L 5 facilitators workshop Copyright Principals Australia 2008

L 5 facilitators’ workshop Copyright Principals Australia 2008

Learn: Lead: Succeed • A resource for building leadership in schools • Develops the L 5 into a professional learning resource - not a program • Part 1 invites school leaders to build leadership • Part 2 has five sections – one per proposition. 2

Learn: Lead: Succeed Variation on ‘Exploring leadership’ p 35 1. What do ‘good’ leaders do? 2. Choose five-ten characteristics and write on each of the sticky notes. 3. Each person lays theirs on the table and explains why they have chosen them. 4. As a group decide on how you can clump these to make more sense of them. 3

Leadership starts from within Leadership is about influencing others Leadership develops a rich learning environment Leadership builds professionalism and management capability Leadership inspires leadership actions and aspirations in others 4

1 Leadership starts from within • • • Beliefs Values Integrity Knowledge Vision Responsibility Commitment Courage Resilience Humour 5 What words would you choose?

Getting started • The point is not to become a leader. The point is to become yourself, and to use yourself completely… Bennis 6

• What do I know and believe about leadership? 7

• • • Leadership inspires Good leadership has moral purpose Leadership is risky business Strong leadership is not the same as good leadership Leadership is about power, and power has a dark side Leadership is a buzz Leadership belongs to women as well as men Leadership has presence Leadership offers service Leadership is everybody’s business Derek 8

The what of leaders • Leadership is influencing the present so it becomes a better future. • Leaders know what needs changing and take the responsibility, and have the capability, to influence others to create this change “I obey a manager because I have to. I follow a leader because I want to. ” Steve Carey, former advisor to Bill Clinton 9

‘How’ of leadership • Effective leaders keep it simple • They keep it sensible, and • They challenge the status quo 10

Learn: Lead: Succeed – p 33 ‘Metaphorical drawing’ Questions 1 and 2 • Finally, share your drawing and • Talk about your beliefs about leadership 11

Learn: Lead: Succeed p 33 ‘Real conversations’ Everyone: What is your moral purpose? 12

lead support develop build Leadership needs clarity • In fifteen words or less, write down your professional purpose – your mission – To support principals and their associations to build leadership capacity in their schools that empowers staff and students • In twenty words or less, describe what you do – where the buck stops with you – JH leads the management and growth of Leaders Lead, builds leadership capacity within APAPDC and supports the CEO to increase APAPDC’s influence 13

2 Leadership is about influencing others • • • Power Relationships Communication Respect Trust Expectations Political savvy Advocacy Challenge and conflict 14 What words would you choose?

The good, the bad and the intriguing • Power over/power with • Powerful/powerless • The dark side 15

• The more efficient a force is the more silent and the more subtle it is. Mahatma Gandhi 16

Leadership, power and influence • Power (potere - to be able) is the ability to change the behaviour, attitudes and beliefs of others • Influence (influere - to flow in) is the exercise of this power Understanding influence for leaders at all levels Australian Institute of Management 17

Sources of power and influence • • • Personal Expert Legitimate (positional) Reward Coercive 1. You get power 2. You give it away 3. You become more powerful 18

• It's a lesson I learned in drama school: the teacher asks, how do you be the queen? And everybody says, 'Oh it's about posture and authority. ' And they said, no, it's about how the air in the room shifts when you walk in. And that's everyone else's work. Meryl Streep 19

2 Leadership is about influencing others • • • Power Relationships Communication Respect Trust Expectations Political savvy Advocacy Challenge and conflict 20 What words would you choose?

Who do you need to directly influence to fulfil your purpose? • List the people/groups (in, out, up, sideways, down) that you most directly have to influence to do your work properly. Check this against your statements • In pairs, share your list, and push each other to ensure that these are in fact the most critical people 21

Learn: Lead: Succeed – p 51 Powerpacked! (and unpacked) • Choose someone to facilitate the process 22

The L 5 Frame A tool to tell stories, to interrogate and cultivate leadership, and implement change Leadership starts from within Leadership is about influencing others Leadership develops a rich learning environment Leadership builds professionalism and management capability Leadership inspires leadership actions and aspirations in others 23

3 Leadership develops a rich learning environment • • • Intellect Inquiry Reflection Facilitation Teaching Openness Evidence Collaboration Dialogue Rigour 24 What words would you choose?

• Listening is everything. Listening is the whole deal. That's what I think. And I mean that in terms of before you work, after you work, in between work, with your children, with your husband, with your friends, with your mother, with your father. It's everything. And it's where you learn everything. Meryl Streep 25

Utopia? or The ‘best’ professional development • Learn: Lead: Succeed p 61 26

Leadership starts from How are you feeling about your work at within the moment? Leadership is about influencing others What impact are you having on the people you work with? What impact are you having on the people for whom you provide a service? Leadership develops a How have you been learning and rich learning supporting others to learn? environment Leadership builds professionalism and management capabilities How are you meeting your work goals? How are you keeping up with developments in your area? What strategies are in place for your work to continue without you? Leadership inspires How are you encouraging others to leadership actions and take initiative and responsibility? 27 aspirations in others

4 Leadership builds professionalism and management capability • • Service Stewardship Ethics Accountability Productivity Performance Efficiency Professional networks and advocacy 28 What words would you choose?

Learn: Lead: Succeed – p 78 The accountability game 29

5 Leadership inspires leadership aspirations and actions in others • • • Encouragement Risk Opportunities Mentoring Coaching Modelling 30 What words would you choose?

What is inspiration? Middle English enspiren, from Old French enspirer, from Latin inspirare : in-, into; + spire, to breathe. • • • To affect, guide, or arouse by divine influence. To fill with enlivening or exalting emotion: To stimulate to action To affect or touch To draw forth; elicit or arouse To be the cause or source of; bring about: 31

A change of heart • Leadership is not so much about technique and methods as it is about opening the heart. Leadership is about inspiration—of oneself and of others. Great leadership is about human experiences, not processes. Lance Secretan • Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not a routine. 32

Where do you find inspiration? • People - their stories, their truth, their witness, their actions • Possibility - for justice, for truth, for beauty, for life http: //www. youtube. com/watch? v=bv. PA-53 EJL 8&feature=related 33

The 8 th Habit The two key strategies for inspiring others to find their voices are: • Focus – role modelling character and competence – creating a vision • Execution – aligning goals and systems to achieve results – empowering people to release talent and passion 34

How do you do inspiration? • Trust in the authenticity of the person is fundamental • Passion, purpose, connection and meaning help make a leader inspirational. • The ability to communicate that passion, purpose and meaning to others helps establish the inspirational culture 35

How do you enable inspiration? Strategically facilitating situations where people are: • Refreshed in what they already believe • Stretched to be most productive, focused, and committed, thus most satisfied and proud • Challenged to confront their beliefs or non-beliefs, their blocks and their fears 36

Enabling inspiration • Choose a particular person who appears to resist or be disengaged. • What are you doing to contribute to the current situation? • What strategy could you put in place to inspire her or him to jump in, boots and all? 37

Learn: Lead: Succeed – p 87 Reflective questions How is leadership structured in your organisation and what messages does it convey to the community? 38

The L 5 Frame A tool to tell stories, to interrogate and cultivate leadership, and implement change Leadership starts from within Leadership is about influencing others Leadership develops a rich learning environment Leadership builds professionalism and management capability Leadership inspires leadership actions and aspirations in others 39

The L 5 is a tool to interrogate and cultivate leadership • Identify your purpose, challenge or program • Set your standard – What does good practice in this area look like? 40

Leading dynamic schools Statement of purpose School leaders drive schools that are committed to improving the life chances of all their graduates 41

Leadership starts from within • School leaders are well informed and discriminating about the purposes, opportunities and challenges of contemporary schooling • School leaders interrogate and cultivate their own leadership practice 42

Leadership is about influencing others • School leaders engage parents and families as the primary educators of their children • School leaders engage the school community in dynamic thinking and emergent planning • School leaders drive an outwardlooking school culture and organisation that is responsive to the future needs and opportunities for the school community 43

Leadership develops a rich learning environment • School leaders engage with staff to understand what it means to be responsible, effective and influential professional educators 44

Leadership builds professionalism and management capability • School leaders build professional capacity with staff so that students’ learning and development is the relentless focus of everything they all do • School leaders’ professional practice is underpinned by high level strategic and management capabilities. • School leaders ensure effective school governance 45

Leadership inspires leadership actions and aspirations in others • School leaders embrace the future, developing leadership capacity in all whom they lead. 46

The L 5 is a tool to interrogate and cultivate leadership • Identify your challenge or program • Set your standard – What does good practice in this area look like? • Investigate – What is current practice? • Recognise – Where are the gaps between good and current practice? 47

Your purpose Set your standard What does good practice in this area look like? Investigate Recognise What is current practice? Where are the gaps between good and current practice? Leadership starts from within Leadership is about influencing others Leadership develops a rich learning environment Leadership builds professionalism and management capability Leadership inspires leadership actions and aspirations in others 48

Developing leadership capacity • What area would you like to explore? – – – – As a coach/mentor Staff generally Leadership team Your own Aspiring staff Students Other • In groups begin to plan a program that you could build on. 49

How will you challenge the status quo? Copyright Principals Australia 2008 Email: leaders@pa. edu. au 50