Cultivating Sustainable Leadership

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Cultivating Sustainable Leadership

• Presented by
• Ron Fielder and Lisa Fry

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Outcomes

• Gain knowledge about internal programs designed
  to develop leadership capabilities
• Understand leadership challenges that arise with
  four diverse generations working side by side in
  the workplace

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Process for Developing Internal Leadership

• 1) Benchmarked successful leadership development
  programs
• 2) Developed White Papers
• 3) Established a Leadership Stakeholder Team and
  a Leadership Concept Team
• 4) Implemented a four-phased development program

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Purpose of Internal Leadership Development Program

• Provide a system whereby the organization is
  intentional about its efforts to cultivate people
  for the leadership needs of the organization.
  Through planful leadership development, we will
  effectively prepare employees for leadership
  roles at Grant Wood to bring new practices, new
  thinking, and new understanding to the challenges
  of the day.

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Functions of Internal Leadership Development
Program

• Move strategic priorities forward
• Provide a planful process for developing
  leadership for GWAEA
• Create value in developing leadership
• Provide access to all categories of employees
• Identify internal leadership talents, skills, and
  desires
• Evaluate leadership development efforts and
  monitor and adjust for continuous improvement

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Four-Phased Program

• Personal Leadership Strand
• Role Leadership Strand
• Organizational Leadership Strand
• Internship Strand

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Strand 1 Leadership for Personal Development

• All staff participate
• Leadership courses that introduce, expand, and/or
  strengthen leadership capabilities are identified
  among professional development offerings
• Staff members coordinate their participation
  through their Professional Growth Plan with their
  supervisor
• Supervisor supports staff member by helping
  create a plan and protecting their time to
  participate

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Strand 2 Leadership for Role Development

• Interested staff are selected to participate in
  specific training opportunities deemed essential
  to agency mission and strategic direction
• Staff works as a cohort group to develop
  knowledge or skills for a specific role of
  leadership as determined by the Leadership
  Stakeholder group

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Strand 3 Leadership for Organizational
Development

• Designed for those interested in, and who are
  actively preparing for future formal leadership
  participation
• Small cohort selected each year through an
  application process to experience a two-year
  tailored learning experience under direction of
  agencys executive leaders

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Organizational Development Participant
Requirements

• Participate in cohort group learning
• Develop a personalized Leadership Development
  Plan
• Engage in ongoing dialogue with assigned Advisor
• Participate in stretch assignments and projects
  for exposure to different areas
• Reflect on experiences through journaling
• Establish a portfolio that summarizes leadership
  philosophy, performance and growth
• Complete a culminating project

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Participate in Cohort Group Learning

• Curriculum
• Module 1 Personal MasteryKnowing Myself as a
  Leader
• Module 2 Interpersonal MasteryCommunication
  Skills
• Module 3 Team MasteryLeading Groups
• Module 4 Systems MasteryUnderstanding Systems
• Module 5 Organizational MasteryUnderstanding
  Organizational Level Issues, Contexts and
  Dilemmas.

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Develop a Personalized Leadership Plan

• Stretch assignments and projects exposing
  participants to areas different than their usual
  job
• Experiences in current position that will move
  participant toward identified goals
• Required readings and training sessions designed
  to broaden perspectives
• Developmental relationships that will help
  participant reach goals
• Culminating project or internship

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Engage in Ongoing Dialogue with Leadership
Advisor

• Each participant is assigned to a Leadership
  Advisor who provides support and challenge for
  the development and implementation of the
  participants leadership development plan.

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Participate in Stretch Assignments

• Stretch assignments provide participants with
  learning opportunities in functions or areas
  beyond their past experiences and current level
  of competency. Stretch assignments are in other
  parts of the agency or in the community or other
  organizations. Participants will be expected to
  actively participate in assignments identified in
  their leadership development plans.

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Reflect on Experiences Through Journaling

• Participants keep an ongoing journal to reflect
  their learning of the experiences in which they
  partake.

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Establish a Portfolio

• Individual work is documented in a portfolio
  aligned with agency standards and includes
• Leadership Development Plan
• Philosophy paper
• Evidence of experience and performance aligned
  with agency standards
• Documentation of culminating experience

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Complete a Culminating Experience

• The goal of the culminating experience is to
  broaden the participants experiences through
  involvement and/or internships in the
  organization and larger community. Projects may
  include opportunities to positively influence
  decisions on policy, community relations, setting
  organizational direction, or project management.

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Strand 4 Leadership for Significant Direct
Experience (Internship)

• Provides significant, direct leadership
  experience for one year
• Participant works with a designated mentor
  providing leadership for an agency program or
  service

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Now That Weve Developed Them

• How do we Keep Them?

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Understand Generational Differences

• For the first time in history, four generations
  are working side by side. Different values,
  experiences, styles, and activities create
  misunderstandings and frustrations
• By the year 2014, 70 million Baby Boomer
  (including many teachers and school leaders) will
  entire retirement in large numbers
• Generation X, a generation with different
  sensibilities and priorities than Boomers, will
  assume positions of leadership in schools and
  districts

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The Generational Divide(U.S. Population)
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Traditionalists (61)
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Traditionalists (61)

• Value Logic and Discipline
• Dont Like Change
• Want to Build a Legacy

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Baby Boomers (42-60)
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Baby Boomers (42-60)

• Me Generation
• Money, Title, Recognition
• Want to Build A Stellar Career

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Generation X (26-41)
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Generation X (26-41)

• Possibly Most Misunderstood Generation
• Need a Balance Between Work and Life-Freedom
• Flexible and Motivated
• Want to Build a Portable Career

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Generation Y/Millennials (up to 26)
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Generation Y/Millennials (up to 26)

• Value Diversity/Change
• Been Involved Entire Life
• Want Work to be Meaningful

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Goals
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Institutions
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Rewards
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Career Path
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Feedback
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Summarizing
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What To Do? Traditionalists

• Consider engaging them as teachers, mentors,
  coaches.
• When they retire, consider re-hiring them as
  part-time project leaders and coaches.

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What To Do? Baby Boomers

• Boomers are burning out with todays workload
  and are not impressed with less ambitious Gen
  Xers.
• Offer them flexibility, authority and respect.
• Challenge them to keep growing (in their own
  way).

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What To Do? Gen Xers

• Gen Xers dont want to follow Boomers into burn
  out. They think Millennials need too much hand
  holding.
• Manage them with a coaching style--FAST feedback
  and credit for results.
• Push them to keep learning
• just-in-time for every new project.

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What To Do? Millennials

• Millennials feel that basics such as punctuality
  and dress code are less important.
• They want fair and direct managers who are highly
  engaged in their personal development.

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What To Do? Millennials

• Get to know their capabilities and put them in
  roles that push their limits.
• Treat them as professional colleagues and they
  will act like professionals.
• Keep them focused with speed, customization and
  interactivity.

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Credits

• When Generations Collide Who They Are. Why
  They Clash. How to Solve the Generational Puzzle
  at Work
• Lynne Lancaster and David Stillman
• www.generations.com

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Resources

• More information about GWAEA leadership programs
  can be found at
• http//www.aea10.k12.ia.us/leadership/ldrshipdev.h
  tml