1. Presented by: Dr. Keichea Reever February 27, 2016

2. Presentation Overview About the Presenter Why is it imperative to increase our student’s Personal Development? Pre-K, Elementary, Middle and High School Case Studies Strategies used by Educators to Help Students Cope Better The Great Debate in Leadership Historical Review of Leadership Theories Leadership Theory in Practice  10 Leadership Principles Questions & Comments

3. About the Presenter A California Native Founder/Director Southern California Mentoring Academy Program Specialist Licensed Speech Language Pathologist

4. Why is it imperative to increase our student’s Personal Development? Cassel (2002) Conducted a Study on 1005 Incarcerated Adults and Juvenile Delinquent Students: 1. All 1005 participants scored significantly lower on the Personal Development Test that was administered 2. Cassel asserted that Personal Development is critical

5. Why is it imperative to increase our student’s Personal Development? Adverse Childhood Experiences (ACEs) Negatively Impact student’s Social-Emotional and Academic Performance: 1. Divorce 2. Incarceration 3. Serious or Terminal illness 4. Domestic Violence 5. Drug and/or Alcohol Addiction 6. Homelessness 7. Separation from Parents/Siblings (Foster Care) 8. Other Adverse Childhood Experiences (Sexual Abuse, Etc.)

6. Case Study #1 Jay 11 Month Old Male Typical Developmental Milestones until he was separated from his Father Speech and Language Regressed, Decreased Eye-Contact Behavioral Outbursts Later Dx at 3yrs: Speech and/or Language Impairment (SLI) Currently Kindergarten: Making Progress in all areas

7. Case Study #2 Thomas 4 th Grade Male Student Other Health Impairment (OHI) / Attention Deficit Hyperactivity Disorder (ADHD) Oppositional Defiance Disorder (ODD) Explosive Conduct Disorder (ECD) Aggression, Elopement, Verbal Outbursts Team Offered NPS, Parent Declined Currently 5 th Grade: Maladaptive Behaviors Continue

8. Case Study #3 Ronnie 1 st Grade Male Student OHI (ADHD) Severe Externalizing Behaviors Kicking Cursing Cartwheels Full-Time Nonpublic Agency (NPA) Para-educator assigned Currently 5 th Grade: Team was considering a NPS

9. Case Study #4 TC 7 th Grade Male Student (Current Grade) ED, OHI (ADHD) Severe Verbal Outbursts Severe Assaultive Behaviors towards peers and adults Enrolled in a County Emotional Disturbance (ED) Program Team recently referred him to a Nonpublic School (NPS) TC will have a modified, shortened school day until he transfers to the NPS

10. Case Study #5 VJ 10 th Grade Male Student (2006) General Education Student Adverse Childhood Experience (ACE): Parents Divorced Football Injury-Fractured C7 Vertebrae which prohibited him from participating in any more sports Unwilling to speak to a Professional Psychologist or Counselor Made a Choice to Join a Gang; Ran Away for 30 Days Currently Incarcerated: 9 Year Sentence in 2011

11. Strategies Used By Educators to Help Students Cope Better Student Access to a Counselor or Psychologist Teacher Taking Time to Talk to a Student

12. Strategies Used By Educators to Help Students Cope Better Supporting the student through an Outburst

13. Strategies Used By Educators to Help Students Cope Better Cool Down Area Cool Down Room where work can be completed

14. Strategies Used By Educators to Help Students Cope Better School-Wide Positive Behavioral Intervention Strategies (PBIS) Access to Mental Health Therapists, Social Workers, Interns or Behavioral Therapists on School Campuses Meeting with Students Families Professional Development for Teachers Second Step Social Skills Program Social Skills Improvement System (SSIS) Additional Resources: Books, DVD’s, etc. Outside Mental/Behavioral Health Support A Caring, Supportive, Authentic Leadership Style

15. Strategies Used By Educators to Help Students Cope Better AB1729 – Educators must seek alternatives to suspension that specifically address each student’s behaviors. Signed by the Governor, September 21, 2012

16. The Great Debate in the Field of Leadership

17. Historical Review of Leadership Theories The Trait Approach The Skills Approach The Style Approach Transformational Leadership This is not an all inclusive list of Leadership Theories.

18. The Trait Approach Great leaders have specific personality traits Effective leaders have specific characteristics Major Leadership Traits: 1. Intelligence 2. Self-Confidence 3. Determination 4. Integrity 5. Sociability (Stogdill, 1948, 1974; Mann, 1959; Lord, DeVader and Alliger, 1986; Kirkpatrick and Locke, 1991)

19. Myers-Briggs Type Indicator My Personality Type: Extraverted, Intuition, Feeling and Judging (ENFJ) People with the ENFJ personality type “lead through personal enthusiasm and praise, take a participative stance in managing people and projects, respond to follower’s needs while trying to put everyone at ease, challenge the organization to make actions congruent with values (and) inspire change that is beneficial to people” (Hirsh and Kummerow, 1998, p. 21)

20. The Skills Approach (Katz, 1955) Three Skills Approach 1. Technical Skill: Having Knowledge about and being proficient in a specific type of work or activity. Very important at the supervisory level of management. 2. Human Skill: Having knowledge about and being able to work with people. Very important at all levels of management (Supervisory, Middle and Top). 3. Conceptual Skill: Having abilities to work with ideas and concepts. Very important at the top level of leadership.

21. The Style Approach Emphasizes the behavior of the leader  What does the leader do?  How does the leader act? Leadership is composed of essentially two kinds of behaviors: 1. Task Behaviors: Facilitate goal accomplishment 2. Relationship Behaviors: Help others feel comfortable with themselves, with each other and with the situations in which they find themselves Ohio State and University of Michigan Studies 1950’s, 60’s, 70’s

22. Transformational Leadership (Bass, 1985) Four components of Transformational Leadership (4 I’s) 1. Idealized Influence (Charisma) 2. Inspirational Leadership 3. Individualized Consideration 4. Intellectual Stimulation

23. Transformational Leadership Idealized Influence (Charisma) “has been used to describe leaders who by the power of their person have profound and extraordinary effects on their followers” (Bass, 1985, p. 35).

24. Transformational Leadership Inspirational Leadership A sub-factor within charismatic leadership that is self generated and does not necessarily stem from charisma (Bass, 1985).

25. Transformational Leadership Individualized Consideration When the leader takes into consideration the individual needs of his/her followers (Bass, 1985).

26. Transformational Leadership Intellectual Stimulation “the arousal and change in followers of problem awareness and problem solving, of thought and imagination, and of beliefs and values, rather than arousal and change in immediate action” (Bass, 1985, p. 99).

27. Transformational Leadership Transformational Leaders (Tichy and Devanna, 1986) 1. They identify themselves as change agents; 2. They are courageous individuals; 3. They believe in people; 4. They are value-driven; 5. They are life-long learners; 6. They have the ability to deal with complexity, ambiguity and uncertainty; 7. They are visionaries.

28. Transformational Leaders in your life Transformational Impact Family Member TeacherMentor

29. Well-Known Transformational Leaders President Abraham Lincoln Dr. Martin Luther King Jr. President Barack Obama

30. Leadership Theory in Practice (Keichea Reever, 2015) TraitsSkills Your Leadership Style

31. 3 C’s of Leadership (Keichea Reever, 2015) 1. Compassion 2. Commitment 3. Competence 7 Practices for Mastery of Leadership from the Inside Out (Kevin Cashman, 2008) These 10 leadership principles are proven to be effective when practiced by adults and students. 10 Leadership Principles (Practicing & Developing Leadership)

32. How to develop compassion? Shift your perspective and look at the situation from another person’s point of view Set aside how you feel and what you think about the situation 1 of 3 C’s of Leadership Have Compassion for Others

33. Your Dream + Your Plan + Your Action = Your Goal Repeat this cycle frequently! 2 of 3 C’s of Leadership Commit to the goals you set

34. Be Prepared Know yourself Know your organization Know your services and/or products (resources) Know your customers Write an outline before presentations Practice what you want to say out loud before presentations Provide thorough explanations Tell your customers that you will find the information they ask about (if you don’t have the information handy) Follow Up within 1 week 3 of 3 C’s of Leadership Develop Competence

35. 1. Personal Mastery 2. Purpose Mastery 3. Interpersonal Mastery 4. Change Mastery 5. Resilience Mastery 6. Being Mastery 7. Action Mastery Seven Practices for Mastery of Leadership from the Inside Out (Cashman, 2008)

36. Description of the Seven Practices of Mastery of Leadership from the Inside Out “These practices are not stages of development arranged in a sequential or hierarchical order. Rather, they are an ongoing, interrelated growth process in which the practices are illuminating one another. When arranged together, we can think of them as an integrated whole with each practice supporting progress toward a more fulfilling destination: making an enduring difference from within” (Cashman, 2008, p. 32).

37. “Leadership is authentic influence that creates value.” Leadership Defined (Kevin Cashman, 2008)

38. Maximize your leadership capacity Authentic Influence creates value Effective Leadership

39. What type of influence do you have?  Passive  Active Authentic Influence creates value that inspires others towards a shared vision! What is your vision for others? Your Influence on Others

40. “The foundation of genuine leadership is built with Self- Leadership, Self-Responsibility, and Self-Trust.” -Kevin Cashman, 2005 Personal Mastery (1 st ) Leading with Character vs. Coping

41. Increasing Self-Awareness What skills and talents do you have? What are your weaknesses? How can you improve? Who can do what you have difficulty with? What do you believe about yourself? What do you believe about what you do? What do you believe about your resources/tools? “As you believe, so shall you lead.” - Kevin Cashman, 2005 Personal Mastery (1 st ) Leading with Awareness and Authenticity

42. Act “On-Purpose” “From the vantage point of purpose mastery, failure does not exist. It is life attempting to teach us some new lessons or trying to point some new directions.” –Kevin Cashman, 2005 Purpose Mastery (2 nd ) Leading on Purpose

43. Synergy (noun): The interaction of elements that when combined produce a total effect that is greater than the sum of the individual elements, contributions, etc. Synergism (plural). Interpersonal Mastery (3 rd ) Leading through Synergy and Service

44. The goal is to really understand the other person’s perspective. You can understand the other person’s perspective with or without agreeing with it. “The most important thing in communication is to hear what isn’t being said.” -Peter Drucker Listen Authentically

45. Ask yourself, “Is what I want to do or say going to add value to others?” How? The goal is to get “buy in” to what you believe. The goal is also to remain solutions-oriented (Use your “we” Voice). Create a sense of urgency by explaining why you believe what you believe (Use your “I” Voice). Influence Authentically

46. Use your experiences to positively impact the world!

47. “A thankful person is thankful under all circumstances. A complaining soul complains even if he lives in paradise.” -An Islamic Aphorism “To develop positive, successful people, look for the gold, not the dirt.” -John C. Maxwell Appreciate Authentically

48. Serve Authentically

49. Agility (noun): The ability to think and draw conclusions quickly; intellectual acuity. “Experience is not what happens to a man; it is what a man does with what happens to him.” –Aldous Huxley Change Mastery (4th) Leading with Agility

50. Expect that people will resist change Recognize your own resistance Recognize the symptoms of resistance (Reever, 2015) 1) Disagreement with changes 2) Complaining 3) Anger 4) Noncompliance Change Mastery

51. “The number one Issue facing senior leadership today is Complex Challenges.” -Kevin Cashman, 2005 Change Mastery Center for Creative Leadership Research

52. Five Leadership Skills required to navigate challenges: 1. Collaboration rather than heroics 2. Building and mending relationships 3. Participative management 4. Change management and adaptability 5. Risk taking Change Mastery Center for Creative Leadership Research

53. “Positive change requires letting go of old patterns and taking a fresh approach. It demands going beyond our preconceived ideas.” -Kevin Cashman, 2008 Change Mastery

54. Ten signs of Resilience Mastery: 1. Smooth, abundant energy 2. Ability to focus deeply 3. Internally driven motivation 4. Optimism 5. Fulfilling, intimate relationships 6. Creativity and innovation 7. Vitality and enthusiasm 8. Little or no usage of caffeine, nicotine or alcohol 9. Achievement with ease/Optimal productivity 10. Feeling “on top of” situations Resilience Mastery (5th) Leading with Energy

55. Meditation Reflection Getting things done by Non-Doing (Helps you to gain clarity and process what has happened so far) “With no silence, there is no reflection. With no reflection, there is no vision. With no vision, there is no leadership.” -Kevin Cashman, 2008 Being Mastery (6th) Leading with Agility

56. Hawaii International Conference on Education (Presenting H.S. Drop Out Program) After Several Long Days of attending Serious Educational Presentations, I needed to lighten up and Take a Break! I found a presentation entitled, How to Avoid a Jerk or a Jerkette! Avoid taking yourself so seriously Relax, Lighten Up and Take a Break!

57. Know Trust Rely Commit Touch 10 9 8 7 6 5 4 3 2 1 0 Choose a past or present relationship and rate it. 10=Alot 0 =Not at All Avoid taking yourself so seriously Relax, Lighten Up and Take a Break!

58. Know Trust Rely Commit Touch 10 X 9 8 X 7 X 6 5 4 3 2 X 1 0 X This is an example of a rating that would most likely lead to being in a relationship with a Jerk or a Jerkette!  Avoid taking yourself so seriously Relax, Lighten Up and Take a Break!

59. Know Trust Rely Commit Touch 10 X X X X X 9 8 7 6 5 4 3 2 1 0 This is an example of a rating that shows how a healthy relationship progresses so you can avoid a Jerk or a Jerkette! Avoid taking yourself so seriously Relax, Lighten Up and Take a Break!

60. For self-coaching or coaching to have a lasting, transformative impact, three interrelated pathways need to emerge: Action Mastery (7th) Leading through Coaching AwarenessCommitmentPractice

61. 3 C’s of Leadership +7 Practices of Mastery of Leadership from the Inside out =10 ( Most Effective Leadership) Summary

62. Revisiting The Great Debate: What do you believe about leaders after listening to this presentation?

63. Website: www.socalmentoringacademy.org Email: kreever@socalmentoringacademy.org Thank you for listening!

64. www.facebook.com/socalmentoringacademy Contact Information: www.socalmentoringacademy.org kreever@socalmentoringacademy.org Questions and Answers