jump to conclusions about the intentions and aptitudes of others without attempting to clarify then • Fail to recognize and tap into one another’s skills and experiences • Waste time and energy managing their behaviors for effect • Hold grudges • Dread meetings

27. Members of trusting teams . . . • Admit weakness and mistakes • Ask for help • Accept questions and input about their areas of responsibility • Give one another the benefit of the doubt before arriving to a negative conclusion • Take risks in offering feedback and assistance • Appreciate and tap into one another’s skills and experiences • Focus time and energy on important issues, not politics • Offer and accept apologies without hesitation • Look forward to meetings and other opportunities to work as a group

28. Overcoming the Absence of Trust • Personal History Exercise • Have team members to answer a short list of questions about themselves • Team effectiveness Exercise • Have team members to identify the single most important contribution that each of their peers makes to the team, as well as the one area that they must either improve upon or eliminate for the good of the team • Personality and Behavioral Preference Profiles • Myers Briggs Type Indicator

29. The Role of the Leader • Demonstrate Vulnerability

30. #2—the fear of CONFLICT • “Much unhappiness has come into the world because of bewilderment and things left unsaid.” • ~Fyodor Dostoyevsky

31. Is conflict ever positive? • What is an example of healthy conflict? • What happens to make it quality? • What doesn’t happen that keeps it good? Teams that engage in productive conflict know that the only purpose is to produce the best possible solution in the shortest period of time

32. Teams that fear conflict . . . • Have boring meetings • Create environments where back-channel politics and personal attacks thrive • Ignore controversial topics that are critical to team success • Fail to tap into all the opinions and perspectives of team members • Waste time and energy with posturing and interpersonal risk management

33. Teams that Engage in Conflict . . . • Have lively interesting meetings • Extract and explore the ideas of all team members • Solve real problems quickly • Minimize politics • Put critical topics on the table for discussion

34. Suggestions for overcoming fear of conflict • Mining • Extracting buried disagreements within the team and sheds the light of day on them • Real Time Permission • Coaching one another not to retreat from healthy debate

35. Role of the Leader • Demonstrate restraint when team members engage in conflict • Personally model appropriate conflict behavior

36. #3—the lack of COMMITMENT • “Always remember the distinction between contribution and commitment. Take the matter of bacon and eggs. The chicken makes a contribution. The pig makes a commitment.” • ~John Mack Carter In the context of a team, commitment is a function of two things: clarity and buy-in

37. Enemies of Commitment:

38. 1. The need for consensus • sometimes in the pursuit of unanimity we seek artificial harmony, and that leads to low levels of commitment.

39. 2. The fear of failure • this is the most common reason people do not commit. They would rather not ever take a stand on something than risk being “wrong.”

40. 3. Lack of communication • if someone is not being heard or listened to, they will not invest in any decisions or goals.

41. Mismatch • a person who is in the wrong position for him or her will not contain the interest or passion necessary to achieve high levels of commitment.

42. A team that fails to commit… • Creates ambiguity among the team about direction and priorities • Watches windows of opportunity close due to excessive analysis and unnecessary delay • Breeds lack of confidence and fear of failure • Revisits discussions and decisions again and again • Encourages second-guessing among team members

43. A team that commits… • Creates clarity around direction and priorities • Aligns the entire team around common objectives • Develops an ability to learn from mistakes • Take advantage of opportunities before competitors do • Move forward without hesitation • Change direction without hesitation or guilt

44. Suggestions for overcoming the lack of commitment • Cascading Messaging • Deadlines • Contingency and Worst-Case scenario Analysis • Low-Risk Exposure Therapy

45. The Role of the Leader • Be comfortable with the prospect of making a decision that ultimately turns out to be wrong • Constantly push the group for closure around issues and adherence to schedules the team has set

46. #4—avoidance of ACCOUNTABILITY • “The secret of discipline is motivation. When a man is sufficiently motivated, discipline will take care of itself.” • ~Sir Alexander Paterson In the context of teamwork, accountability refers specifically to the willingness of team members to call their peers on performance of behaviors that might hurt the team

47. Quick Self Check—see how your team does • 3—usually 2—sometimes 1—rarely _____ We call out one another’s deficiencies or unproductive behaviors._____ We are deeply concerned about the prospect of letting down our peers._____ We challenge one another about our plans and approaches.

48. A team that avoids accountability… • Creates resentment among team members who have different standards of performance • Encourages mediocrity • Misses deadlines and key deliverables • Place an undue burden on the team leader as the sole source of discipline

49. A team that holds one another accountable … • Ensures that poor performers feel pressure to improve • Identifies potential problems quickly by questioning one another’s approaches without hesitation • Establishes respect among team members who are held to the same high standards • Avoids excessive bureaucracy around performance management and corrective action

50. Suggestions for overcoming avoidance of accountability • Team Rewards • Explicitly communicate goals and standards of behavior • Regularly discuss performance versus goals and standards