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LEADERSHIP FELLOWSNOVEMBER 7, 2012
Welcome.
OUTCOMES By the end of the session, Fellows will have the
opportunity to:Gain knowledge about the “Pacesetting”
Leadership styleDevelop clarity around the Fellows project.Develop an understanding of various
change models and theories.Apply change models to their role as leader
FELLOWS NORMS
Be committed and fully present and true to self.
Support, value, and encourage one another in and outside of Fellows.
Appreciate and embrace divergent thinking.
Maintain confidentiality.
8:00
Meet and Greet Leader
8:30
Welcome and Overview of the Day
Dr. June Wilson
The Pacesetting Leader Jen Harwood, Sandra Vecera, Meryl Heyliger
LPI Introduction Kevin MulroeThe Fellows Project All
BreakWhat do we believe about change?
Kevin Mulroe
Mental Models John KrownappleLunchChange Models AllBreakChange Scenario Kevin Mulroe
3:30 Closure
Agenda
INTERVIEW SOMEONE YOU HAVE NOT GOTTEN TO KNOW VERY WELL YET.
- What is the latest news in your school/office?
- What was your greatest success since last we met?
THE AUTHORITATIVE LEADER
KimJosh Jeff
FIVE PRACTICES OF EXEMPLARY LEADERSHIP
-KOUZES AND POSNER
Inspire a Shared Vision Model the Way Challenge the Process Enable Others to Act Encourage the Heart
LEADERSHIP PRACTICES INVENTORY (LPI)
The LPI is a questionnaire with thirty behavioral statements.
10 to 20 minutes to complete. Leaders complete the LPI-Self, rating
themselves on the frequency with which they think they engage in each of the thirty behaviors.
A 360 degree assessment- Feedback from supervisors, direct reports, and colleagues on the same leadership level.
All the observers' feedback is anonymous.
THE FELLOWS PROJECT
John - Nate, Josh, Judy, Katie
June - Lisa, Jen, Erin, Meryl, Jeff
Kevin – Nicole, Sandra, Marti, Kim, Jenny
BREAK
CHANGE
Think about all of the changes you have experienced over the last year or are experiencing in your office.
Use a large post it notes to write down the changes. (one post it note per change.)
SUCCESSES AND CHALLENGES WITH CHANGE
What have been the challenges
you encountered as part of the
change?
What have you done as a leader
or follower to help facilitate the change?
What are some of your core beliefs about change?
What do you feel helps change occur more
easily?
MENTAL MODELSHelp us become more aware of the sources of our thinking
MENTAL MODELSOur behavior and our attitudes are shaped by the images, assumptions, and stories we carry in our minds of:
Ourselves, Other people, Institutions, and Every aspect of the world.
MENTAL MODELSUsually tacit, operating “below the surface.”
Generally invisible to us – until we look for them.
Differences between them explain why two people observe the same event and describe it differently.
MENTAL MODELSLimit people’s ability to change
Untested and unsurfaced mental models can be tragic.
The core task is to bring tacit assumptions and attitudes to surface in order to create mental models that best serve our clients.
LUNCH
CHANGE MODELSComplex Change - KevinTransitions Management - JohnConcerns Based Adoption Model
(CBAM) - June
BREAK
BEFORE WE RE-CONVENE FOR THE AFTERNOON, PLEASE MOVE INTO THE
FOLLOWING GROUPS
Group 1 – Marti, Josh, Lisa, Jeff, Katie Group 2 – Nate, Meryl, Sandra, Kim Group 3 – Jen, Judy, Nicole, Jenny
YOUR MISSION
Review all of the materials in your envelope.
Develop a plan with steps that will support this change and that considers the various styles and types of people you lead.
YOUR PRESENTATION
You will have 5 minutes to present your plan to “the group” that oversees change in the School System. You plan should include a rationale for the design.
SO WHAT, NOW WHAT?
How did today impact your knowledge and beliefs around change?
What questions do you still have about change?