How to be a Fireball Leader Without Getting Singed

1
How to be a Fireball Leader Without Getting
Singed

• Dr. David B. Ross
• Nova Southeastern University

2
Why Are We Here?

• Share thoughts to lead a Charter School
• Unique differences in Charter Schools
• What are the stressors of leading a Charter
  School
• What can we do about disruption Prepare possible
  solutions

3
Unique Differences

• Multi-tasking environment
• Shortage of personnel
• doing more with less
• Parental expectations
• Public expectations
• Different needs according to your customer
• Beginning teacher programs
• Size of school
• Training availability like the public district
• State certification and experience
• Unions and contracts

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stressors

• Unable to do-it-all
• limited personnel
• meetings
• Funding and added expenses
• mismanagement of funds
• transportation
• food service
• facilities
• Student Achievement
• school grade
• follow ESE/ESOL accommodations (hire outside)
• Lack of trained personnel (based on public
  districts agreement)
• Public image
• Please the Governing Board Authorizers (mission
  and vision)

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Characteristics of Disruption

• Ignore issues occurring in your school
• Poor preparation No agendas
• Personal agendas
• cannot have different ideas and direction
• must be consistent
• condition the school culture
• Allow people to fail school fails

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A Whack On The Side Of The Head

• Penalty of leadership look at yourself
• Your leadership style
• Ability to communicate effectively
• Ability to organize time
• Know your limitations
• do not be afraid to ask
• you cannot do it alone
• Situational Leadership
• Herrmann Brain Dominance

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Situational leadership

• A situational leader is one who can adopt
  different leadership styles depending on the
  situation
• Directing
• Coaching
• Encouraging
• Delegating

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Herrmann Brain dominance

• The Herrmann Brain Dominance Instrument (HBDI) is
  a system claimed to measure and describe thinking
  preferences in people, developed by William
  Herrmann
• Analytical thinking
• Sequential thinking
• Interpersonal thinking
• Imaginative thinking

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Impact of Thinking Styles

• BRAIN DOMINANCE
• Thinking Style Preferences
• What we pay attention to
• What we learn best
• What motivates us
• How we communicate
• How we do what we do
• How we make decisions
• What we are successful at
• How we interact with the world

How Brain Dominance Leads to Bottom Line
Outcomes in Business, Learning and Life
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Whole Brain Model
D
A
Logical Analytical Fact Based Quantitative
Holistic Intuitive Integrating Synthesizing
Interpersonal Feeling Based Kinesthetic Emotional
Organized Sequential Planned Detailed
B
C
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Our Personal Share of the Four Selves
Finding the Way
Knowing the Facts
Make it Happen
Dealing with Feelings
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Do you play well with others

• Power of influence Sharing the process
• information
• expertise
• referent
• reward
• Systems Approach Peter Senge
• systems bring together or combine to produce a
  result
• focus on the whole rather than parts
• the discipline that integrates the others, fusing
  them into a coherent body
• Theory Fast Ball the Millwright Died

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Solutions

• Place emphasis on the students
• Be proactive and know your effective facilitators
• Build trust
• Allow experts to be experts
• Condition the school culture
• Run the school like a commercial
• product, fun, memorable
• Share power
• let it go! Do not waste valuable time
• reward human capital
• Understand change occurs over time
• Bad ideas at one time are

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The beginning

• Share your thoughts and comments!

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references

• Canton, J. (2006). The extreme future The top
  trends that will reshape the world for the next
  5, 10 and 20 years. New York, NY The Penguin
  Group.
• Cornish, E. (2004). Futuring The exploration of
  the future. Bethesda, MD World Future Society.
• De Pree, M. (1989). Leadership is an art. New
  York, NY Dell Publishing.
• Naisbitt, J. (2006). Mind sets. New York, NY
  Harper Collins Publishing.
• Senge, P. (1990). The fifth discipline The art
  and practice of the learning organization.
  Doubleday.