Tuesday March 10

Agenda Senge, Article Review Role of Community in Leadership Covey on Leadership Goleman Colin Powell Simon Leslie, Director of NIST on Leadership

Community “In schools, the ultimate purpose of

leadership is to transform the school into a moral community,” (Sergiovanni, p.45) Communities are organized around relationships and ideas. They create social structures that bond people together and bind them to a shared set of values and ideas. As a leader, what needs to be present for you to have a community based on relationships?

Community Themes that emerged from 100 public school

principals in Philadelphia and Illinois, (Chicago): Purpose Focus Commitment Passion, spirit Trust Free to take risks

Safe Everyone involved Respect Shared responsibility Everyone responsible for success Open communication Problem solving

Community You have to know your community, you have

to relate to your community and most important you have to believe in your community.

“No one of us is

greater than the rest of us.”  Ray Kroc (McDonald’s)

Steven Covey Seven Habits of Highly Effective People Be proactive-we are responsible for our own

lives. More than just taking initiative, responsibility (the ability to chose a response) Its not what happens to us, but the response we choose. Begin with the end in mind (Funeral)-all things are created twice. There is a mental first creation and a physical second creation. Put first things first-organize and execute around priorities. Be able to distinguish between Urgent and Important. Think ahead, think prevention.

Seek Win-Win: there is plenty for everybody

and one persons success is not at the expense or exclusion of the success of others. Seek first to understand, then to be understood. Communication and listening is the key. Synergize-the whole is greater than the sum of its parts Sharpen the saw through self-renewal in physical, social and emotional, mental , and spiritual domains. Stay balanced in life.

Goleman (2001) Coercive-the leader demands compliance “do

whatever I tell you.” Authoritative-the leader mobilizes people toward a vision “come with me.” Affiliative-the leader creates harmony and builds emotional bonds “people come first.”

Goleman (2001) Democratic-the leader forges consensus

through participation “What do you think?” Pacesetting-the leader sets high standards for performance “Do as I do, now.” Coaching-the leader develops people for the future “try this.”

Leadership Lessons According to Colin Powell  Being responsible sometimes means pissing

people off. The day soldiers stop bringing you their problems is the day you have stopped leading them.  They have either lost confidence that you can help them or concluded that you do not care.  Either case is a failure of leadership. Don’t be buffaloed by experts and elites.  Experts often possess more data than judgment.  Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world. Don’t be afraid to challenge the pros, even in their own backyard.

Never neglect details.  When everyone’s mind is

dulled or distracted the leader must be doubly vigilant. You don’t know what you can get away with until you have tried. Keep looking below surface appearances.  Don’t shrink from doing so (just) because you might not like what you find. Organization doesn’t really accomplish anything.  Plans don’t accomplish anything, either.  Theories of management don’t much matter.  Endeavors succeed or fall because of the people involved.  Only by attracting the best people will you accomplish great deeds. Organization charts and fancy titles count for next to nothing.

Never let your ego get so close to your position

that when your position goes, your ego  goes with it.  Fit no stereotypes.  Don’t chase the latest management fads.  The situation dictates which approach will best accomplish the team’s mission. Perpetual optimism is a force multiplier. “Powell’s Rules for Picking People”---Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners.  Also look for loyalty0, integrity, high-energy drive, a balanced ego and the drive to get things done. Great leaders are almost always great simplifiers who can cut through the argument, debate and doubt, to offer a solution everybody can understand.

Part I: Use the formula P=40 to 70, in which P

stands for probability of success and numbers indicate the percentage of information required.  Part II: Once the information is in the 40 and 70 range, go with your gut. The commander in the field is always right and rear echelon is wrong, unless advised otherwise. Have fun in your command.  Don’t always run at a breakneck pace.  Take leave when you’ve earned it.  Spend time with your families.  Corollary:  Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard. Command is lonely.