Welcome to

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Key Leadership Elements

• Ethical leadership• Communication• Interpersonal skills• Personnel management • Strategies to support leadership development

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Leaders need to understand themselves and where they are coming from, before they can understand and influence other people.Do they know their ‘moral compass’ and their ‘true north’ and how others view them in the workplace?

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Leaders? In what way?

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Can one person or event really have a significant influence on people and on the systems in which they work?

Can one person really make a difference?

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New LeadershipWhat works best today?

20th Century leadership had a focus on power and control. You had to work your way to the top and then have command and authority. There is now a much stronger focus on relationships and teamwork.

Emotional intelligence is critical to good leadership in today’s world.

The pyramid hierarchy – it still exists, but not as much.

Talent is recognised and rewarded much faster.

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Meeting the Leadership Challenge

• Your stories and experiences• Sacred Cows• Change Processes• Emotional Intelligence• Resilience• Tenacity• Commitment• Engagement

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I can’t hear what you say, who you are is too loud. Ralph Waldo Emerson Understanding influence for leaders at all levels pg 200

Leaders are so visible –

they need to walk the talk and be consistent, or others will turn off very quickly.

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ReflectionSpend a few minutes thinking through and discussing the following:

What happens in your workplace that supports or gets in the way of:

• Collegiality• Job satisfaction• Professional development• Strategic planning • Strong leadership

Two metaphors for leadership…

The Buffalo

Scenario

• As a whole school community you have developed your long-term strategic directions, you have developed an agreed vision and set of values and generally you are pleased with the way the school is operating. However a small number of staff members are actively resisting the direction the school is moving towards. As a leader how do you manage this situation?

The Geese

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The Pareto Principle

Personal Values and Balance• The Pareto Principle states approximately 80% of

resources are often tied up in 20% of the project or population. In the same way we can find 80% of our energy is devoted to 20% of all the work we should be attending to.

• The Pareto Principle applies to our private lives as well. Where is your energy going? Is there an effective balance in your family and home life?

• What needs to change in order to bring about change??

Do these examples seem to ring true to you?

80% of complaints come from 20% of parents20% of students cause 80% of rubbish in the yard80% of canteen purchases come from 20% of the menu20% of your teaching delivers 80% of the learning80% of behaviour problems involve 20% of the students

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Change isn’t easy!

Firstly, you need to be aware of why change is needed.

Then there is the initiation stage, where you set up the foundation for the change process.

Time to start building!

Time for reflection – take a breath. Is it working? Is some tweaking necessary?

All finished and looking good? What if there’s a storm?

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Sacred Cows (or…the way we do things around here)

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Levels of Change

Changing knowledge can be achieved reasonably quickly.

Changing individual behaviours takes time and patience and is far more complex.

More complex still is changing group behaviours. This is the greatest challenge in bringing about organisational change for improvement.

The Seven Habits of Highly Effective People by Stephen R. Covey,Simon & Schuster 1992.

Who influenced you?

• Who has had the strongest influence on you?

• Jot down– Was their influence positive or

negative? – Was their influence based on

• who they were? • how they were? • what they did?

3 – 2 – 1 Discussion Summary SheetThink about the discussion and write down:

Choose three interesting points

Identify two new challenges

What is one unanswered question?

Topics for further development

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HOMEWORK

Read the article “Winning at Change” by John P. Kotter 1998.

• Find three points that resonated with you. • Be prepared, in a small group, to share one of

these for three minutes saying why this was so.

I've learned that peoplewill forget what you said,

people will forgetwhat you did,

but people will never forget how you made them feel.

Maya Angelou American Poet b 1928

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Jenni-Marie Gorman

Ph: 82721399j-mgorman@aeusa.asn.au

Useful References and Acknowledgments

• Understanding Influence for Leaders at all Levels – Management Today Series, Australian Institute of Management. McGraw-Hill Australia 2005

• The Articulate Executive – Learn to Look, Act and Sound Like a LeaderGranville N Toogood. McCraw-Hill 1996

• Fierce Conversations – Achieving Success in Work and in Life, One Conversation at a Time. Susan Scott. Piatkus 2002

• The 8th Habit – From Effectiveness to Greatness. Stephen R. Covey. Free Press 2004

• Leading in a Culture of Change Michael Fullan. Jossey-Bass 2001

• Mark McCrindle - McCrindle Research www.mccrindle.com.au

• Thank you DECS South Australian Centre for Leadersin Education 2005 -2009 - for lots of ideas, slides and activitiesAnd anyone else I may have forgotten!