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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

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LEADING AND SUPPORTING CHANGE: WHAT LEADERS REALLY DO

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  1. 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

  2. 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?

  3. 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?

  4. 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

  5. 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?

  6. WHAT LEADERS DO TO INSPIRE ACTION TED TALK SIMON SINEK CHANGE

  7. 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

  8. 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

  9. 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

  10. 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

  11. 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

  12. Levels of Use of the Innovation Typical Behaviors CBAM Project Research and Development Center for Teacher Education The University of Texas at Austin

  13. Levels of Use of the Innovation Typical Behaviors CBAM Project Research and Development Center for Teacher Education The University of Texas at Austin

  14. Levels of Use of the Innovation Typical Behaviors CBAM Project Research and Development Center for Teacher Education The University of Texas at Austin

  15. 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)

  16. Winning Strategy Advance Organizer

  17. 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?

  18. 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?

  19. 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?

  20. 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?

  21. 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?

  22. 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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