Early Intervention Leadership Academy

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Effective Leadership in Early Intervention

• Session 1 Week 1
• Frameworks for Effective Leadership
• Camille Catlett, M.A.
• Investigator
• Frank Porter Graham Child Development Institute
• University of North Carolina

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Leadership Frameworks

1. Five Practices of Exemplary Leadership (Kouzes
   Posner, 2002)
2. 7 Secrets of Exceptional Leadership (Hegarty
   Nelson, 1997)
3. Project LEADs Seven Dimensions of Leadership
   (Harbin, 2002 Bolman Deal, 2003)
4. The FISH! Philosophy (Lundin, Paul,
   Christensen, 2000)

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Leadership Framework 1 Five Practices of
Exemplary Leadership (Kouzes Posner, 2002)

• Model the way
• Inspire a shared vision
• Challenge the process
• Enable others to act
• Encourage the heart

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Model the Way

• Commitment 1 Find your voice by clarifying your
  value
• Look in the mirror
• Take time for contemplation
• Write a tribute to yourself
• Record the lessons from leaders you admire
• Write your credo
• Engage in a credo dialog and assessment
• Collect stories that teach values
• Audit your ability to succeed

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Model the Way

• Commitment 2 Set the example by aligning actions
  with shared values
• Create alignment around key values
• Speak about shared values with enthusiasm and
  confidence even drama
• Teach and reinforce through symbols and artifacts
• Lead by storytelling
• Put storytelling on the agenda
• Ask questions
• Keep score
• Do a personal audit

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Model the Way An Example

• The new superintendent of a major inner-city
  school system inherited a huge budget deficit,
  below-average student test scores, a highly
  diverse student body and many other problems. He
  wanted to demonstrate his commitment to
  improvement in a highly visible manner. On the
  first day of school he held a district-wide rally
  for students, teachers and administrators from
  throughout the district. He wrote a personal
  pledge to all and had a local judge administer
  the pledge as oath before the entire audience. He
  repeated this act each year he was in office.

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Inspire a Shared Vision

• Commitment 3 Envision the future by imagining
  exciting and ennobling possibilities
• Read a biography of a visionary leader
• Think about your past
• Determine the something you want to do
• Write an article about how youve made a
  difference
• Write your vision statement
• Become a futurist
• Test your assumptions
• Rehearse with visualizations and affirmations

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Inspire a Shared Vision

• Commitment 4 Enlist others in a common vision by
  appealing to shared aspirations
• Get to know your constituents
• Find the common ground
• Draft a collective vision statement
• Expand your communication skills
• Breathe life into your vision
• Speak from the heart
• Listen first and often
• Hang out

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Inspire a Shared Vision An Example

• The early intervention program director asked
  colleagues to have faith that her new project
  would be successful. She said that you really
  have to believe in what youre doing and have the
  conviction that it will happen before you can
  envision it and make it a reality. She shared her
  own genuine excitement with others and saw their
  enthusiasm and energy increase.

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Challenge the Process

• Commitment 5 Search for opportunities by seeking
  innovative ways to change, grow and improve
• Treat every job as an adventure
• Seek meaningful challenges for yourself
• Find and create meaningful challenges for others
• Add fun to everyones work
• Question the status quo
• Renew your teams
• Create an open-source approach to searching for
  opportunities
• Send everyone shopping for ideas

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Challenge the Process

• Commitment 6 Experiment and take risks by
  constantly generating small wins and learning
  from mistakes
• Set up little experiments and develop models
• Make it safe for others to experiment
• Break mindsets
• Break it up and break it down
• Give people choices
• Accumulate yess
• Admit your mistakes
• Conduct pre- and postmortems for every project

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Challenge the Process An Example

• The president of a charitable organization
  wanted to change the culture from one where
  people were reluctant to take risks for fear of
  failure to one in which everyone admits and
  learns from mistakes. So at the end of a
  fundraising drive he conducted a postmortem
  during which everyone talked about what they
  learned, what went well, what went poorly and
  what they could do better next time. He was also
  the first to admit his mistakes so others felt
  more comfortable doing the same.

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Enable Others to Act

• Commitment 7 Foster collaboration by promoting
  cooperative goals and building trust
• Conduct a collaboration audit
• Be the first to trust
• Ask questions, listen and take advice
• Always say we
• Focus on gains, not losses
• Make a list of alternative currencies
• Create places and opportunities for information
  interactions

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Enable Others to Act

• Commitment 8 Strengthen others by sharing power
  and discretion
• Offer visible support
• Assign critical tasks
• Enrich peoples jobs
• Use modeling to develop competencies
• Stop talking and start building at meetings
• Enlarge peoples sphere of influence
• Educate, educate, educate
• Create a learning climate

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Enable Others to Act An Example

• A school principal needed to make some radical
  changes in order to improve student achievement.
  She created a Leadership Team made up of
  respected teachers and gave them the discretion
  to determine curriculum. To show support for this
  team, at curriculum meetings only the teachers
  sat at the discussion table. Administrators sat
  in chairs around the team to signal that they
  were there to support, not decide.

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Encourage the Heart

• Commitment 9 Recognize contributions by showing
  appreciation for individual excellence
• Be creative about rewards
• Make recognition public
• Provide feedback en route
• Be a Pygmalion
• Foster positive expectations
• Make recognition meaningful
• Find people who are doing things right
• Dont be stingy about saying thank you

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Encourage the Heart

• Commitment 10 Celebrate the values and victories
  by creating a spirit of community
• Schedule celebrations
• Install a public bragging board
• Create a commemorative award honoring exemplary
  actions
• Demonstrate caring by walking around
• Show passion and compassion
• Be a cheerleader your way
• Have fun
• Set the example plan a celebration right now

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Five Practices of Exemplary Leadership (Kouzes
Posner, 2002) Encourage the Heart An Example

• An speech-language pathologist wanted to create
  a sense of community. After checking with her
  program director, she installed a bragging
  board in a highly visible location. Whenever she
  wanted to acknowledge a staff member for an
  achievement, she wrote a quick thank you note and
  posted it on the board. Feedback from families
  and other colleagues were also converted to notes
  on the board. Soon other personnel started
  attaching their own notes of thanks and
  celebration.

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Leadership Framework 2 7 Secrets of Exceptional
Leadership (Hegarty Nelson, 1997)

• Vision
• Execution
• Inspiration
• Drive
• Ownership
• Empathy
• Devotion

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7 Secrets of Exceptional Leadership (Hegarty
Nelson, 1997) Vision

• Vision
• The force of a leaders conviction and scope of
  vision are often more vital than a position of
  power and authority
• The exceptional leader keeps one eye on the
  present and one eye on the future
• An effective vision must be in a constant state
  of dynamic change (i.e., revisioning)
•  

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7 Secrets of Exceptional Leadership (Hegarty
Nelson, 1997) Execution

• Execution
• Exceptional leaders know that the ability to
  create a vision is not enough.
• Execution turns a vision into reality
• Decision making is the Achilles heel for many
  otherwise capable people
• Think in terms of solutions, not problems. Sadly,
  many people have never learned how to think, only
  what to think.

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7 Secrets of Exceptional Leadership (Hegarty
Nelson, 1997) Inspiration

• Inspiration
• Exceptional leaders create a deep level of trust
  and rapport with people.
• It is not possible or necessary for you to be
  perfect. In fact it is necessary for you not to
  act as if you were.
• You can develop the skills to know how to convey
  a vision. To convey it compellingly is as
  critical as the vision itself.
• People are inspired by powerful, positive,
  meaningful experiences.
•  

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7 Secrets of Exceptional Leadership (Hegarty
Nelson, 1997) Drive

• Drive
• Drive is often described as a passionate
  commitment to accomplish something significant -
  -a deep and continuous striving to fulfill ones
  potential
• Exceptional leaders may or may not stand out in a
  crowd, but they are willing to stand apart from
  any person or crowd that will hinder them from
  what they are trying to achieve
• Do what you value and what excites you. You may
  not change the world, but you can change your
  world.

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7 Secrets of Exceptional Leadership (Hegarty
Nelson, 1997) Ownership

• Ownership
• Dont take setbacks personally, and distinguish
  between having a failure and being a failure
• Fully accept personal responsibility, for
  successes and failures
• Ownership focuses a persons attention like a
  laser. Research has shown that ownership impacts
  how a person sees the world and what things in
  that world are important.

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7 Secrets of Exceptional Leadership (Hegarty
Nelson, 1997) Empathy

• Empathy
• To be effective, leaders must be focused
  (communicating in ways that are understood by
  all), flexible (willing to change when necessary)
  and fair (treating each person as a distinct and
  valuable individual)
• When necessary, exceptional leaders accept being
  disliked and misunderstood to get the job done.
• Empathy requires active listening

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7 Secrets of Exceptional Leadership (Hegarty
Nelson, 1997) Devotion

• Devotion
• In addition to the six secrets listed on the
  previous slides, there is a seventh secret that
  is equal to or more valuable than any of the
  others. It is lifelong devotion to improving
  competence in every area of leadership. It
  underscores and integrates all the aspects of
  being an exceptional leader.

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Leadership Framework 3 Project LEADs Seven
Dimensions of Leadership (Harbin, 2002 Bolman
Deal, 2003)

• What are the characteristics of effective
  leadership in each dimension?
• Systems
• Collaborative
• Organizational
• Symbolic
• Human Resources
• Political
• Pedagogical

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Project LEADs Seven Dimensions of Leadership
(Harbin, 2002 Bolman Deal, 2003) An Effective
Systems Leader

• An Effective Systems Leader
• Conceptualizes a comprehensive system
• Collaboratively develops a vision
• Articulates vision and encourages others to
  contribute to and embrace vision
• Thinks ecologically
• Uses appropriate systems change strategies
• Reduces anxiety brought about by change

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Project LEADs Seven Dimensions of Leadership
(Harbin, 2002 Bolman Deal, 2003) An Effective
Collaborative Leader

• An Effective Collaborative Leader
• Creates a climate that facilitates
  bridge-building
• Willingly shares knowledge and skills
• Uses participatory decision-making
• Provides glue for collaborative endeavors
• Recognizes and nurtures leaders
• Develops collaborative relationships across the
  human services spectrum
• Develops coordinated policies, system management
  and accountability systems

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Project LEADs Seven Dimensions of Leadership
(Harbin, 2002 Bolman Deal, 2003) An Effective
Organizational Leader

• An Effective Organizational Leader
• Develops policies that support evidence-based
  practices
• Develops administrative structures to facilitate
  collaboration
• Develops accessible program information
• Uses participatory decision-making
• Develops and uses systematic evaluation
• Knows the day-to-day nuts and bolts of a system
  as well as applicable rules and regulations

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Project LEADs Seven Dimensions of Leadership
(Harbin, 2002 Bolman Deal, 2003) An Effective
Symbolic Leader

• An Effective Symbolic Leader
• Understands the importance of organizational
  culture
• Uses symbols, sagas, myths, rituals and
  ceremonies to shape organizational culture
• Understands the importance of humor, metaphor and
  play
• Understands the inspiration that stories can
  provide

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Project LEADs Seven Dimensions of Leadership
(Harbin, 2002 Bolman Deal, 2003) An Effective
Human Resources Leader

• An Effective Human Resources Leader
• Has the capacity to motivate others
• Is skillful at supporting and empowering other
  people
• Provides a supportive work environment
• Models life-long learning and motivates
  participation in the learning community
• Creates a climate that supports risk-taking and
  change

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Project LEADs Seven Dimensions of Leadership
(Harbin, 2002 Bolman Deal, 2003) An Effective
Political Leader

• An Effective Political Leader
• Participates in the policy process
• Is knowledgeable about relevant laws and policies
• Communicates with stakeholder groups, policy
  makers and decision makers
• Uses media to publicize the importance of
  services
• Embraces results based accountability and shares
  outcome evaluation results
• Develops the capacity to monitor shifting
  priorities and influences

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Project LEADs Seven Dimensions of Leadership
(Harbin, 2002 Bolman Deal, 2003) An Effective
Pedagogical Leader

• An Effective Pedagogical Leader
• Is knowledgeable about adult learning
• Possesses knowledge of evidence-based practices
  from multiple fields (e.g., child development and
  learning, health, mental health, adult learning)
  that impact the development of children and their
  caregivers
• Is skilled at translating research-to-practice
  and evidence-based recommendations into policy
• Is knowledgeable about resources
• Provides information to families and other
  constituencies

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Leadership Framework 4 The FISH! Philosophy
(Lundin, Paul Christensen, 2000)

• At the Pike Place Market, the fishmongers were
  firing large, slippery fish at each other, making
  spectacular catches and inviting delighted
  customers to try their luck. The market was
  crowded and noisy, but when one of the
  fishmongers focused on a customer, it was like
  they were the only two people in the place.
  Everyone was smiling! And the cash registers were
  ringing like crazy. Why couldn't other workplaces
  pulse with this kind of energy and passion and
  wholeheartedness? They could, if they practiced
  the four tenets of the FISH! Philosophy!"

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The FISH! Philosophy (Lundin, Paul Christensen,
2000) FISH Philosophy Principles

• FISH Philosophy Principles
• Choose your attitude
• Play
• Make their day
• Be there

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The FISH! Philosophy (Lundin, Paul Christensen,
2000) FISH! Philosophy Principles

• Choose Your Attitude
• There is always a choice about the way you do
  your work even if there is not a choice about the
  work itself
• Be aware of what your attitude is and how it
  affects you and others
• Once you are aware of the impact your attitude
  has on others, you may view your attitude
  differently, even if the situation or person that
  prompted the attitude hasnt changed

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The FISH! Philosophy (Lundin, Paul Christensen,
2000) FISH! Philosophy Principles

• Play
• Play is not a specific game or activity. It is a
  state of mind that brings new energy to the tasks
  at hand and sparks creative solutions.
• Approach work, responsibilities and decisions
  with energy and enthusiasm
• Best innovations come from playing with ideas
• Play provides the freedom to tap into our inner,
  innovative beings
• Look at the world creatively and openly, seeing
  all the humor that is there to see

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The FISH! Philosophy (Lundin, Paul Christensen,
2000) FISH Philosophy Principles

• Make Their Day
• If you find your energy lapsing, find someone who
  needs a helping hand, a word of support, or a
  good ear - and make their day
• Hold a door, say thank you, ask about a persons
  family or simply tell someone how much you
  appreciate them
• Use stories and memories to engage people
• Take a genuine interest in the unique gifts of
  others
• Make the effort to brighten someones day. Be the
  person you want to be.

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The FISH! Philosophy (Lundin, Paul Christensen,
2000) FISH Philosophy Principles

• Be There
• To "be there" is to be fully engaged in the
  moment, inviting opportunities and sharing the
  experience together

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Pause and Reflect

• Think back on all the aspects and types of
  leadership you just read about. What is one
  aspect that you can see applying to your own
  work? Is it encouraging the heart? Is it vision
  or drive? Is it being there? How do you see
  using just one of these leadership concepts in
  your own work?

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Frameworks for Effective Leadership

• Although it is true that some people are born
  with natural gifts, anecdotal evidence confirms
  that the ability to effectively lead an early
  childhood or family service organization is
  really a collection of skills and dispositions,
  nearly all of which a leader can learn and
  nurture. Effective leadership does not involve
  formulas or quick solutions. It embraces a way of
  thinking about your role and the vital work you
  do every day. The transformation occurs from the
  inside out.
• Paula Jorde Bloom, 2004