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Leadership in Troubled Times Lessons from the Battlefront.

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1 Leadership in Troubled Times Lessons from the Battlefront

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11 Leadership in Troubled Times Lessons from the Battlefront

12 2011 Legislature School gun-free zones repealed Partisan school board elections LEA’s to tax for charter schools Legisl. oversight of public ed Funding student growth “Last hired – first fired” Letter grades given to schools

13 Lesson One: Stay in Control of Yourself

14 Tough times are personal…very personal. Undermine our confidence. Engage our “fight or flight” instinct. Make it tough to lead.

15 Lesson One: Stay in Control of Yourself “Tough times tend to strip away our security & sense of control. In a crisis most of us tend to be like Atlas, carrying the weight of the world on our shoulders.”

16 Lesson One: Stay in Control of Yourself You can’t control anyone else, the only person you can control is yourself.

17 Lesson One: Stay in Control of Yourself You can’t control anyone else, the only person you can control is yourself. Step back, pause, take a few minutes to breathe, remember the big picture.

18 Lesson One: Stay in Control of Yourself You can’t control anyone else, the only person you can control is yourself. Step back, pause, take a few minutes to breathe, remember the big picture. Remember: your staff will look to your reaction before formulating theirs.

19 Lesson One: Stay in Control of Yourself John Baldoni, 2009: 1. Reflect 2. Recharge 3. React

20 Lesson One: Stay in Control of Yourself John Baldoni, 2009: 1. Reflect 2. Recharge 3. React Winston Churchill, 1915

21 Lesson One: Stay in Control of Yourself February 8, 1985

22 Lesson One: Stay in Control of Yourself February 8, 1985 Year-round Budget

23 Lesson One: Stay in Control of Yourself February 8, 1985 Year-round Budget Walk-abouts

24 Lesson One: Stay in Control of Yourself “Panic only leads to disaster. Calm leads to victory.” --Scott Widener

25 Lesson One: Stay in Control of Yourself What do YOU do to keep your head on straight when you are working through a tough situation?

26 Lesson Two: Get the Facts, Think it Through

27 Gather information…  Sort out rumor from fact  Double-check your sources  Is this a pattern or an incident?  Who else is facing this situation?  What happened the last time?

28 Lesson Two: Get the Facts, Think it Through Gather information, then critically assess the long-term impacts.  Test out your decisions  Rehearse aloud with a friend  If you have time, sleep on it  “If this…, then this…, then this….”

29 Lesson Two: Get the Facts, Think it Through Granite’s $1M shortfall

30 Lesson Two: Get the Facts, Think it Through Granite’s $1M shortfall Big 3 auto executives

31 Lesson Two: Get the Facts, Think it Through Granite’s $1M shortfall. Big 3 auto executives. “National Mandate” from voters

32 Lesson Two: Get the Facts, Think it Through “Respond in haste. Regret in sorrow.” “Ready. Fire. Aim.”

33 Lesson Two: Get the Facts, Think it Through Have you ever worked for a leader who was impulsive and reactionary? What was it like?

34 Lesson Three: Hear Perceptions, Expand Your Base

35 DON’T:  Rely solely on your inner circle.  Create a “silo” of isolation.  Forget your customers.

36 Lesson Three: Hear Perceptions, Expand Your Base DO:  Hear from principals, teachers, parents, community, students.  Assess the perceptions of your various customers.  Review your assumptions.  Tap into the power of networking.

37 Lesson Three: Hear Perceptions, Expand Your Base EXAMPLES:  Personal examples  Lincoln example  Parliamentary coalitions  Obama example

38 Lesson Three: Hear Perceptions, Expand Your Base “The changing needs of customers is probably the one area of leadership most impacted by the current economic downturn and requires a leader to listen more intently than ever before.” --Dennis Dearden, AASA, 2010

39 Lesson Three: Hear Perceptions, Expand Your Base Think of a tough time when you left your comfort zone to gather perceptions beyond your immediate staff. --What was the result?

40 “The first task of a leader is to keep hope alive.” --Joe Batten Lesson Four: Keep the Hope Alive

41 “Being forward looking was the #1 quality selected as being important for the executive level. It was also selected as the one quality that most differentiated leaders from team members.” --Jim Kouzes Lesson Four: Keep the Hope Alive

42 1. Keep your eye on the big picture. Lesson Four: Keep the Hope Alive

43 1. Keep your eye on the big picture. 2. Remind people about the great purposes of your work. Lesson Four: Keep the Hope Alive

44 1. Keep your eye on the big picture. 2. Remind people about the great purposes of your work. 3. Remember that people are success- oriented. Lesson Four: Keep the Hope Alive

45 1. Keep your eye on the big picture. 2. Remind people about the great purposes of your work. 3. Remember that people are success- oriented. 4. Clearly share your vision of the future and refer to it often. Lesson Four: Keep the Hope Alive

46 1. Keep your eye on the big picture. 2. Remind people about the great purposes of your work. 3. Remember that people are success- oriented. 4. Clearly share your vision of the future and refer to it often. 5. Find and highlight what’s working. Lesson Four: Keep the Hope Alive

47 1. Keep your eye on the big picture. 2. Remind people about the great purposes of your work. 3. Remember that people are success-oriented. 4. Clearly share your vision of the future and refer to it often. 5. Find and highlight what’s working. Lesson Four: Keep the Hope Alive Share an example… how did you keep hope alive?

48 “What separates a leader from a follower is that the leader doesn’t get caught up in the problem. The leader sees the big picture and keeps moving toward the vision.” --Chris Widener Lesson Four: Keep the Hope Alive

49 “Whether you are a first line manager, or a CEO, your people are looking up to you for direction and inspiration. And they are looking to you to provide them hope.” --David Meyer Lesson Four: Keep the Hope Alive

50 Lesson Five: Communicate, Communicate, Communicate

51 BEWARE: a communication vacuum always sucks in rumors, speculation, and worst- case scenarios. It breeds discord and feeds the nay-sayers. Fear what will fill the void. Lesson Five: Communicate, Communicate, Communicate

52 My advice: get out in front of your tough times by communicating… …honestly …consistently …frequently …candidly, …and by using multiple venues. Lesson Five: Communicate, Communicate, Communicate

53 Communicate TO “customers” to keep them informed with accurate information. Communicate WITH “customers” to check perceptions, listen with an open mind, build empathy, and detect early warning signals. Lesson Five: Communicate Communicate, Communicate

54 WHAT… The big picture Your vision The actual facts, good & bad Clear expectations Progress Your reassurance and support Success stories Lesson Five: Communicate Communicate, Communicate

55 EXAMPLES OF HOW: Principal IDEA inservice PCEA leadership meetings Small group meetings Strike phone bank 1-on-1 with opinion-makers Community groups The new social networking tools Lesson Five: Communicate Communicate, Communicate

56 Other examples of opportunities YOU have used to communicate your message in tough times? Lesson Five: Communicate Communicate, Communicate

57 Lesson Six: Empower your staff to act.

58 “During tough times many managers revert to micromanagement.. The very factors affecting employees are at work on the manager in these cases. Fear is breeding a need for control. This translates into micromanagement. It is unproductive and leads to a further demoralization of the workforce.” --Martha Cassaasa, 2011 Lesson Six: Empower your staff to act.

59 Empowerment builds confidence & trust. Lesson Six: Empower your staff to act.

60 Empowerment builds confidence & trust. Define clear goals Coach your staff to assume ownership Recognize their worth Make them feel like a valuable asset Celebrate success --Martha Cassaasa, 2011 Lesson Six: Empower your staff to act.

61 Create Small Wins, Propose Options In tough times people tend to think all is lost. Lesson Six: Empower your staff to act.

62 Create Small Wins, Propose Options In tough times people tend to think all is lost. Lesson Six: Empower your staff to act.  Create opportunities for your team to win.  Set smaller, achievable goals to build momentum.  Use their progress to build esteem and attitude.

63 Create Small Wins, Propose Options Lesson Six: Empower your staff to act. Think of a though time when a staff member was empowered to move from frozen inaction to positive action.

64 If you have to cut, use a scalpel, not a saw Lesson Six: Empower your staff to act.

65 If you have to cut, use a scalpel, not a saw Be strategic and very intentional. Get people together and spread out the facts. If it comes to pay cuts, be the first to sacrifice. We must all be in this together. Compassion counts. Offer options. Lesson Six: Empower your staff to act.

66 If you have to cut, use a scalpel, not a saw “No one ever downsized their way to greatness.” --Eileen McDargh Lesson Six: Empower your staff to act.

67 Have you had to make cuts? How did you go about it? Lesson Six: Empower your staff to act.

68 Lesson Seven: Never waste a good crisis.

69 “A crisis provides the leader with the platform to get things done that were required anyway and offers the sense of urgency to accelerate their implementation.” --Bill George Lesson Seven: Never waste a good crisis.

70 1. Consider what is most important. 2. Prioritize time, nurture relationships that really matter. 3. Anticipate to get out in front of the crisis. 4. Place a premium on innovation. Lesson Seven: Never waste a good crisis.

71 EXAMPLES:  Housing: combine preschools  Self-contained: TIP’s class  Test scores: Full day Kindergarten Lesson Seven: Never waste a good crisis.

72 Have you ever seen a productive innovation born out of tough times? Lesson Seven: Never waste a good crisis.

73 “Challenge is the greatest opportunity for greatness!” –Jim Kouzes Lesson Seven: Never waste a good crisis.

74 Lesson Eight: Stay in Touch

75 Q: How do we know what kind of leadership is needed… …and when to apply it? Lesson Eight: Stay in Touch

76 A: Be actively engaged! Lesson Eight: Stay in Touch

77 It is the leader’s responsibility to: 1. Engage the team in the project 2. Direct them when they falter 3. Support them when they overcome adversity 4. Empower them when they need us to get out of their way Lesson Eight: Stay in Touch

78 So How? “Drive-bys” “Management by walking around” Hold frequent “one-on-ones” Coordinating meetings Keep your door open Lesson Eight: Stay in Touch

79 “But we won't know when leadership is needed and which style is necessary if we are disengaged and slack-off...” –James Kerr, 2010 Lesson Eight: Stay in Touch

80 Show your staff a little compassion. If times are tough for you… …they’re also tough for them. Lesson Eight: Stay in Touch One final note…

81 Show your staff some compassion. If times are tough for you… …they’re also tough for them. Lesson Eight: Stay in Touch One final note… “You do not lead by hitting people over the head -- that’s assault, not leadership.” --Dwight Eisenhower

82 Leadership in Tough Times Tough Times: “The Recession of 2008”

83 Leadership in Tough Times Tough Times: “The Recession of 2008” So, in these tough economic times, what is the business community saying about leadership?

84 1. Clearly define goals for your employees with their areas of responsibilities and accountability. 2. Communicate, Communicate, Communicate. 3. Empower your employees. 4. Invest in your employees. “Leadership in Troubled Times” Martha Casassa, Feb 2011

85 “Top 5 Mistakes Leaders Make in These Troubled Times” --Eileen McDargh, Jan Become reactive and reactionary. 2. Huddle with only the corporate folks. 3. Cut. Cut. Cut. 4. Go after new clients and customers. 5. Do more with less. BONUS Mistake: Buy into pessimism.

86 “Leadership in a Crisis -- How to be a Leader” Bill George, Feb Leaders must face reality. 2. No matter how bad things are, they will get worse. 3. Build a mountain of cash, and head to the highest hill. 4. Get the world off your shoulders.

87 “Leadership in a Crisis -- How to be a Leader” Bill George, Feb Before asking others to sacrifice, first volunteer yourself. 6. Never waste a good crisis. 7. Be aggressive in the marketplace.

88 “Leading During Times of Crisis” L. Rolston & D. McNerney, May 2003 Four basic elements to leading in times of crisis: 1. Being visible and available. 2. Communicating supportively, carefully, and regularly. 3. Controlling one’s behavior and reactions. 4. Giving the situation perspective to create alignment.

89 “10 Commandments for Leaders in Tough Times” Martin Newman, Be honest with yourself 2. Be visible 3. Tell it like it is 4. Be clear 5. Stick to Plan A wherever possible

90 “10 Commandments for Leaders in Tough Times” Martin Newman, Be tough 7. Use confidence to create confidence 8. Balance enthusiasm and experience 9. Seize the opportunities 10. Learn to cultivate peripheral vision

91 “Powerful Leadership During Tough Economic Times” Dennis Dearden, AASA, Jan 2010 Four Principles to Solve the Leadership Puzzle: 1. Develop leaders at all levels… including students…to find solutions to current challenges. 2. Communities are looking to their school leaders to model the core values that have been developed together.

92 “Powerful Leadership During Tough Economic Times” Dennis Dearden, AASA, Jan 2010 Four Principles to Solve the Leadership Puzzle: 3. Collect input from your customers… including students…to keep in touch with their changing needs. 4. Ensure that systems and processes are aligned to vision, mission, goals, core values, and, most of all, meet the needs of all customers.

93 “7 Enduring Truths About Leadership During Crisis” --Jim Kouzes, April Challenge is the greatest opportunity for greatness. 2. The leaders who have the most influence are the ones who are closest to us. 3. The one attribute that is the foundation of all leadership is credibility. 4. Being forward looking was the #1 quality selected as being important for the executive level.

94 5. You can’t change people’s behaviors by telling them--you have to show them. 6. Helping leaders & employees clarify their own values had the greatest impact on commitment. 7. Staying in love gives you the fire to really ignite people, to see inside them, to get things done. “7 Enduring Truths About Leadership During Crisis” --Jim Kouzes, April 2009

95 1. Keep your eye on the Big Picture 2. Don’t get caught in the war or the friendly fire 3. Be first to sacrifice 4. Remain calm 5. Motivate 6. Create small wins 7. Keep a sense of humor “Top 7 Ways to Exhibit Extraordinary Leadership in Tough Times” --Chris Widener

96 “This is the eleventh hour… and we are the ones we’ve been waiting for.” --wisdom of a Hopi elder


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