Christy Chambers, EdD
CEC President
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Teachers
Administrators
Related Services Support Personnel
Parents
Students
Policy Makers
Others
Identify
◦ principles of effective leadership
◦ research-based leadership behaviors
Provide
◦ team building strategies & resources
◦ leadership development strategies & resources
◦ leadership skill development templates
Knowledge
Action oriented
Heart
Communication
Influence
Supportive
Listener
Accessible
Humor
Takes risks
Gets things done
Respect
Confidence
Has followers
Visionary
Manager
Transformational
Facilitator
Shares leadership
Encourager
Role Model
and more……….
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Mission and vision
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Skilled facilitation
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Roles and responsibilities
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Formal and informal leaders
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Shared leadership
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Systems thinking
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Appreciative inquiry
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Leadership v. management
Self assessments
Leadership behaviors
Checklists
Experiences
position and title?
responsibilities and job functions?
influence?
intelligence?
past contributions?
Can we lead others before we
are leaders in our own lives?
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Current
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Reflect values and goals
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Easily communicated
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Known by all stakeholders
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Implement the basics
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Utilize process tools
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Utilize problem-solving models
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Promote collaborative environments
I effectively implement the basics of facilitation by …
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Preparing the room
Beginning with an overview
Identifying expectations
Defining the problem
Establishing criteria for evaluating solutions
Identifying the root causes
Generating alternative solutions
Evaluating alternative solutions
Selecting the best solution
Developing an action plan
Implementing evaluation plan
Evaluating plan effectiveness
Concluding and summarizing the meeting
I demonstrate knowledge of process tools & effectively use them by …
I promote collaborative environments to move shared work forward by …
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Essential skills of your role
Strong working relationships-get to know
principals personally and professionally
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Consistent collaboration time
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All staff professional development
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Recognize formal and informal thought
leaders
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Utilize formal and informal thought leaders
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Set aside personal needs
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Enable, Challenge, Model, Inspire & Encourage
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Develop relationships with all stakeholders
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Lead with head, heart and hands
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Recognize and utilize shared leadership
Use systems thinking as framework to solve
problems
◦ Analyze issues
then
◦ Focus on relationships to solve them!
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Today’s problems come from yesterday’s
solutions
The easy way out usually leads back in
The cure can be worse than the disease
Faster is slower
Small changes can produce
big results
Take a risk!
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Recognize importance of decision making
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Value appreciative inquiry
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Emphasize collaboration over advocacy
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Emphasize what’s already working
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Emphasize successes to promote shared
image of future
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limitations of transactional behaviors
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value of transactional leadership-get it done!
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transformational leadership as goal
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Philosophy of change
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Unity and shared purpose focus
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Commitment of followers
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Foundation of meaningful change
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Personal power, values, morals and ethics
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Achieving mission and vision emphasis
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Redesign jobs for meaning and challenge
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Personal development and counseling
What’s more important?
Developing and implementing effective:
◦ Management knowledge and skills
◦ Leadership knowledge and skills
◦ Equally important
Do we get caught up in…
maintaining rather than …
accepting reality rather than …
administering …
copying …
focusing on structure …
relying on control ….
short-range view …
asking how and when …
the bottom line …
accepting the status quo …
being a classic good soldier …
doing things right …
Bennis & Goldsmith-Learning to Lead
Do we get caught up in management?
How do we make leadership a priority?
How do we engage in spirited leadership?
Characteristics - leaders & managers
Who am I working with?
What does my school/setting promote?
How do I spend my time?
 Encourage the heart
 Model the way
 Inspire a shared vision
 Enable others to act
 Challenge the process
Doing things right versus doing the right
things.
How do we use team meetings?
Do we model, enable, inspire, challenge,
and encourage?
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Worksheet for forming a team
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Team time out-How are we doing?
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Working through a disagreement tool
Adapted from Leading Teams, Harvard Business Press
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Leading with Heart in Times of Cardiac Arrest
workbook: with problem solving scenarios
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LPI: Leadership Practices Inventory
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Checklist of effective leadership behaviors
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Leadership concept discussions
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team purpose
expected activities
intended outcomes
available resources
anticipated constraints
required skills
projected team members
extent of authority
timeline
Aspect/Discussion
Goals/purpose
Meetings
Ground rules
Communication
Leadership (delegated or rotated?)
Workload/distribution
Commitment level
Availability of resources
Decision making
Respect for differences/diversity
Management of conflict
Level of participation/inclusion
Rating
Comments/
1 2 3 4 5 Example
Comments:
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The most significant challenge we face as a
team is …
Our greatest strength as a team is …
One thing I would not like to see the team do
is ..
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Describe the disagreement
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Diagnose the disagreement: Who/What/Why
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What’s at stake for you?
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What setting will you use?
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Scripting
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Generating solutions
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Try to find win-win
◦ Team member-What’s at stake for him/her?
◦ What you plan to say/How others may respond
◦ Solutions/How solution adds value
◦ Remind everyone we are on the same team!
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Checklist evaluating you as team leader
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Checklist assessing your team’s goals
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Team contact information
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Role clarification worksheet
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Promoting team interdependence
Leading Teams, Harvard Business Press
An activity for teams:
Create scenarios and identify:
◦ the players
◦ the conflict
◦ alternative solutions from
multiple perspectives
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Your Organization’s Culture-Compliance or Commitment?
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How to Identify and Articulate Your Values
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Is Personal Achievement Replacing Healthy Relationships?
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Two Huge Benefits of Collaboration
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Leadership from the Viewpoint of Followers
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Okay, Director-Where Do I Focus the Spotlight?
Dennis Hooper www.buildingfutureleaders.com
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Transformational leadership
Advocacy and inquiry
Skilled facilitation
Systems thinking
Leadership and management
Shared leadership practices
Roles and relationships
Formal and informal authority
The Journey to Effective Leadership/Chambers
Action Criteria
Step
Timeline Deliverables Persons
Responsible
Resources
Status
Competency
Goal
Action with
deliverables
Utilizes
appreciative
inquiry to
make
decisions and
promote
collaboration
Utilize
AI
develop
ing plan
to
reduce
dropout
rate
Identify
facts
Plan
consensus
Recognize
multi
perspectives
in plan
Team
survey 90%
satisfaction
w/process
Use
expertise of
stakeholders
Timeline
Criteria
Reduced
dropout
rate 4%
Responsible
persons
Status
 The
 How
“Iron Chef-type activity
to use games for training
 Team
score sheet
 Reflection
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What was your initial reaction…
How do you feel now at the conclusion of …
What was the most significant challenge to
you,(your team, if different)…
How well did you (your team) meet this
challenge…
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Do you think this activity relates to team
development and if so, how?
Is there a “takeaway” for carryover to your
work environment?
What did you like best…
What did you like least and how would you
change the activity…
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Bennis, Warren and Goldsmith, Joan, Learning to
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Cottrell, David and Layton, Mark C., Listen Up!
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Covey, Stephen R., The 8th Habit
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Covey, Stephen R., Stories of the Courage to Teach:
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Gluckman, Sandy, Ph.D., Who’s in the Driver’s Seat?
Lead
Customer Service
Honoring the Teacher’s Heart
Using Spirit to Lead Successfully
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Greive, Bradley Trevor, The Book for People Who Do Too
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Harvard Business School, Leading Teams, Harvard
Business School Publishing
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Krempl, Stephen F., Leadership ER – A Health Checkup
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Novak, Christopher, Conquering Adversity – Six
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Kouzes, James M. and Posner, Barry Z., The Leadership
Much
for You and Your Team
Strategies to Move You and Your Team Through Tough
Times
Challenge
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www.buildingfutureleaders.com, Dennis
Hooper, Leadership Coach: sign up for
regular leadership concept emails-interactive
www.leaderswithheart.com, Christy A.
Chambers, Beyond the Box, LLC. Resources
and activities
SmartBrief on Leadership:
leadership@smartbrief.com
head
• knowledge
• skills
hands
heart
• doer
• followers
• caring
• collaborator
Christy Chambers, Ed.D.
Beyond the Box, LLC
Beyondthebox.christy@gmail.com
815-363-9329 (O)
815-425-2758 (F)
www.leaderswithheart.com