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LEADING AND SUPPORTING CHANGE: WHAT LEADERS REALLY DO. Alaska School Leadership Institute 2012 Rural Alaska Principal Preparation Project June 1, 2012 – Institutionalizing New Approaches Captain Cook Hotel Anchorage, Alaska Facilitated By Al Bertani, Senior Design Consultant RAPPS Program

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Leading and supporting change what leaders really do

LEADING AND SUPPORTING CHANGE:

WHAT LEADERS REALLY DO

Alaska School Leadership Institute 2012

Rural Alaska Principal Preparation Project

June 1, 2012 – Institutionalizing New Approaches

Captain Cook Hotel

Anchorage, Alaska

Facilitated By

Al Bertani, Senior Design Consultant

RAPPS Program

Alaska Staff Development Network


Creating a vision roadmap

CREATING A VISION ROADMAP

COLLABORATING

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

CLARIFYING

What is the problem you

are trying to solve?

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

STRATEGIZING

How do you build short

and long-term strategies

to help catalyze the vision?

IMAGINING

What’s the vision or goal

that describes the new

desired state in a compelling

way?

VISIONING

How can the vision be

communicated simply,

motivate people, and

coordinate actions?


Communicating the vision roadmap

COMMUNICATING THE VISION ROADMAP

INFLUENCING

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

SIMPLIFYING

What makes for a simple yet compelling

vision?

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

DIAGNOSING

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

PRACTICING

How can you turn your vision

or goal into a laser speech?

MOTIVATING

How do great leaders inspire action?


Leading and supporting change what leaders really do

Institutionalizing New Approaches

June 1, 2012

Al 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..

FOCUS


Insitutionalizing new approaches roadmap

INSITUTIONALIZING NEW APPROACHES ROADMAP

PLANNING

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

EVALUATING

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

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

RECOGNIZING

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

REINFORCING

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

transformations?

RENORMING

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


Leading and supporting change what leaders really do

WHAT LEADERS DO TO INSPIRE ACTION

TED TALK

SIMON SINEK

CHANGE


Stages of concern typical expressions of concern about an innovation

Stages of ConcernTypical Expressions of Concern About an Innovation

  • Awareness

  • Informational

  • Personal

  • Management

  • Consequence

  • Collaboration

  • Refocusing

CBAM Project

Research 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


Stages of concern typical expressions of concern about an innovation1

Stages of ConcernTypical Expressions of Concern About an Innovation

SELF

CBAM Project

Research 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


Stages of concern typical expressions of concern about an innovation2

Stages of ConcernTypical Expressions of Concern About an Innovation

TASK

CBAM Project

Research 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


Stages of concern typical expressions of concern about an innovation3

Stages of ConcernTypical Expressions of Concern About an Innovation

IMPACT

CBAM Project

Research 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


Levels of use of the innovation

Levels of Use of the Innovation

  • Non-Use

  • Orientation

  • Preparation

  • Mechanical

  • Routine

  • Refinement

  • Integration

  • Renewal

CBAM Project

Research and Development Center for Teacher Education

The University of Texas at Austin


Levels of use of the innovation1

Levels of Use of the Innovation

Typical Behaviors

CBAM Project

Research and Development Center for Teacher Education

The University of Texas at Austin


Levels of use of the innovation2

Levels of Use of the Innovation

Typical Behaviors

CBAM Project

Research and Development Center for Teacher Education

The University of Texas at Austin


Levels of use of the innovation3

Levels of Use of the Innovation

Typical Behaviors

CBAM Project

Research and Development Center for Teacher Education

The University of Texas at Austin


Leading and supporting change what leaders really do

Jigsaw Strategy

Winning 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)


Leading and supporting change what leaders really do

Winning Strategy Advance Organizer


Institutionalizing new approaches evaluating

Institutionalizing New Approaches Evaluating

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

  • What data would you need to collect?

  • How would you use the data?

  • How could the data help advance your efforts?


Institutionalizing new approaches reinforcing

Institutionalizing New Approaches Reinforcing

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

  • How can you identify small changes?

  • What can you do to recognize these changes?

  • How might you celebrate small and big changes?


Institutionalizing new approaches renorming

Institutionalizing New Approaches Renorming

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

  • What incentives and rewards do you hold?

  • How could you use these incentives and rewards?

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


Institutionalizing new approaches recognizing

Institutionalizing New Approaches Recognizing

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

  • What opportunities do you have to recognize people?

  • How could you link acknowledgements with building a legacy?

  • How could recognition activities help renorm the culture?


Institutionalizing new approaches planning

Institutionalizing New Approaches Planning

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

  • What leadership vacancies do you project?

  • What do you need in new leaders?

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


Leading and supporting change what leaders really do

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?


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