Leadership Institute: Industry Relationships & Advisory Boards. Alaska ACTE Leadership Institute 2014 Cathy LeCompte

Transcription

1 Leadership Institute: Industry Relationships & Advisory Boards Alaska ACTE Leadership Institute 2014 Cathy LeCompte

2 Agenda Welcome and Introductions Name ~ organization & role ~ reason for attending today Sign in on contact list Review outcomes for the day Review syllabus Collaborative leadership and collaborations Self assessment / personal leadership philosophy (handouts) Strategic Advisory Committee development

3 Outcomes for today Understand the course plan ~ review of the syllabus Basic knowledge of collaborative leadership Characteristics of a collaborative leader Components of a high performing collaboration Basic understanding of strategic advisory committee development Recruitment stakeholder analysis Preparation training and development Performance assessment and evaluation Understanding of the next steps

4 What is Collaborative Leadership? Collaborative leadership is the intentional and skillful management of relationships that enables others to succeed individually while accomplishing a collective outcome. Collaborative leaders ably facilitate the involvement of two or more people in a group working toward a shared outcome in a manner that reflects collective ownership, authorship, use, or responsibility. Collaborative leaders possess knowledge, skills, and dispositions that enable them to carry out leaderful actions such as optimizing assets, seeking new solutions, sustaining focus, promoting trust, or setting and monitoring goals and progress.

5 Is Collaborative Leadership different from other forms of leadership? Who decides shifts from one to many Achieves diverse outcomes not easily measured Mirrors the social complexity of public sector improvements

6 What is the difference? Traditional Leaders Power from position Leader holds information Sometimes listens Deliver the approved solution Allocate time when necessary Adhere to specific roles Fight fires focus on symptoms Review performance annually Collaborative Leaders Power from collective Openly share information Encourage suggestions Facilitate brainstorming Enable team with time and resources Allow evolution of roles Seek to uncover root causes Offer immediate feedback

7 Why Collaborative Leadership? Public professions are too complex for any one individual to manage. Collaborative leadership balances individual and collective needs. Educators manage relationships every day! Educational leaders are catalyst for improvement.

8 6 Practices of Collaborative Leadership 1. Assessing the Environment 2. Creating Clarity: Visioning and Mobilizing 3. Building Trust 4. Sharing Power and Influence 5. Developing People 6. Self-reflection

9 Collaborative Leadership Essentials Knowledge Systems, relationships, effective collaboration practices, change process, systems thinking, transformation, communication. Skills Verbal and non-verbal communication, relationship management, implementing effective practices. Dispositions Trust, integrity, inclination toward shared solutions; strives for shared understanding; accepts responsibility for self and others; displays perseverance for projects and interpersonal relationship management

10 Are you a collaborative leader? Self assessment & Personal Leadership Philosophy

11 Break after the assessment complete Debrief the results

12 Begin with the end in mind

13 What is Collaboration? Coercion: No choice, no voice, no commitment Participation: I m along for the ride Cooperation: I ll work on your goal Collaboration : We re committed to our goal

14 Collaboration: A mutually beneficial and well-defined relationship entered into by two or more individuals or organizations to achieve results they are more likely to achieve together than alone.

15 Collaboration Changes Work Old Ways Competing Working Alone Thinking about activities, services and programs Focus on short term accomplishments New Way Building consensus Including others diversity Larger results and strategies Demand long term results

16 Clarity of purpose We are here current state Goals, objectives, tasks. How we will get from current to vision Mission our business We want to be here vision

17 Recruitment: Stakeholder Analysis Advisory Board Development Preparation: Training & Development Learning Organization Performance: Reflection Evaluation

18 Goal Setting more than SMART That depends a good deal on where you want to get to Would you tell me, please, which way I ought to go from here? Then it doesn t matter which way you go I don t much care where

19 SMART NEWLY DEFINED FOR GOAL SETTING S M A R T Specific, stretching, systematic, synergistic, significant and shifting. Measurable, meaningful, memorable, motivating, and magical. Achievable, action plans, accountability, acumen, and agreed-upon. Relevant, realistic, reasonable, resonating, results-oriented, rewarding, reasonable, reliable, rooted in facts and remarkable. Time-based, timely, tangible, and thoughtful.

20 Getting work done together Vision motivates toward aspirations Mission drives your work Values frame your work Outcomes measure the effectiveness of the work Indicators keep your work on track Goals & objectives guide your work

21 Recruitment stakeholder analysis

22 22 People are not your most important asset. The RIGHT people are.

23 Stakeholder Analysis Identify the organization mission, vision, values. Secondary Stakeholder Primary stakeholder Supporting Stakeholders

24 Preparation training & development

25 Advisory Board Effectiveness Model Goals What is our purpose? What are our top priorities? What are our measures of success? Roles What roles are required to achieve our goal? How do we distribute the roles? What do we need to be effective in our respective roles? Processes/ Procedures How can we optimize our interchanges? How often do we need to meet? How and what should we communicate? How do we make decisions? Consensus? Majority? What processes do we need to create to keep everyone informed? Relationships How will we address conflict? Who are our key stakeholders? How do we need to interact w/them? What type of environment do we want to create here?

26 Team Dynamics Results Accountability Commitment Conflict Trust Lencioni, P. (2002). The FIVE Dysfunctions of a TEAM: A Leadership Fable

27 Trust Trusting Teams Admit weaknesses and errors and ask for help Apologies are O.K. Accept questions about tasks Grant the benefit of the doubt Take risks in interactions Express appreciation for others talents and skills Focus on issues, not politics Look forward to meetings Teams without Trust Conceal weaknesses and errors, rarely ask for help Don t extend offers of help Jump to conclusions before clarifying Fail to recognize others talents Waste time and energy on politics Hold grudges Avoid meetings or group work

28 Conflict Engage in conflict Meetings are lively Make use of everyone s ideas Solve real problems quickly Minimize politics Voice critical issues Avoid conflict Boring meetings Behind-the-back politics are the norm Ignore the real barriers to success Miss many good ideas from members Waste time and energy on posturing

29 Commitment to Shared Goals Committed team Non committed team Creates and enjoys clarity Aligns efforts Learns from errors Is flexible and nimble Makes progress Changes without guilt Creates ambiguity about purpose and priorities Fails to make timely progress Breeds lack of confidence Revisits decisions over and over Encourages second guessing

30 Accountability Accountable Improve the performance of members Identifies problems quickly Establishes shared respect and expectations Avoids excessive bureaucracy Avoid accountability Foster resentment when standards differ Encourage or accept mediocrity Miss deadlines and opportunities Overtaxes leaders as sole source of authority

31 Focus on Results A focused team An unfocused team Maintains success orientation Minimizes individualistic behaviors Celebrates successes and suffers failures acutely Benefits from members who put the big goal first Stays focused Stagnates, waffles, fails to achieve goals Loses focus and respect Loses good people Encourages selfserving attitudes and behaviors

32 Performance assessment & evaluation

33 Next steps questions?