Education Leaders for the 21st Century presented by Hans Meeder Executive Director of the Institute for 21 st Century Leadership To hear this webinar you.

Education Leaders for the 21st Century

presented by Hans MeederExecutive Director of the Institute for 21st Century Leadership

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Discussion Topics

• The Challenge for 21st Century Leadership in Education

• Questions about Leadership• Key Leadership Models• The Institute’s 5 Leadership Capacities• The Challenge: Leading Change and Convergence

Learning• Joining the Institute for 21st Century Leadership

Education, employment, and economic development in the

United States are at a crossroads. The changing nature of work, technology, and competition in the global job market have far

outpaced what the U.S. education system provides for

students. The Institute for 21st Century

Leadership will support instructional leaders as they

prepare all students for a changing world.

The Challenge

Leadership Questions

• What is Leadership? – Leadership is not a Position. It’s a Disposition for

Action, Foresight, and Excellence.• Who is a Leader?

– A leader is anyone that is leading within his or her circle of influence.

• How do I develop Leadership?– I develop leadership through focused learning,

combined with practical application.

Leadership Gone Awry

Your Perspective

What is the highest level of leadership development in which you have participated?o A university-based administration or principal

preparation program, offering a graduate degree or certificate.

o A state- or district-based leadership development program (not offering a graduate degree or certificate)

o A school-based leadership development committee or informal program

o A work-shop leadership program online or at a conference

o Other

Key Leadership Models

• Leading Change (Kotter)

• Level 5 Leadership (Collins)

• Emotional Intelligence (Goleman)

• Adaptive/Situational Leadership (Heifitz, Laurie)

• Quadrant D Leadership (ICLE)

The Essentials of Leading Change …

and Sustaining Reform

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The Eight-Stage ProcessThe Eight-Stage Processof Creating Major Changeof Creating Major Change

Establishing A Sense of UrgencyEstablishing A Sense of Urgency Creating the Guiding CoalitionCreating the Guiding Coalition Developing a Vision and StrategyDeveloping a Vision and Strategy Communicating the Change VisionCommunicating the Change Vision Empowering Broad-Based ActionEmpowering Broad-Based Action Generating Short-Term WinsGenerating Short-Term Wins Consolidating Gains and Producing More Consolidating Gains and Producing More

ChangeChange Anchoring New Approaches In The CultureAnchoring New Approaches In The Culture

11Leading Change, John Kotter, Harvard Business Press

Level 5 Leadership( Jim Collins, Good to Great)

Emotional Intelligence (Daniel Goleman)Definition Hallmarks

Self-Awareness

Recognize and understand your moods, emotions, and drives

Self confidenceRealistic self assessmentSelf-deprecating humor

Self-Regulation

control or redirect disruptive impulses/moods The propensity to suspend judgment – think before acting

Trustworthiness/integrityComfort with ambiguityOpenness to change

Motivation Passion to work for reasons other than money or status alone pursue goals with energy and persistence

Strong drive to achieveOptimism, even facing failureOrganizational commitment

Empathy Understand the emotional make-up of othersTreating people according to their emotional reactions

Expertise in building/retaining talentCross-cultural sensitivityService to clients/customers

Social Skills Managing relationships and building networksFind common ground and build rapport

Effectiveness in leading changePersuasivenessBuilding and leading teams

14The Work of Leadership, Ronald Heifitz and Donald Laurie, Harvard Business Review

Adaptive Work Calls for Leadership

Leader’s Responsibilities

Type of Situation

Technical or Routine Adaptive

Direction Define problems and provide solutions

Identify the adaptive challenge and frame key questions and issues

Protection Shield the organization from external threats

Let the organization feel external pressures within a range it can stand

Orientation Clarify roles and responsibilities Challenge current roles and resist pressure to define new roles quickly

Managing Conflict

Restore order Expose conflict or let it emerge

Shaping Norms Maintain norms Challenge unproductive norms

Quadrant D Leadership

Developing Leadership for

Education Innovation

Institute for 21st Century Leadership

Helps Current and Emerging Education Leaders Develop Five Competencies:

• Leading with a compelling vision of Convergence Learning

• Strengthening your personal foundation

• Empowering your organization• Creating instructional leadership at

all levels• Building community connections

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Leading with a compelling vision of Convergence Learning

The convergence of:• Academic rigor for postsecondary readiness,• Career relevance through programs of study, • Creativity through the arts, • 21st century employability skills, with • Technology-delivered flexible, just-in-time

learning.

Your Perspective

What are of leadership do I see as the biggest need for personal development?o To understand and communicate a vision and direction for

education that connects academic rigor with relevance.o Develop my personal strengths so I can lead more

effectivelyo Learn how to empower other educators toward actiono Learn more about best practices and next practices to

improve educationo Learn how to influence parents, community partners and

political leaders around a new vision for education

The Convergence Learning Leadership Challenge:

Equipping members of the Institute for 21st Century Leadership to engage and expand their circles of influence in a meaningful, action-oriented dialogue about the future of Convergence Learning.

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Institute for 21st Century LeadershipLeadership development events held in

conjunction with:• ACTE Annual Convention (December 2010,

Las Vegas)• ICLE Leadership Academy (2011, San

Diego)• ICLE Model Schools Conference (June

2011, Nashville, Orlando)• 6 webinars with expert researchers and

practitioners• Professional learning communities• $1,900 membership covers all conference

registrations21

Your Perspective

• From what you have heard today, how valuable does the Institute for 21st Century Leadership appear to be for your leadership needs?o Very valuableo Somewhat valuableo Not sureo Somewhat less than valuableo Not valuable

Institute for 21st Century Leadership

• Develop a vision of student learning based on the

convergence of academics and CTE • Empower your staff• Create instructional leadership at all levels• Strengthen organizational and personal capacities• Build community connections and partnerships

www.21Leader.com / [email protected] / 518.399.2776

Thank you!

Questions and Answers with Hans

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For more information www.LeaderEd.com

Institute for 21st Century Leadership

• Develop a vision of student learning based on the

convergence of academics and CTE • Empower your staff• Create instructional leadership at all levels• Strengthen organizational and personal capacities• Build community connections and partnerships

www.21Leader.com / [email protected] / 518.399.2776

Leadership AcademyLeadership AcademyBuilding Leadership CapacityBuilding Leadership Capacity

January 28 - 30, 2011January 28 - 30, 2011

www.LeaderEd.com

Quadrant D Leaders are

•Focused on Learning

•Flexible

•Analytical

•Passionate & Motivational

•Communicative

San Diego

19th Annual

Model Schools ConferenceJune 26-29, 2011 - Nashville

Showcasing the nation’s most successful practices for improving student achievement and growth!

www.ModelSchoolsConference.com