LEADERSHIP FELLOWSNOVEMBER 7, 2012

Welcome.

OUTCOMES By the end of the session, Fellows will have the

opportunity to:Gain knowledge about the “Pacesetting”

Leadership styleDevelop clarity around the Fellows project.Develop an understanding of various

change models and theories.Apply change models to their role as leader

FELLOWS NORMS

Be committed and fully present and true to self.

Support, value, and encourage one another in and outside of Fellows.

Appreciate and embrace divergent thinking.

Maintain confidentiality.

8:00

Meet and Greet Leader

8:30

Welcome and Overview of the Day

Dr. June Wilson

The Pacesetting Leader Jen Harwood, Sandra Vecera, Meryl Heyliger

LPI Introduction Kevin MulroeThe Fellows Project All

BreakWhat do we believe about change?

Kevin Mulroe

Mental Models John KrownappleLunchChange Models AllBreakChange Scenario Kevin Mulroe

3:30 Closure

Agenda

INTERVIEW SOMEONE YOU HAVE NOT GOTTEN TO KNOW VERY WELL YET.

- What is the latest news in your school/office?

- What was your greatest success since last we met?

THE AUTHORITATIVE LEADER

KimJosh Jeff

FIVE PRACTICES OF EXEMPLARY LEADERSHIP

-KOUZES AND POSNER

Inspire a Shared Vision Model the Way Challenge the Process Enable Others to Act Encourage the Heart

LEADERSHIP PRACTICES INVENTORY (LPI)

The LPI is a questionnaire with thirty behavioral statements.

10 to 20 minutes to complete. Leaders complete the LPI-Self, rating

themselves on the frequency with which they think they engage in each of the thirty behaviors. 

A 360 degree assessment- Feedback from supervisors, direct reports, and colleagues on the same leadership level.

All the observers' feedback is anonymous.

THE FELLOWS PROJECT

John - Nate, Josh, Judy, Katie

June - Lisa, Jen, Erin, Meryl, Jeff

Kevin – Nicole, Sandra, Marti, Kim, Jenny

BREAK

CHANGE

Think about all of the changes you have experienced over the last year or are experiencing in your office.

Use a large post it notes to write down the changes. (one post it note per change.)

SUCCESSES AND CHALLENGES WITH CHANGE

What have been the challenges

you encountered as part of the

change?

What have you done as a leader

or follower to help facilitate the change?

What are some of your core beliefs about change?

What do you feel helps change occur more

easily?

MENTAL MODELSHelp us become more aware of the sources of our thinking

MENTAL MODELSOur behavior and our attitudes are shaped by the images, assumptions, and stories we carry in our minds of:

Ourselves, Other people, Institutions, and Every aspect of the world.

MENTAL MODELSUsually tacit, operating “below the surface.”

Generally invisible to us – until we look for them.

Differences between them explain why two people observe the same event and describe it differently.

MENTAL MODELSLimit people’s ability to change

Untested and unsurfaced mental models can be tragic.

The core task is to bring tacit assumptions and attitudes to surface in order to create mental models that best serve our clients.

LUNCH

CHANGE MODELSComplex Change - KevinTransitions Management - JohnConcerns Based Adoption Model

(CBAM) - June

BREAK

BEFORE WE RE-CONVENE FOR THE AFTERNOON, PLEASE MOVE INTO THE

FOLLOWING GROUPS

Group 1 – Marti, Josh, Lisa, Jeff, Katie Group 2 – Nate, Meryl, Sandra, Kim Group 3 – Jen, Judy, Nicole, Jenny

YOUR MISSION

Review all of the materials in your envelope.

Develop a plan with steps that will support this change and that considers the various styles and types of people you lead.

YOUR PRESENTATION

You will have 5 minutes to present your plan to “the group” that oversees change in the School System. You plan should include a rationale for the design.

SO WHAT, NOW WHAT?

How did today impact your knowledge and beliefs around change?

What questions do you still have about change?