ImaginationTechnology Leadership

Debra Austin

Technology Leaders in Education

Develop shared vision/big picture perspective on goals to enable planning and goal setting

Technology Leaders provide insights on Ways in which the world is changing New teaching and learning tools Cutting edge technologies being explored in R&D labs

Change Agent Consensus Builder Perpetual Learner

Consortium for School Networking http://i.cmpnet.com/schoolcio/whitepapers/WhatitTakesEssentialSkills.pdf

Essential Skills Establish and Lead Governance Committees Facilitate the process of priority-setting and decision-making Work closely with all constituents Adapt known technologies to new uses and envision natural

relationships with the education process Maintain big picture understanding of school organization,

curriculum, and teaching and learning issues Understand the change process and effective approaches to

facilitating change Model life-long learning

Technology Team Self-starters Creative, independent thinkers Team players Effective communicators and listeners Customer-service oriented Hard workers without a 9 to 5 mindset

Planning and Budgeting Transform vision to long-range plan

Identify Strategic Challenges Develop Goals and Objectives Design Strategies, Action Plans, and Timelines

Total Cost of Ownership impact of technology implementation Cost-benefit analysis Cost is numerator and denominator is something like

service, productivity, customer satisfaction

Perpetual Learner Read constantly Subscribe to email lists and discussion groups Watch the horizon for technology breakthroughs Observe environments beyond their own for first

implementations of powerful new technologies Build a great team because it is impossible to be

an expert on all aspects of technology

Resource Evaluation Find ways to support and integrate the best

uses of technology for teaching and learning while minimizing potential risks Most stable tools Resources that integrate easily with the current

system Technology works when it is needed

Data Management Assess student progress Generate comprehensive baseline data for each

student, class, and grade level Data analysis to identify each student’s academic

strengths and weaknesses Monitor gains in student proficiency Plan new interventions for students or classes Provide ongoing review and evaluation of school

improvement efforts

Business Acumen Evaluate Return On Investment (ROI)

Require users to justify technology expenditures Public Relations

Articulate vision Give visibility to projects and programs

Create effective partnerships with businesses, universities, and associations that can offer financial and intellectual support

Develop and Fund Professional Development to address technology competencies of all employees

Ethics and Policies Understands social, legal, and ethical issues related to

technology Privacy, equity, confidentiality, copyright and intellectual property

Models responsible decision-making Oversees the creation, revision, and enforcement of the

Acceptable Use Policy Consensus-building around Internet and email use Communication of expectations

Evaluate the benefits of technology-based filters and controls, while assessing the negative impact on research and communication

Consider What will students need to know and do in 5 years? What changes are required in how the schools

operate to prepare students for their future? Content knowledge Instructional practices Assessment practices

Is the data-driven decision-making movement accounting for all types of student learning?

Hesselbein on Leadership Francis Hesselbein on Leadership

Chairman and Founding President of the Drucker Foundation

Former CEO of the Girl Scouts of the USA Leadership is the art of getting people to do

what they might not otherwise do, and like it. - Harry Truman -

How to Be Leadership is a matter of how to be, not how to do it Quality and character of the leader determines the

performance and results Demonstrated in every action, communication, and

moment Values, principles, and beliefs that define who we are,

what we do, and how we work with others

Values People Knows that people are the organization’s greatest

asset and in word, behavior, and relationships demonstrates this powerful philosophy

Limits hierarchy and distributes leadership to unleash the power of shared responsibility

How to develop quality, character, mind-set, values, principles, and courage

Builds a work force, board, and staff that reflect the many faces of the community and environment, so that customers and constituents find themselves when they view this richly diverse organization of the future.

Values People Demonstrates a belief in the worth and dignity of those people

who make up the enterprise Develops a workplace that nurtures the people whose performance is

essential to furthering the mission Recognizes that a healthy community is necessary to the success of the

organization Ignites the spark needed to build the inclusive enterprise Mobilizes people around the mission of the organization Gives the dispersed and diverse leaders of the enterprise a clear

sense of direction and the opportunity to find meaning in their work Workers and teams can express themselves in their work and find

significance beyond the task

Life and Community Embraces all concerned in a circle that

surrounds the corporation, the organization, the people, the leadership, and the community

Challenges Schools Health of children who will make up future

workforce Inadequate preparation for work and life Loss of trust in institutions Work that dignifies

Carry a Big BasketLeadership Imperatives

InnovationInclusionOpportunity and Equal AccessValues-Based Management

Innovation Change that creates a new dimension of

performance – Peter Drucker New ideas Different partners and new practices Willingness to let go of the old and

irrelevant to make room for new approaches

Inclusion Biggest basket in town – it must have room for all of

us Ideas, models, and processes that create richly

diverse organizations and spell relevance, continuity, and effectiveness

Equal access to all who are part of the community, not a favored few, results in a synergy of inclusion which propels us into the richness of opportunity

Opportunity For every child to learn For every person to find work that dignifies and

delights For all to travel and explore without fear To seek opportunity not just for ourselves, but

for all others Be ye an opener of doors

Emerson

Values Who I am Why I do what I do What motivates, guides, moves, and challenges me My beliefs, principles, spirit – the values I struggle to live by

Like the winds of the seaAre the waves of time,As we journey along through life,Tis the set of the soul,That determines the goal,And not the calm or the strife.

One ship sails East,And another West,By the self-same winds that blow,Tis the set of the sailsAnd not the gales,That tells the way we go.

Ella Wheeler Wilcox

The Power of Civility Demonstrates respect for the women and men of the enterprise Civility flows from genuine appreciation of their colleagues

individually and the dignity of the work their colleagues do Words and behavior build a climate of trust and respect, where

mission, values, and equal access permeate the organization Effective leaders

never convey that they are overwhelmed by their task Always find time for people with an urgent problem or opportunity Listen to internal customers as much as external customers Show discipline in the way they prioritize and invest time

Self-Imposed Leadership Barriers

Lack of formal, articulated personal goals and a road map of how to meet them.

No clear understanding of one’s own strengths and areas to be strengthened

Believing there is something called business ethics, a standard different from our personal lives

Lack of generosity – not sharing ideas, time, encouragement, respect, compliments, and feedback with others – resulting in exactly the same treatment from them

Self-Imposed Leadership Barriers

Leading from the rear – tentative, fence sitting, never taking responsibility

Stressing what others can’t do well rather than building on their strengths

Chicken Little, rather than the Little Engine that Could Lack of positive approach to serious issues Failing to present suggested solutions along with the

problem Not taking charge of one’s own personal learning

and development

Institutional Leadership Barriers

Hierarchical structures that restrict, constrict, box people in Corporate cultures that encourage mediocrity and reward

playing it safe Corporate cultures and practices that kill the messenger Racism, sexism, and ageism unacknowledged and

unaddressed Fuzzy lines of accountability Lack of sharp differentiation between governance and management, and

between policy and operations, with no clearly defined roles and responsibilities

No mentoring plan for promising staff members Bottom-line mentality; not seeing people as the company’s

greatest asset Failing to build a richly diverse, pluralistic organization that

includes diversity on the board of directors and top management teams

Not walking the talk; a leadership team whose behavior doesn’t match its message

Static staffing structures, with no job rotation or job expansion

Lack of a formal, articulated plan for succession

Institutional Leadership Barriers

Consider What new demands will we face? What will be different about our customers? What can we do that will make the biggest

difference, and what is the one thing that we must do for anything else to happen?

What qualities of the new leader will best match the vision of our organization in the future?

Nurturing Positive Imagination

American Students Focus on productive outcomes that advance and

unite civilization Minimize alienation and celebrate interdependence Optimism: every problem has a solution and

tomorrow can be better than yesterday Look forward: more dreams than memories

Nurturing Positive Imagination

Youth Outside the US Understand their context Values-based leadership to encourage voluntary adoption of

democratic principles – good global citizens Demonstrate deep humility when dealing with

Narrative – stories and myths from their society that feed their imagination

Context – in which people grow up Collaborate to change context

Rule of law – independent courts – property rights Free and open society – freedom of thought and speech Market economy & foreign trade Modern education systems – scientific inquiry

Flattening Education What are the implications for education

Triple Convergence Work Flow Software – create, design, sell, buy In-forming – Google, Yahoo! And MSN The Steroids – Digital, Mobile, Personal, and Virtual Businesses and individuals began to adopt new habits,

skills, and processes to get the most out of technology Level Playing Field and New Players from India, China,

and Russia

Flattening Education Do Educators

Collaborate with our customers & colleagues Use technology to do business in new ways Encourage innovation & entrepreneurial activities Attend to global business practices Believe there is

A numbers gap – not enough engineers & scientists An ambition gap – poor work ethic – don’t view

humans as greatest asset or resource An education gap – lack of educational reform

Leadership Gap The job of a politician (an educator) in America should be in part to educate and explain to people what world they are living in and what they need to do if they want to thrive within it. Leadership in China are all engineers – an intelligent bureaucracy. American politicians don’t get it because they are all lawyers. We need a national strategy and politicians (educators) who are able and willing to explain and inspire. Transformation begins with a sense of urgency. The focus should be on individual empowerment and the government and business should guarantee people the chance to make themselves more employable.