Leadership in Times of Transition
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Transcript of Leadership in Times of Transition
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LeadershipinTimesofTransitionpresentedbyChrisShade
LeadershipinTimesofTransitionpresentedbyChrisShade
Whatisthesinglegreatestimpedimenttoyourorganization’sgreatness?
Thestatestandardsoutlinecurricularexpectationslackspecificityandrelevance.Ourcurriculumis“amilewideandaninchdeep”requiringstudentstobea“jackofalltradesandmasterofnone.”AccordingtoRobertMarzano,“Ifyouwantedtoteachallofthestandardsinthenationaldocuments,youwouldhavetochangeschoolingfromK-12toK-22.”
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AccordingtoSirKenRobinson,lastyear,theNFLwasanine-billion-dollaindustry.
Hollywoodwasaneleven-billion-dollarindustry.
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Standardizedassessment?Asixteen-billion-dollarindustry.Thissoundslikebigbusinesstome;andtothatIsay,“educationisnoneofyourbusiness.”
http://www.jamievollmer.com/pdf/the-list.pdf
Governmentpolicymakers,inanefforttocorrectwhattheyperceivedasinefficiencyandineffectivenessinpublication,haveover-mandatedandover-regulatedthelocalfunction.Multipleandlargelypunitiveaccountabilityprovisionswerecreatedtoensurecompliance.Thoughthecontinualproliferationofprescriptiverulesandrequirementsisprobablywell-intentioned,itsimpactonschoolsisinherentlycounterproductive.Ratherthanfocusingeffortsonstudentsuccess,schooldistrictshavebeenforcedtobehavelikeinflexibleandunresponsivebureaucracies,moreaccountabletopoliciessetbythegovernmentandtheirenforcementagenciesthanresponsivetomeetingtheneedsoftheirstudentsandthecommunitiestheyserve.Thisshiftinpowerhasstrippedthelocalcommunityofasenseofownershipofitsschoolsanddenieditscitizenstherightandopportunitytomakemeaningfulchoicesaboutthequalityandnatureofeducationitdesiresforitsyouth.[VisioningDocument]
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BureaucracyTest[fromGaryHamel]• Doyoufeeltherearetoomanyrulesandpolicies inyour
organization,toomuchredtape? • Dothoserulesandpoliciesoftengetintheway ofdoing
therightthingforcustomers? • Doyoufeelover-managed,asifyou'renotreally
trusted? • Arethereinternalprocesses,likebudgeting andthe
annualperformancereview,thatseemtoabsorb moretimeandeffortthanthey'reworth?
• Doesitseemunnecessarilydifficulttostartsomethingnew, togetabitofseedfundingandcarveoutsometime toexperimentwithanewservice,product,orworkpractice?
• Doesitfeellikespeakingup,challengingyourmanager, orquestioningadecision,couldbeacareer-limitingmove?
• Areyouoryourteammatessometimesreluctanttotakerisks forfearofbeingpunishedforfailure?
• Dointernalstafffunctions,likeHRandfinance, seemmorefocusedonenforcingtheirrules thanfacilitatingyoursuccess,moremeddlesome thangenerallyhelpful?
• Doesitoftenfeelasifemployeesaretreatedmorelikeresourcesthanhumanbeings? Thatprofitscomefirst,andpeoplecomesecond?
• Doyoufeeltherearetoomanylayersinyourorganization? Toomanymanagerswhospendtheirtimemanagingothermanagers?
• Doleadersseemmoreinclinedtoprotecttheir decision-makingprerogativesthanto empowerthosearoundthem?
• Anddoesitoftenseemasifit'sthebestpoliticians whogetpromotedratherthanthebestleaders? Sothat'sadozenquestions.
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http://www.garyhamel.com/blog/3-trillion
ReformstrategieshaverepeatedlybeenintroducedwithsuchactsastheElementaryandSecondaryEducationAct,Goals2000,NoChildLeftBehind,andtherecentEveryStudentSucceedsAct.
Imageborrowedfromhttps://commons.wikimedia.org/wiki/File:No_Child_Left_Behind_Act.jpg
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Yeteachnewreformismerelyputtinglipstickonthepig.LikeitspredecessorsESSAemphasizesstandardizedassessmentdespiteknowingthatweighingthepigwon’tmakeitfatter.AndwhatCEOwouldoffertoberatedonthepriceofcompanystockonanarbitrarydayoftheyear?
Why?
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Namesomeofthegreatestbreakthroughsofthepast150years.
Allofhumanity’sscientificadvanceswouldhavecontributedlittletoourqualityoflifeiftheyhadn’tbeenaccompaniedbyequallyastoundingbreakthroughsinmanagementscience.Overthepastcentury,muchofthisinnovationwasfocusedongettingpeopletobeasreliableasmachines,achallengethatrequiredanewandsystematicapproachtotheproblemofcontrol.Thenameforthatapproach:bureaucracy.
Thechallengemayseemintimidating,buttakeheart.Thoseearlymanagementpioneershadtoturnfree-thinking,obstreperoushumanbeingsintoobedient,kowtowingemployees.Theywereworkingagainstthegrainofhumannature.
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Inroutinizingwork,weriskedroutiniziedhumanbeings.Indeed,thiswasinevitable,sincethegoalofbureaucracywas(andis)toexcisethehumanfactor,toturnpeopleintomachinesmadeoffleshandblood.
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Whenwethinkoffactories,wethinkofHenryFord,ModelT’s,andassemblylines.Yet,withtheburgeoningsuccessandgrowth,theneedforanewtypeofworkerwasborn,thewhite-collarworkers.Interestingly,however,thesewhitecollarworkerswerestillfactoryworkers.Whetherpushingapencilorhammeringawayonakeyboard,orcallingoncustomers,theworkwasplanned,controlled,measuredandroutinized.Ifyoupaidattentioninschool,followedinstructions,showedupontime,andtriedhard,youwerepromisedtobetakencareof,paidalotofmoney,givenjobsecurity,offeredhealthinsuranceandretirementbenefits.ItwastheAmericanDream.Myfatherworkedinthefactory,inawhitecollar,insales.EverydayhewouldfightHoustontrafficgoingfromoneplaceofbusinesstoanother.Meetwithanofficemanager,ask,“Whatpaperproductsdoyouneed?Papertowel?Toiletpaper?Cleaningsupplies?Chemicals?”Hewouldtaketheorder;getbackintohiscaranddrivetoanotherplaceofbusiness,church,orschool.“Whatpaperproductsdoyouneed?Papertowel?Toiletpaper?Cleaningsupplies?Chemicals?”Hewasextraordinarilytalentedandextremelysuccessful.
Inroutinizingwork,weroutinizedhumanbeings.
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Nocorporationorschoolcanthriveintheabsenceofcreativity,innovation,andlearning,andthegreatestthreattoallthreeoftheseisdisengagement.[DaringGreatlybyBreneBrown]
Engagementmayhavebeenirrelevantintheindustrialeconomy,butit'sthewholegamenow.
http://content.gallup.com/origin/gallupinc/GallupSpaces/Production/Cms/POLL/ifgznd_do0qhwo_o3oc5sg.png
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TheTexasCenterforEducationalResearchreviewedanumberofestimationmodelsandstudiedthreerepresentativeTexasschooldistricts.Theyconcludedthatthedistrictsspend20%ofadepartingteacher’sannualsalarytoreplacehimorher,amountingtoaconservativeestimateof$329millionstatewideeachyear.
Ina2004studyofteacherretention,theAllianceforExcellentEducationestimatedthatthecostsassociatedwithteacherattritionareabout$12,500perteacher,andconcludethatthecostinthe2000schoolyearcouldhavebeennearly$2.1billionacrossthenation.1,000teachersx15%turnover=150departingteachers$30,496x20%=$6099.20toreplaceone[firstyear]teacher$6,099.20x150=$914,880totalannualexpense[BuildingEngagedSchoolsbyGaryGordon]
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Howcanyouexpectengagementatworkifworkisn'tengaging?
Teachersareshackledbystandardization,standardsandstandardizedassessments.Thereislittleroomforautonomyandcreativeliberty.
Technologyhaschangedeverything.Thewhite-collarjobsthatwereoncemachine-proofarenowbeingreplacedbymachines.Whenit’stimetodotaxes,manynolongercallonanaccountant,butinsteadgoonline.Whenshoesareorderedfromanendlesssupplyonline,theyareshippedinthecorrectsizethenextdaywithaclickofabuttonhavingneverlefthome.Today,Icandowhatmyfatherdidineighthoursinamatterofminutes.Butinthefaceofcompetitionandtechnology,thebargainhasfallenapart.Jobgrowthisflatatbest.Wagesinmanyindustriesareinanegativecycle.Themiddleclassisundersiegelikeneverbefore,andthefutureappearsdismal.Peoplearenolongerbeingtakencareof—pensionsaregone;401(k)shavebeenslicedinhalf;andit’shardtoseewheretogofromhere.It’sfutiletoworkhardatrestoringthetake-care-of-youbargain.Thebargainisgoneandit’snotworthwhiningaboutandit’snoteffectivetocomplain.There’sanewbargainnow,onethatleveragestalentandcreativityandartmorethanitrewardsobedience.
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IntheirviralvideoShiftHappens,KarlFischandScottMcLeodstate,“Wearecurrentlypreparingstudentsforjobsthatdon’tyetexistusingtechnologiesthathaven’tbeeninventedinordertosolveproblemswedon’tevenknowareproblemsyet.”
Until1900humanknowledgedoubledapproximatelyeverycentury.BytheendofWorldWarIIknowledgewasdoublingevery25years.Today,knowledgeisdoublingevery13months.AccordingtoIBM,thebuildoutofthe“internetofthings”willleadtothedoublingofknowledgeevery12hours.
Orputmoresimply…
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Ifthereisonethingyoucanalwayscountontohappeninlife,it’schange.
"Ifyoudon'tlikechange,you'regoingtolikeirrelevanceevenless."EricShinseki
Youcan'toutrunthefutureifyoudon'tseeitcoming...
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Becauseaninfluxofmoniesforeducationisunlikely,wemustinnovate“insidethebox.”GeorgeCouros
Weneedtoturntheassumptionof“organizationfirst,humanbeingssecond”onitshead.Insteadofasking,howdowegetemployeestobetterservetheorganization,weneedtoask,howdowebuildorganizationsthatdeservetheextraordinarygiftsthatemployeescouldbringtowork?Themostimportanttaskforanymanagertodayistocreateaworkenvironmentthatinspiresexceptioncontributionandthatmeritsanoutpouringofpassion,imagination,andinitiative.
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Tocreateanorganizationthat’sadaptableandinnovative,peopleneedthefreedomtochallengeprecedent,to“waste”time,togooutsideofchannels,toexperiment,totakerisksandtofollowtheirpassions.Policiesandrulesareimportant—noorganizationcansurvivewithoutthem.Mostorganizations,though,areovercontrolled.That’sbecausecontrolworkslikearatchet.Managersareincentivestocreaterules,notabolishthem.Morerulesmeanmorethingstocontrol,andthatmeansmorejobsecurityandmorepower.Ifyou’reaformallyappointedleader,andyouwanttoturnsheepintoshepherds,youhavetotakeoffyourleadershipmantleandsaytopeople,“Idon’thaveaplan,what’syours?”That’shumbling,butit’stheonlywaytoreleasethelatenttalentswithinyourorganization.Letpeoplefindtheworkthatbestsuitstheirinterests.Thisisthekeytobuildingacommunityofpassion.Whenyouforcepeopleintoslots,yougetslot-shapedcontributions;youdon’tgetboldandastonishingcontributions.Ifyouwanttheunexpected,youhavetogivepeoplethefreedomtodotheunexpected.
Threethingsarecriticaltoengagement:first,thescopethatemployeeshavetolearnandadvance(arethereopportunitiestogrow?);second,thecompany’sreputationanditscommitmenttomakingadifferenceintheworld(isthereamissionthatwarrantsextraordinaryeffort?);andthird,thebehaviorsandvaluesoftheorganization’sleaders(aretheytrusted,dopeoplewanttofollowthem?)]
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Showmeanorganizationwherecompensationislargelycorrelatedwithhierarchy,Icantellyouthat’snotgoingtobeaveryinnovativeoradaptableorganization.Peoplearegoingtospendalotoftheirtimemanagingupratherthancollaborating.Therewillbealotofcompetitionthatgoesintopromotionupthatformalladderratherthancompeting,really,toaddvalue.So,increasingly,compensationhastobeacorrelateofvaluecreatedwhereveryouare,ratherthanhowwellyoufoughtthatpoliticalbattle,whatyoudidayearortwoorthreeyearsagothatmadeyouanEVPorwhatever.Theproblemiswiththetechnologyofmanagement,thesystems,processes,tools,methods,thatweusetomobilizeandorganizehumanbeingstoproductiveends.Wehaveanameforthistechnology.It'scalledbureaucracy.Andthoughthatwordseemsarchaic,likehorsepower,bureaucracyisstillverymuchwithus.Infact,it'sprettymuchinescapable.Bureaucraciesaredisempowering.Bureaucraciespartitionthinking,anddoing.Thoseinthetopenvision,whileeverybodyelsesimplyenacts.Anddeprivedofanyrealinfluence,mostemployeesfeelemotionallydisconnectedfromtheirwork.Unlessyourorganizationistrulyexceptional,itcontainsalotofpeoplewhoarephoningitin.
Threethingsarecriticaltoengagement:first,thescopethatemployeeshavetolearnandadvance(arethereopportunitiestogrow?);second,thecompany’sreputationanditscommitmenttomakingadifferenceintheworld(isthereamissionthatwarrantsextraordinaryeffort?);andthird,thebehaviorsandvaluesoftheorganization’sleaders(aretheytrusted,dopeoplewanttofollowthem?)]
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http://brenebrown.com/wp-content/uploads/2013/09/DaringGreatly-EngagedFeedback-8x10.pdf
Rehumanizingworkandeducationrequirescourageousleadership.Honestconversationsaboutvulnerabilityandshamearedisruptive.Thereasonwe’renothavingtheseconversationsinourorganizationsisthattheyshinelightindarkcorners.Oncethereislanguage,awareness,andunderstanding,turningbackisalmostimpossibleandcarrieswithitsevereconsequences.Ifyougiveusaglimpseintothatpossibility,we’llholditasourvision.Itcan’tbetakenaway.”[DaringGreatlybyBreneBrown]
Whataboutourchildren?
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http://dangerouslyirrelevant.org/wp-content/uploads/2016/03/2015-Gallup-Student-Poll-1.jpg
Learningispassive.For13years,welearntoconsumeinfo.
Why?
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America’sschoolswerenotdesignedtoteachallchildrentohighlevels.Theyweredesignedtoselectandsortyoungpeopleintotwogroups:asmallhandfulofthinkersandagreatmassofdoers.
ItstartedwithThomasJeffersonwhoconsidereditessentialallchildrenbeeducated“wellenough”toa)transactbusiness,andb)effectivelyparticipateintheciviclifeofthecommunity.IntheNotesontheStateofVirginia,Jeffersonproposedteachingthe3r’s,reading,writing,andarithmetictochildrenthreeyears“gratis.”Avisitorwastochusetheboyofbestgeniusintheschoolwhoseparentsaretoopoortoprovideaneducation,andtosendhimforwardtooneofthe20grammarschoolsforfurtherteachinginmorecomplexsubjects.Fromthere,thebestgeniusofthewholewasrakedfromtherubbishandcontinuedforsixyearsatthepublicexpense.Thechoosingcontinueduntiltheturnofthecenturyandtheindustrialrevolution.Thecountrywasfillingupwithfactories;andthesefactoriesneedworkers.Factoriesreplacedfarmsastheprimaryplaceofwork.RuralAmericansflockedtothecitieswheretheyseekinggreatercomfortandsecurity.Theyenteredtheregimentedworldandwerecloselymonitoredandtightlycontrolled.Theywerepaidtodowhattheyweretold—nomore,noless.
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Here’sthedealourparentssignedupfor:Ourworldisfilledwithfactories.Factoriesthatmakewidgetsandinsuranceandwebsites,factoriesthatmakemoviesandtakecareofsickpeopleandanswerthetelephone.Thesefactoriesneedworkers.Ifyoulearnhowtobeoneoftheseworkers,ifyoupayattentioninschool,followinstructions,showupontime,andtryhard,wewilltakecareofyou.Wewillpayyoualotofmoney,giveyouhealthinsurance,andofferyoujobsecurity.ItwastheAmericanDream.Itworked.
Thoseworkerswerenotonlyadults,butchildren…andtheadultswereincensed.“Childrencan’tworkinthefactory…They’retakingourjobs.”Factoryownersinsistedthatlosingchildworkerswouldbecatastrophicandsaidtheycouldn’taffordtohireadults.Andadealwasstruck.Theyweresoldontheideachildrenwouldactuallybemorepreparedtobecompliant,productivemembersoftheworkforceifeducatedtositinrows,followtherules,anddoastheyweretoldtold.Masseducationwasdesignedchurnoutadultswhoworkedwellwithinthesystem.Theeconomyneededaninstitutionthatwouldchurnoutcompliantworkers,sowebuiltit.Factoriesdidn’thappenbecausetherewereschools;schoolshappenedbecausetherewerefactories.Thereasonsomanypeoplegrewuptolookforajobisthattheeconomyhasneededpeoplewhowouldgrowuptolookforajob.Jobswereinventedbeforeworkerswereinvented.[StopStealingDreams:WhatIsSchoolFor?http://sethgodin.typepad.com/files/stop-stealing-dreams-print.pdf]
Factoriesdidn’thappenbecausetherewereschools…schoolshappendedbecausetherewerefactories.
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School,nosurprise,isfocusedoncreatinghourlyworkers,becausethat’swhatthecreatorsofschoolneeded,inlargenumbers.Thinkaboutthefactthatschoolrelentlesslydownplaysgroupwork.Itbreakstasksintothesmallestpossiblemeasurableunits.Itdoesnothingtocoordinateteachingacrosssubjects.Itoftenisolatesteachersintodepartments.Andmostofall,itmeasures,relentlessly,attheindividuallevel,andre-processesthosewhodon’tmeettheminimumperformancestandards.
Today,wefaceanewanddifferentchallenge.Technologyisubiquitous.Thewhite-collarjobsthatwereoncemachine-proofarenowbeingreplacedbymachines.Whenit’stimetodotaxes,manynolongercallonanaccountant,butinsteadgoonline.Whenshoesareorderedfromanendlesssupplyonline,theyareshippedinthecorrectsizethenextdaywithaclickofabuttonhavingneverlefthome.IntheirviralvideoShiftHappens,KarlFischandScottMcLeodstate,“Wearecurrentlypreparingstudentsforjobsthatdon’tyetexistusingtechnologiesthathaven’tbeeninventedinordertosolveproblemswedon’tevenknowareproblemsyet.”
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“IfIcangoogleyourquestions,yourquestionssuck.”
Ifyouusegoogle,Iconsideryourresourceful.Ifkidsdoit,they'recheaters.
There’snocompetitiveadvantagetodayinknowingmorethanthenextperson.
“Wecannolongeroperatea19thcenturysystemusing20thcenturyaccountabilityandexpect21stcenturylearners.”Dr.JeffreyTurner,Superintendent
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http://www.forbes.com/sites/ericaswallow/2012/04/25/creating-innovators/#41dd65553d7a
Innovat ion is a team sport . Problems today are too complex to solve alone.
Innovationisateamsport.Problemstodayaretoocomplextosolvealone.
Innovationiscrossdisciplinaryandexploressolutionsfrommultipleperspectives.
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Multipleandlargelypunitiveaccountabilityprovisionswerecreatedtoensurecompliance.[VisioningDocument]Thepresentbureaucraticstructure[isa]systembasedoncompliance,coercion,andfear.Ifproperfocusistoberestored,thesystemmustbetransformedintoonebasedontrust,sharedvalues,creativity,innovation,andrespect.[VisioningDocument]“Wedon’tliketousefear,butit’stheonlytoolwe’vegot.”DirectorattheTexasEducationAgency,ACETSpringConference2013
Innovationisgroundedintakingrisksandlearningviatrialanderror.
Weareaveryfailureadversesociety.
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FirstAttemptInLearning
Innovativelearningculturesteachcreation,notconsumption.
Extrinsicincentiveshavedrivenlearning:carrotsandsticks,AsandFs.
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Innovatorsareintrinsicallymotivatedandaren’tinterestedingradesorrewardsystems.
http://novemberlearning.com/educational-resources-for-educators/teaching-and-learning-articles/students-as-contributors-the-digital-learning-farm/
Johnson_1920_HighPlains.jpg
Istheideaofcompletelychangingschoolasweknowitscary?Yes,butIthinknomorefrighteningthanhowthefarmersfeltattheturnofthecenturywhenpeoplewereleavingthefieldsforthefactories.Overthenext50years,Americaentereditsmostprosperoustimeinhistory.
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Don’tthinkofhowitis,butofhowitcouldbe.
[email protected] www.underwhoseshade.com@underwhoseshade
ChrisShadeCoordinatorofDistrictImprovement&InnovationCoordinatorofFederal&StateProgramsDentonISDProfessionalDevelopmentCenter1212BolivarStreetDenton,TX76201(940)[email protected]@underwhoseshade
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