Leadership for System Transformation
November 25, 2011 by cultureofyes
In a recent session with Al Bertani and Jane Creasy from the Innovation Unit (out of the United Kingdom) they shared a 21st Century Leadership Framework for transformation based on work outcomes from The Hay Group. What I liked about the Framework is that it isn’t just a business model adopted for education, but an education model that aligns with the system transformation currently being widely discussed around the world. Here is a summary slide of the key competencies:
Each of the nine areas are further broken down into three descriptors. I find these 27 points to be very helpful in self-assessment as I look at my own leadership. It is also helpful to think of our team in the district, and the importance of the complimentary skills they bring to the table in covering these key areas. Below are the 27 descriptors as well as a rudimentary self-evaluation; points in green are what I see as areas of strength, red is for areas of growth:
Collaborative
•Engages others actively in co-defining the path to change
•Proactively builds strong relationships with peers and others
•Manages conflict and reconciles differences
Visionary
•Develops a sense of urgency to stimulate action for transformation
•Communicates a clear and compelling sense of direction
•Generates enthusiasm and commitment in others
Energetic
•Maintains energy in driving the transformation process
•Sustains active engagement, and stays the course in the transformation process
•Calibrates the pace of transformation efforts to ensure progress
Confident and Courageous
•Believes they can make a difference as a leader
•Provides a forthright and accurate assessment of their own skills and abilities
•Challenges the status quo, even when it is personally risky to do so
Resilient
•Manages their emotions in difficult situations
•Places problems and challenges into proper perspective
•Recovers rapidly after setbacks
Outward Facing
•Eager to learn and be exposed to new ideas
•Models tolerance, curiosity, and inquiry
•Actively seeks out connections, resources, and partnerships to support transformation efforts
Politically Astute
•Analyzes the motives and interests of constituencies and stakeholders
•Matches influence strategies for the circumstance and constituency
•Builds alliances and coalitions with individuals, groups, and organizations
Systems Thinker
•Sees connections between and among systems and sub-systems
•Conceptualizes trends, patterns, and issues across boundaries
•Demonstrates tolerance of ambiguity and uncertainty during the transformation process
Technologically Literate
•Effectively uses technology and a variety of social media to promote transformation
•Understands how to communicate and lead in a hyper-connected world
•Leverages creative approaches and designs using technology support
,
Whether a student, teacher or parent, it is important for each of us to look at what we bring to the table, be honest about our areas of strength, and build strong teams across roles and geography to lead system transformation.
In their recent book
As One, James Quigley and Mehrdad Baghai make the case that “our world is as much about cooperation as it is about conflict; as much about collaboration as competition. Yet our knowledge of collective behavior is still relatively slim.”
I have heard many presenters (including myself) exclaim that it is an exciting time to be in education. However, in leading system transformation, we need to bring collective action, capitalizing on our individual strengths to turn this excitement into something more tangible.
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This looks really excellent. As we ponder some of the changes that are coming down with a revised set of grad standards, curriculum and assessment frameworks and re-written curriculum K-12 we will be in the position (hopefully) of some re-tooling of our workforce and our system. There is no doubt we will have to have serious conversations about how we move forward as a system, as opposed to focusing on individual teachers.
We will have to work hard to develop the entire profession, which will take great leadership at all levels. I think the important conversations to have over the next bit are:
1) What skills do we want our students to have when they leave us (hopefully the new grad standards will do that for us)
2) What skills and competencies do our teachers and other educators need in order to intentionally build those skills in our students.
3) What skills and competencies do our leaders need to facilitate this
4) What type of professional development do we need to ‘bump up” our skillsets.
Thanks Andy – I think you have added some great challenges. I have been thinking a lot about #3, in looking at my current skills, and the skills of those around me. We need to build the leadership capacity of the capacity builders in our system moving forward.
Dear Chris,
I believe that many of those characteristics we see in numerous adults today, but there is no real change in the way business is run, meetings are done or training is lead! Even classes that are prepared for those that are in the midst of change are still held in manner that is not becoming our forward thinking model of capacities. Change never is immediate and when it is it leads to major meltdowns and numerous problems. In order for our system to shift it needs to happen slowly, with the proper supports in place because one has to make it apart of the way one thinks and does. Teachers need to have the space, support and ability to change and this will never happen without a gentle, guiding hand!
Regards,
Alien
True – it is great that if we are looking for a new set of skills, but unless we have a changed system, these skills will not be utilized.
Chris, in my opinion the slide does an excellent job of presenting a systems approach to understanding the challenge of change. I believe it is equally valid as a starting pointing for thinking about change in all sectors – not-for-profit; public and for-profit.
The slide reinforces the concept that real solutions requires hard work by well-meaning, collaborative and supportive stakeholders.
Martin Goldberg
@postdewey
Thanks Martin. I think it is an interesting framework to use as we look in our organization at the skills, attributes etc. we look for in potential principals and vice-principals. It is interesting, I saw this as a great list for educators, but a number of people who have read it have commented how applicable it is to other areas.
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I am happy to provide a one-page handout to any of you that you can use based on the framework – if you email me at ckennedy at sd45.bc.ca I can send it to you.
thanks, Chris. I really appreciate the “red and green” idea.
Great post Chris- I, too, like the red and green idea as I consider a “mindful” appraisal of my own leadership-I’d appreciate a copy of the chart!
Thanks Val – I will share the chart out with all in our admin group.
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