1. 1 A Few Thoughts to Ponder! We must become the change we want to see in the world. Gandhi Y-O-U A-R-E Y-O-U-R C-A-L-E-N-D-A-R! Attention Is All There Is. You can pretend to care, but you can’t pretend to be there.

2. 2 TOTAL LEADERS: Module 3 Modeling the Organization ’ s Purpose, Values, and Principles from the Authentic Leadership Domain

3. 3 PLDC Approach to Leadership Assessment and Development Total Leaders Framework Ten Critical Performance Roles of the Total Leader Strategic Leader Selection (An External Assessment) Personal Leadership Assessment (Detailed Rubrics for each of the Ten Performance Roles) Leadership Development Opportunities (For Individuals and Teams PLDC Training Modules for the Ten Performance Roles) Performance-Based Electronic Portfolios…. (Leaders Demonstrating the Ten Performance Roles)

4. 4 LEADERSHIP DEVELOPMENT MODULES Module 1 Module 2 Module 3 Module 4 Module 5 AUTHENTIC LEADERSHIP: Creating a Consensus Around a Compelling, Future-Focused Organizational Purpose AUTHENTIC LEADERSHIP: Being the Lead Learner and Creating a Learning Organization AUTHENTIC LEADERSHIP: Modeling the Organization ’ s Purpose, Values, and Principles VISIONARY LEADERSHIP: Employing Win-Win Strategies With Customers and Clients CULTURAL LEADERSHIP: Creating a Culture of Innovation, Cooperation, Quality, and Success

5. 5 Module 6 Module 7 Module 8 Module 9 Module 10 CULTURAL LEADERSHIP: Creating a Change-Friendly, Continuous-Improvement Mindset CULTURAL LEADERSHIP: Creating Meaning and Ownership Around Organizational Purpose, Values, and Vision QUALITY LEADERSHIP: Developing and Empowering Everyone in the Organization QUALITY LEADERSHIP: Creating Feedback Loops for Continuous Improvement and Accountability SERVICE LEADERSHIP: Managing Toward an Organizational Purpose, Values, and Vision LEADERSHIP DEVELOPMENT MODULES

6. 6 Clearly define and describe modeling and integrity to colleagues, clients, and staff. Use a process, checklist, or model to ensure that the learner will consistently model the purpose/mission and will consistently behave in a manner that creates integrity. Clearly and comprehensively identify and define leader behaviors that are manifestations of the organizational purpose/mission and those behaviors that cause leaders to have integrity. Provide an example of an exemplary leader who leads through modeling and one who is seen as having a great deal of integrity by colleagues, staff members and clients. Provide a convincing rationale as to why modeling and integrity are powerful leadership attributes. MODULE 3 Authentic Leadership OUTCOMES The Learner will…..

7. 7 Today ’ s Leadership 101 Strategic Design STRATEGIC DIRECTION STRATEGIC ALIGNMENT Beliefs/Values Mission Exit Outcomes Vision People Practices Policies Structures

8. 8 STRATEGIC DESIGN Requires STRATEGIC DIRECTION Requires STRATEGIC ALIGNMENT Requires AUTHENTIC LEADERS Who DEFINE PURPOSE VISIONARY LEADERS Who FRAME VISION CULTURAL LEADERS Who DEVELOP OWNERSHIP QUALITY LEADERS Who BUILD CAPACITY SERVICE LEADERS Who ENSURE SUPPORT TOTAL LEADERS Creating PRODUCTIVE CHANGE ++++ +

9. 9 Key Domains of Total Leaders AUTHENTIC Purpose VISIONARY Vision QUALITY Capacity CULTURAL Ownership SERVICE Support

10. 10 Defining organizational purpose and the compelling reasons for productive change  Creating a compelling purpose  Being the lead learner  Modeling core values and declared principles Primary Sources: The One Thing You Need to Know, Buckingham, 2005 Principled-Centered Leadership, Covey, 1991 The 8 th Habit: From Effectiveness to Greatness, Covey, 2005 Good Work: When Excellence and Ethics Meet, Gardner, Csikszentmihalyi, and Damon, 2001 The Fifth Discipline, Senge, 1990 Credibility, Kouzes and Posner, 1993 Who Moved My Cheese?, Johnson, 1998 The AUTHENTIC Domain

11. 11 The Moral Foundation of the Authentic Leader the process of using a values screen to review, assess, and judge decisions being truthful while being sensitive to the thoughts, needs, and feelings of others the honest search for purpose and perspectives on issues, and a deep understanding of ideas and possibilities one ’ s deep and genuine relationship with, and appreciation of, the value, intellectual, and feeling dimensions in others REFLECTION: HONESTY: INQUIRY : CONNECTION : Principles of Professionalism Core Values

12. 12 1. Read pages 15-16 in the The Personal Leadership Assessment handout. (Note: The two rubrics for Modeling the Organization’s Purpose, Values, and Principles Performance Roles are on these pages. The first rubric is titled “The Concept and Role” and the second is titled “The Performance.” ) 2. Complete the self-assessment (pages 15-16). 3. Place your personal assessment score in the “Present Level of Functioning” box on page 18. 4. Reflect on your assessment and identify the evidence on which you based that assessment. Activity How Am I Doing???

13. 13 Developed by Charles J. Schwahn and Beatrice McGarvey Revised 2006 Shifts and Trends That are Redefining Organizations, Careers, and Life Today ’ s Realities T HE F UTURE I S N OW

14. 14 Shifts/Trends Sources Friedman Popcorn Pink Celente Yankelovich Covey Gates, etc. etc. Peters Bennis Drucker Collins Blanchard Wheatley Buckingham, etc. etc. Futurists (General) Futurists (Organizational)

15. 15 #1 The Hurried Individual and the Stressed Society #2 Flexible... But Still Work #3 Transformational Technologies #4 The High Quality, Global Marketplace #5 The Adept, Empowered Employee in the Nimble Organization #6 Total Leader Expectations #7 Consciousness: The Expanding Frontier The Shifts and Trends T HE F UTURE I S N OW….. Today ’ s Realities

16. 16 In your small group, 1. Identify the five future conditions in The Future Is Now paper that most strongly support the need for leaders to Model the Organization ’ s Purpose, Values, and Principles. 2. Use your choices to develop a strong rationale for leaders to Model the Organization's Purpose, Values, and Principles. 3. Be ready to report your rationale to the large group. Activity The Future Is Now!

17. 17 The Critical Role of Walking Your Talk Simply put: “If the leader does not get significantly involved with the effort, no one else will take it seriously.” Driving Change, Jerry Wind and Jeremy Main

18. 18 Authentic Leadership and MODELING The Brand You, Tom Peters We must become the change we want to see in the world. Gandhi Y-O-U A-R-E Y-O-U-R C-A-L-E-N-D-A-R! Attention Is All There Is. You can pretend to care, but you can’t pretend to be there.

19. 19 Modeling the Compelling Purpose Credibility...  "Walking Your Talk”  "Talking Your Walk" Symbolic Leadership...  Visible  Courageous

20. 20 Your Internal Decision Screen Must Be Verbalized for Your Modeling to Have Its Most Powerful Influence. If You Don ’ t “ TALK YOUR WALK, ” Your People Won ’ t Learn the Thinking and Language of Change!

21. 21 Being AUTHENTIC is About: What Only You Know What Others See (How You Experience Yourself) (How Others Experience You) Your Essence Your Openness Your Assumptions Your Feelings Your Values Your Purpose Your Passion Your Thoughts Your Honesty Your Personality Your Responsiveness Your Opinions Your Expressions Your Decisions Your Actions Your Schedule Your Words Your Integrity

22. 22 In groups of three or four, 1. Discuss the following:  Who were/are great models? What did they model? You might want to identify models from specific role groups (e.g., politicians, entertainers, educators, corporate executives, athletes, spiritual leaders, etc.)  What about their attitudes, values, and behaviors caused you to identify each person as a great model?  Just for fun, have each group identify two or three negative models that we could have done without. 2. Now, generalize from your examples and list five characteristics of positive models. 3. Share your group ’ s list of five with the entire group. 4. Now, from the lists of all groups, identify five of the most powerful characteristics of models. 5. Keep this list as a part of your notes. (There may be a quiz on these!) Activity Characteristics of Great Models

23. 23 1. Identify and prioritize the items on your list which provide the best leverage points. Where could you get the best return for the least amount of time and resources? Identify two or three. 2. Select one high leverage point change opportunity and describe how you might “ model ” as you begin the change process. 3. Identify the support/service you will/can provide for the staff as they work to make significant change. Activity Additional Small Group Activities

24. 24 Individually, Identify and state/write: √ your two strongest beliefs about students and learning, √ your two strongest beliefs about teachers and teaching, √ your two strongest beliefs about learning communities. Activity Beliefs: Think - Pair - Share continued on next slide

25. 25 In groups of four, 1. Share, explain, and provide a rationale for some of your strongest beliefs. 2. Identify three or four strongly held beliefs that are common to all or common to most group members. 3. Identify a minimum of ten specific statements, behaviors, or actions that would clearly demonstrate/ “ model ” your beliefs and intentions. 4. Identify statements, behaviors, or actions to avoid as “ models. ” Activity Beliefs: Think - Pair - Share continued from previous slide

26. 26 Strategic Direction for the SUNSHINE SCHOOL SYSTEM About Students and Learning, we believe…. - All students can learn - Students need to be challenged About Teachers and Teaching, we believe…. - Teachers are powerful role models - Teachers must innovate, change, and grow About Learning Communities, we believe…. - Parents are students ’ first teachers - Students must experience a safe and caring learning environment MISSION VISION BELIEFS To empower all students to succeed in a rapidly changing world That every student, every day, comes to school and is met at his/her developmental level, is challenged, is successful, and looks forward to coming to school tomorrow.

27. 27 Individually: Think as though you are the superintendent or principal of the school or school district represented in Slide 26. Think about the types of things leaders would say if they were modeling these beliefs, this mission, and this vision. 1. Create your calendar for the first week of school. (You will have 15-20 minutes for this activity.) - Where will you be? - What will you say? - What will you do? - What decisions will you make? - What will be your decision screen? 2. Share your calendar with another person. (Some of you will be asked to share your calendar with the entire group.) 3. How do these calendars reflect “ modeling as communication ” and the power of modeling? Activity The Leader ’ s Role in Modeling the Mission, Vision, Beliefs

28. 28 Who you are, is how you lead There is no escaping.. Leadership Development is ultimately Personal Development

29. 29 1. Individually, think about the statements in Slide 28. 2. Pair with another person and share your thoughts. 3. To what degree do you think these statements are accurate? Activity Think - Pair - Share

30. 30 So, what will I be….. 1._______________________________ 2._______________________________ 3._______________________________ 4._______________________________ 5._______________________________ My Core Values (not more than five) My Life Mission (not more than ten words) ______________________________ My Future-Focused Vision (concrete and as lengthy as you like) Today REALLY IS the first day of the rest of your life. _______________________________________________________________ With whom will I share this?

31. 31 Beliefs and Assumptions of C.J.S. I Believe that…… People are basically good People desire responsibility and control People want to be successful and are doing the best that they know Entitlements tend to make people weak People create their own lives People choose happiness

32. 32 True North for C.J.S. I Value…… People and Relationships Learning and Growth Competence and Productivity Health and Freedom My Life Mission……. That People Grow

33. 33 1. Use the worksheet (Slide 30) for this activity. 2. Find a place where you can be by yourself without talking with others for about 15 minutes and begin reflecting upon the questions posed on the worksheet. 3. NOTE: Identifying your values and mission in life is not a writing task, but a thinking task. 4. Your assignment is to begin the task here, and then to complete the task to your satisfaction within the next month... and to be willing to share your “ true north ” with a significant person in your life. 5. After the fifteen minute period is over, share your reactions to this experience with a partner, and then be ready to take part in a discussion of this experience with the larger group. Activity Your Own Work

34. 34 Authentic Power You are only as powerful as that for which you stand. You lose power whenever you fear. That is what a “ loss of power ” is. Gary Zukav, The Seat of the Soul

35. 35 You Owe It to Them! Being a Cynic….. Being Depressed….. Being Negative….. is understandable every now and then – but when it is sustained over time, it constitutes IMMORAL leadership behavior. It ’ s time to leave. Patricia Brannigan

36. 36 In groups of four, discuss: 1.How consistently are you modeling your beliefs, values, and mission? 2.Where are you strong? 3.Where do you need help/improvement? 4.What can/should you do differently starting Monday? 5.How will you monitor your “ modeling ” in the future? Activity Think – Pair - Share

37. 37 Individually, Write a brief definition of “ integrity. ” In groups of four, Share your definitions. Activity What ’ s Integrity?

38. 38 Integrity: The uncompromising adherence to moral and ethical principles; soundness of moral character. 1.Discerning what is right and what is wrong; 2.Acting on what you discerned, even at personal cost; 3.Saying openly that you are acting on your understanding of right from wrong. Stephen L. Carter

39. 39 In groups of four: 1. Compare your definitions for integrity with that of Stephen Carter. - Did you include all three criteria? 2. Revise your definition if you think appropriate. You now should have an operational definition of “ integrity. ” That definition of “ integrity, ” in addition to your personal “ true north ” values, mission, and vision, can provide a terrific “ modeling ” decision screen. Activity Adding to Your Definition

40. 40 Integrity: A True Test Keeping the promises made to those who cannot enforce them.

41. 41 Leadership is INFLUENCE Nothing More, Nothing Less. The 21 Irrefutable Laws of Leadership, Maxwell

42. 42 “ Spread the gospel message wherever you go. Use words if you have to. ” St. Francis of Assisi

43. 43 Symbolic Signals What you make quantifiable gets done. What gets measured gets done. What gets evaluated gets done. What gets paid for gets done. What gets publicized gets done. What “ interests the boss ” gets done.

44. 44 In groups of four, discuss: 1. What are your thoughts regarding the Symbolic Signals in Slide 43? 2. What might you add to the list? How else might you signal the values, mission, and vision of the organization? Activity Think – Pair - Share

45. 45 Refer to page 17 of The Personal Leadership Assessment handout. 1. Create a professional vision of yourself as a leader who is able to model the organization's purpose, values, and principles. Write your vision on the space provided on page 17. (Note: Page 17 contains a “ vision prompt ” that you can use or modify if you agree with all or significant portions of the vision statement. Don ’ t accept any portions of the vision statement without serious reflection regarding its match with your personal values and principles.) Refer to page 18 of The Personal Leadership Assessment handout which contains a brief planning form titled “ Professional Growth Opportunities. ” 2. Complete the form and add other learning opportunities if you wish. Activity Your Own Development

46. 46 Complete the workshop evaluation form provided by the Pennsylvania Leadership Development Center. Specifically, the PLDC office is seeking feedback about: - the worth of the workshop - the presentation of the workshop - suggestions for improving the workshop experience Activity Workshop Evaluation