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Leading Effectively Through Change and Resistance (Transformative)
Developing leadership mentality throughout organization is paramount to achieving maximum effectiveness and efficiency. *Requires extreme ownership characteristic of all highest performing teams.
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June 22, 2015 Bellwether National Finalist 2015, Faculty Innovation
AACC Awards of Excellence National Finalist 2016, Faculty Innovation Reimagine Awards International Shortlist 2016, Student Success Finalist 2017, Student Success June 22, 2015 Mar. 28, 2016… Diversity article
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Think back to the best boss (teacher) & the worst boss you ever had.
60 sec PhD in Leadership: Think back to the best boss (teacher) & the worst boss you ever had. Make list of all things done to you that you hated. DON’T DO THEM TO OTHERS. EVER! Make list of all things done to you that you loved. DO THEM TO OTHERS. ALWAYS!
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Introduction Growth = Change!
The one thing you need to know about leadership is that there is…. More than one thing you need to know about leadership! None of us do all of them well Develop leadership TEAM! PRINCIPLES of leadership are constant Ancient Greece, Hebrews in Old Testament, armies of modern world, businesspeople in today’s global economy, teachers in the classroom, etc
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National Crisis! From A Nation at Risk to Reclaiming the American Dream….21st Century Report on Community Colleges; need for transformational change. Dramatic redesign of educational experiences Professional development focused relentlessly on student success Transformation in instructional strategies Unacceptably low student attainment gaps To remain open access, virtually everything else must change. Courageously end ineffective teaching practices. One of most destructively discriminatory practices today is continued use of ineffective teaching strategies; hinders upward mobility for those needing it most.
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Willingness to do ‘whatever-it-takes.’ (Exorcist movie)
Terry O’Banion… ”To achieve even a modicum of success in reaching the goals of the Completion Agenda, will require leaders who will disturb the universe!” Willingness to do ‘whatever-it-takes.’ (Exorcist movie)
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#1 problem faced by leaders when attempting to implement culture of standards and accountability across the General Academic Division?? Faculty Resistance! “Progress (improvement) requires change, and change has its enemies.” J.F. Kennedy
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The Five Stages of Grief
Denial Anger Bargaining Depression Acceptance Hmmm... my students seem to really like the way my class is structured. How about I keep on doing what I am doing? What kind of moron came up with this? You can take this accountability and shove it. My class as I know it is over. Academic freedom has died a terrible death. We have been doing it this way for years. Not changing now. Maybe this will work if I give it a shot. This will never happen!
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Quality Enhancement Plan (QEP)
Broad based (total) involvement of faculty and staff Institutional research (data-driven decisions) Thorough review of current literature and best practices!! Increase student success rate in current and subsequent courses Restructure courses Incorporate topics on reading strategies, note-taking, and learning styles. Assess effectiveness through multiple evaluation measures (quantitative, qualitative, formative, summative, & direct/ indirect assessments) Data disseminated to institutional community, as well as faculty & staff (transparency)
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Breach of Academic Integrity?......’taboo’
Knowing problem exists and NOT taking action to address? Setting a standard and failing to implement a system of training/support/accountability to effectively meet this standard? Knowing issues (instructor effectiveness gap, affective domain, etc.) that determine our students’ success and not addressing them in the classroom? Challenge is…making common knowledge common practice! (students and tests)
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Influence needed to create positive change & move people in new direction
Managers (administrators) maintain direction Test by asking to create positive change Systems & processes can do only so much Not enough time?....Frustrated?….need to adjust system Followers focus on current work Managers & Administrators w/ efficiency & effectiveness Vision without ACTION is just a daydream Action without VISION is a nightmare.
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Three kind of people in organization
Team leadership Encourage one another Share information & wisdom Friendly competition Three kind of people in organization Get it almost immediately & off & running with it (top ‘third’) Skeptical & not sure what to do with it (middle ‘third’) Start negative & hope it will go away (bottom ‘third’)….Committee chair If this group is ‘status quo’… TOXIC to learning environment & growth mindset!! Must have answer for bottom ‘third’ for culture of quality Not what is preached, but what is tolerated!
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Main ingredient for empowering others is a high belief in people.
If you believe in others, they will believe in themselves….Teachers/ students! EN..couragement and EM..powerment (efforts DO control success!) Mission provides purpose…answers ‘WHY?’ Vision provides a picture… answers ‘WHAT?’ Strategy provides a plan – answers ‘HOW?’ Higher you go in leadership (mindset), more your work is about future Effective modeling of vision makes picture come alive! CC the MVP…Constantly Communicate w/ Crystal Clarity & Courageous Commitment…..the Mission, Values, & Purpose Use ‘power words/phrases’ at every opportunity
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En-COURAGE-ment Em-power-ment Implement new instructional strategy…
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Monitor people’s progress, give direction, & hold them accountable
Can’t manage what you can’t measure (data, data, data) Inspect what you expect! Great danger to good leadership… Temptation to change others without first changing yourself Standards of excellence higher for self than others….preparation for class More than others, leaders should welcome being held accountable Student responsibility sheet….Faculty responsibilities?? Most important trait folks say for their leader… Leading by example! Majority of leaders emerge from impact of another leader
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People buy into the Leader, then the Vision!
People don’t at first follow worthy causes…. They follow worthy leaders who promote causes they can believe in Leader’s commitment must be higher than team members So should your passion & dedication! “Mean what you say and say what you mean, but… don’t be mean saying it!” If unable to generate that kind of commitment… You are pursuing the wrong vision You are in the wrong organization You are not the right leader for the job
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Overcoming Leadership Paralysis
FEAR, DOUBT, & WORRY – Immobolizes imagination FEAR…..False Evidence Appearing Real (Obstacles??...) Keep it simple Most destructive habits… Griping, Complaining, & Whining (negative w/ no logical solutions offered) – Negative Can’t-do Attitudes Not who’s right, but what’s right!....Principles, not people!! “Courage is not the absence of fear but rather the assessment that something is more important than fear.” - Franklin D. Roosevelt
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Momentum is leader’s best friend
Much easier to steer than start (waterskiing) With no momentum, even the simplest tasks seem impossible Mindset > skillset!! Even average people can perform far above average in an organization w/ great momentum - U.S. Hockey team 1980 Olympics; NCAA basketball tournament Takes a leader to create momentum! Followers can catch it & Managers can use it to advantage once started
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Motiv - Ation Motivated people have a motive…. A purpose, a reason, a cause greater than their own self Motivated people take action on that cause or purpose Not everyone is motivated by your reasons, but their own reasons “Leadership is the art of getting someone else to do something that you want done because he wants to do it” Dwight D. Eisenhower
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If leader is looking for someone to motivate them, organization is in trouble
Key factor in developing momentum… MOTIVATION Remove demotivating elements in organization Help folks celebrate their accomplishments Continually praise effort, but reward accomplishments Spotlight awards… Committee chairs Adrian w/ puzzles
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Use colors, graphs, and descending order.
#11 #12 #16 #18 #19 overall Faculty Faculty name # Resp Resp% Engag Enthus Interest Cares Recom Average A 190 79.8 85.3 88.8 90.0 87.1 90.6 88.4 B 104 50.5 79.7 82.6 78.3 87.0 83.2 C 96 54.6 78.0 80.2 81.3 79.1 D 133 55.0 81.1 80.0 72.2 75.6 74.4 76.7 Division Averages 52.9 66.9 67.9 64.1 64.9 66.2 E 79 52.3 74.6 76.1 73.1 68.7 73.7 F 132 47.7 68.1 75.5 73.4 67.0 71.5 G 116 48.7 54.8 57.1 59.5 56.0 56.7 Adjunct A 5 33.3 100.0 18 60.0 94.1 88.2 95.3 28 63.6 76.0 88.0 72.0 79.2 74 67.3 77.9 75.0 76.5 79.4 80.9 97 71.4 64.3 60.7 62.1 23 67.7 65.0 61.0 Adjunct AVG. 59.9 21 53.9 52.4 47.6 61.9 55.2 H 31 45.6 55.6 48.1 44.4 40.7 47.4 I 16 43.2 56.3 43.8 37.5 J 19 54.3 50.0 41.7 25.0 36.7 K 2 18.2 0.0 COURSE EVALUATIONS FA HUMANITIES, BEHAVIORAL, AND SOCIAL SCIENCES Use colors, graphs, and descending order.
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Explosive Growth Entirely different focus & attitude to develop leaders than simply attracting & leading followers Develop yourself – experience personal success Develop a team – organization experiences growth Develop leaders – organization can achieve explosive growth Only way to lead leaders is to become a better leader yourself 85% prompted to become leaders because of influence of another leader Enthusiasm & commitment are driving forces Leaders who develop leaders experience an incredible multiplication effect in their organizations that can be achieved in no other way – not by increasing resources, reducing costs, improving systems, implementing quality procedures, or doing anything else. (Putting out fires!?)
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Zig Ziglar…. “I would rather train employees and lose them… than not train them and keep them.”
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Think ‘acts of leadership’, not ‘leaders’!
Great leaders don’t set out to be a leader... They set out to make a difference. It’s never about the role – always about the goal! If it were not for uncertainty and problems there would be no need for LEADERS!! “Leadership, like swimming, cannot be acquired by reading about it.” Henry Mintzberg
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Requirements & Expectations of Culture of Leadership
Problems solved at lowest level possible Must be ‘crystal clear’ on culture & purpose of organization Written commitment statement – vision statement posted Supervisor conveys WHY (relevancy) & WHAT (clarity)… not HOW Less input further removed from source Must have possible solution to ALL issues/problems No complaints w/out possible solution…. Positive restlessness! No criticism w/out possible alternative “YOU decide.” Allow for ‘mistakes’ as long as improving….Opportunities to improve!
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Only new mistakes allowed…
Repeated mistakes makes value statement about feelings & ability level What happens on the job is really not a high priority in my life My enthusiasm & commitment levels are not very high I do not have the ability necessary to handle this position 75 – 85% of behavior determined by consequences (‘taboo’) Feelings hurt?...good or bad thing? Learn more from mistakes than victories Do not treat everyone the same!? Flip the status quo
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Requirements & Expectations of a Culture of Leadership
Needs/desires require written proposal w/ data Issues/problems with employee… Promote chain of ‘command’ for all issues Meeting/ include all supervisors Must use measureable data Can’t manage what you can’t measure! Feelings, beliefs, emotions not relevant to assessment Course evals (response rate), success rates, completion
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Choose to be a Top Performer
Choose to respond (act) logically, not react emotionally Reacting under control & directed to action, not the person When tempted to fight fire with fire, just remember that the Fire Dept. usually uses water. Most have a tendency to blame others for our difficulties, but keep credit for successes to ourselves. (success rates; course evals) Top performers know that when they continuously add new concepts & ideas into their minds (growth mindset), they are burying some of the archaic ideas already in place.
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Look for the Good “The trouble with most of us is that we would rather be ruined by praise than saved by criticism.” Dr. Norman V. Peale Criticize the performance, not the performer! Two things great leaders always do… EXpect every member of team to do their ‘best’ (high standards) INspect to make certain they get what they Expected Extend hand of encouragement while make it clear you expect – even demand – that abilities are used for maximum results Best leaders make finding the good in others a priority!
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Look for the Good Importance rule of positive reinforcement:
It should be immediate! Compliment must be sincere Cannot follow every compliment with a correction Catch them doing something right! Praise in public….censure in private! Successful feedback points out specific & observable behavior…. & is given in private Develop cooperative plan of action…. Intentional teaching/leading
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Perceptions Set up informal visits with your people
Look for strengths & things done well…..(3x5 cards) Make something of every positive you can find Those who manage Top Performers develop a ‘scoring’ system that keeps everyone informed of how they are doing Students constantly under this system Always end , meeting, etc. on positive note! Way of saying….Q-TIP “Hope this helps!” ; “Thank you in advance…” Use power words crucial to success of mission End meeting with action plan timeline
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All About People Aggressiveness below average:
Willing to let others make decisions; Quiet & unassuming Place in low-pressure situations (committee or project chair) & allow them to lead w/ ‘let’s do it together’ style Aggressiveness above average: Strong-willed, task-oriented ‘doers’ Drive themselves & others; Enjoy challenge & change Challenge them & grant them authority Direct answers & stick to business Take issue w/ facts & not the person
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Top Performers Anticipate & Embrace Opportunity to Change
How do you lose 37 lbs?... By losing 1.9 oz every day for 10 months ACTION takes COURAGE!....helps if En-couraged. (‘Caring’ question..) How do empower 1000 students to completion? By each of 70 faculty members inspiring one more student to completion in each of their sections each semester for one year that would not have completed otherwise! Avg. family of four….4000 folks directly impacted/yr! ….40,000 each decade!!
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Rudy Giuliani, former mayor of NYC
Three keys to leadership: If you are going to lead, be optimistic. If you are not, your followers can hardly be expected to be. If you don’t love people, do something else. Absolutely crystal clear what you stand for & expect. *As well as what the organization, taxpayer, students, etc. expects
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Research proves it…Good questions uncover reality
Why do leaders (teachers) instruct rather than ask questions? Due to two related leadership misconceptions: Need to appear infallible & Concept of leader as trouble-shooter or solution-finder. Another reason… They are afraid they will get answers they do not like First time question is asked should not be first time you have prepared for it! Great questions can create curiosity, relevancy, purpose, passion, etc… Question always the same when addressing issues/problems… What are you doing about it?... How is that working for you?... What are your plans to adjust?..
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Challenge Old Paradigms to “disturb the universe.”
First time question is asked should not be first time you have prepared for it. “I told them what to do; it is not my FAULT if they did not do it!” “It is not my job to teach them basic life skills. That is their parents’ job.” “It is my course; I can do what I want.” “I could teach them if you would send me motivated students willing to learn.”
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“I know you are struggling with ________... how can I assist
you in becoming more effective?” Folks connect when they understand; they commit when they are understood!
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Instructional Leadership for 21st Century
100% participation in basic best practices Uncommon commitment = uncommon results! Employees do not do optional…except top shelf Holistic approach… multiple ‘best practices’ required Three basics principles of instruction… I-CAN Maximum Engagement.. (Frequent low-stakes assessments) Relevant Instruction.. (the WHY) Supportive Relationships.. (Early intrusive intervention!) Student makes connection w/ 3 folks on campus….completion chances double!!
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Instructional Leadership for 21st Century
Must have a plan for bottom ‘third’ Absolute requirement for culture of quality Not about what is preached, but what is tolerated Getting started… Meet with entire direct ‘team’ List problems…then possible solutions for ACTION Clearly define non-negotiables (doing ‘nothing’…) Clearly define mission/vision & purpose Obtain support of most vocal
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“Professional development focused relentlessly on student success
“Professional development focused relentlessly on student success.” RTAD Hours/year of professional development devoted to student learning/success *Avg. > one article or per week on student learning/success. *Relentless CC of MVP!! *Bring national ‘big picture’ to them!
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Bigger Goals College Retention Rate College Graduation Rate
Fall to Fall…. and Fall to Spring F ’12 F ‘16 retention rate incr. 27% F ’14….5.3% increase in enrollment! College Graduation Rate Course success retention completion! # AS/AA degrees increased 67% in over ! 49% increase in overall graduation rate
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TEAMwork makes the DREAM work!!
Financial benefits…power of total involvement 60 full-time gen. academic faculty… one per class = >320 students Over 900 each year!....and 9,000 each decade!! x $142/hr x 12 hrs/sem x 3 sem/yr = >$1.6 million/yr (Tuition only!) IF only 10 faculty experience same average increase as WCC… …x 140 students/term….x 3 terms/yr….x 0.21 (avg. incr.) = 550 students/yr! 5500 students each decade! Just 3-4 students ‘extra’ each section
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TEAMwork makes the DREAM work!
Conclusion Personnel determine potential of organization Relationships determine morale of organization Structure determines size of organization Vision determines direction of organization Leadership determines success of organization TEAMwork makes the DREAM work!
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Top Ten Rules to Top Team Performance
Smile is most powerful social tool at our disposal Listening most neglected skill today Talk in terms of the other person’s interests Ask questions you already know the answer to; gives other person’s perspective Model behavior & attitude you want other person to have Give assignments w/ faith & confidence in person Always make requests; never give orders Use narrative stories & meaningful analogy – powerful teaching tools Always be respectful of others Always return phone calls, s, & letters immediately
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Summary of concepts Leadership mentality and behaviors throughout chain Solve problems at lowest level possible Never, ever ask permission to lead! Mission more important than personal comfort Crystal clear expectations…inspect what you expect (balance with relationships) No accountability without personal accountability Top performers rise to top when presented higher standards Everyone expert at evaluating others…Leader must evaluate self constantly No bad teams, only bad leaders. Praise effort, reward results! ‘Support’ may be pat on back or foot in the rear…whatever-it-takes Consistency, consistency, consistency! Constantly communicate with crystal-clarity and courageous commitment…the mission, values, and purpose! – CC the MVP! If your folks cannot do a good impression of you when you are not around…you are not repeating yourself enough
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For speaking engagements…
Tony Holland Wallace Community College-Dothan, AL 1141 Wallace Drive Dothan, AL
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