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Ensuring the Board and Head’s Growth . The Tools for Professional Development . The Board’s Growth and Development. Consider optimal board composition: mix of skills, experience and personalities

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ensuring the board and head s growth

Ensuring the Board and Head’s Growth

The Tools for Professional Development

the board s growth and development
The Board’s Growth and Development
  • Consider optimal board composition: mix of skills, experience and personalities
  • Carefully analyze mix of personal styles to ensure harmony and a positive dynamic that avoids factions on the board
  • The ultimate mix: Work, Wealth and Wisdom!
the balance of the old and the new
The Balance of the Old and the New
  • Retain a critical amount of institutional memory since turnover on international school boards tends to be high
  • Be open to new board members who meet the criteria for service and who might be able to lead change that is needed
  • Balancing the right mix of keeping the board strategic while ensuring that they do read your reports and are engaged appropriately
the board head chair relationship
The Board/Head/Chair Relationship
  • The head must invest the time in getting to know every board member personally
  • The board must support the head publicly and privately until a decision is made to terminate him/her
  • The chair must be the head’s most public supporter and most private critic
  • Heads need to spend up to 40% of their time engaging, guiding and nurturing their board members
head development what kind of leader are you
Head Development: What Kind of Leader Are You?
  • Student Leader? Knows every child. You have charisma with children
  • Faculty Leader? You know faculty and curriculum and this was your path “up”
  • Strategic Leader? You understand high level theoretical thinking, and seize opportunities
  • President/External leader? You can sell, fund raise, and make the major “calls”
  • Can you move from one to another ?
  • How to use yourstyle to handle conflict, delegation?
what is your leadership style
What is Your Leadership Style?
  • A Driver? These can be outstanding heads if they can outlast the upset that their pace of change often creates
  • An Amiable? These can be long-term leaders but once they leave, problems may be found under the rug, the social “glue”
  • An Expressive? Also charismatic but not a change agent, but build strong bonds
  • An Analytical? Often the most successful
  • A Combination of the above?
what do you want to learn
What Do You Want to Learn?
  • More effective fundraising skills?
  • Marketing? Financial management?
  • Are you willing to spend your time on board cultivation, development and guidance?
  • Do you have a career path after being a Head of School?
  • Ability to reflect on and develop key growth strategies for America’s CEO’s? Conflict Resolution and Delegation/Communication
how to grow as a leader
How to Grow as a Leader
  • One-on-one coaching and mentoring
  • Targeted professional development courses and conferences
  • Sabbaticals
  • Networking with colleagues
  • Focused travel
  • Reading
  • Going back into the classroom
  • Shadowing and being shadowed
  • Boards allowing you to serve elsewhere to grow
  • Professional “conversations”
the board s role in head development
The Board’s Role in Head Development
  • Competitive compensation
  • Incentives to remain
  • Sustaining the spouse/partner and children
  • Growth opportunities within the school/organization itself
  • External work, foundation development, networking with other businesses, corporations, opportunities for career growth and change, BEING HEARD
coaching one example
Coaching: One Example
  • Launched by introspective/experienced Head
  • Seeking long term growth
  • Starting with key strategies needed by all successful executives/leaders
  • Drilling down to discussion of specific, sometimes high pressure, issues
  • Moral, committed, intellectual leadership
  • Vision driven, and having the courage and tools to learn, to grow and to engage effectively
coaching and mentoring model
Coaching and Mentoring Model
  • Heads and Chairs need to be open to growing and learning, even if at the top of their game
  • Professional mentoring conversations, guidance and proven experience can help even outstanding leaders to handle complicated and unique challenges
  • Families come into play. How do you, we, keep our families engaged and supported to help us and be supported in turn?
  • Case Study: of conflict between two outstanding leaders: chair and head, leading to major problems in a search process
john littleford 1 800 69 teach john@jlittleford com www jlittleford com

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