Week 6: Model the Way
The Leadership Challenge
Leadership isn’t about personality, it is about
behavior
The exemplary leadership practices grounded in
research
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
Key Points to: Model the Way
 Clarify Values & Set the Example
 People follow the person first and then the plan…why?
 Credibility—DWYSYWD
 Determine your guiding principles…what are your
values?
 What is the “great”
 Let people know what you believe—open your heart
 Forge values around common principles & ideals
 QUESTION—how did the Bank America guy
accomplish this?
Model the Way Flow Chart
 Commitment #1—Clarify Your Values
 Find your voice
 Affirm shared values
 Commitment #2—Set the Example
Commitment #1: Clarifying Values
 Essentials
 Find your voice
 Affirm shared values
 Taking Action
 Credo
 Engage in dialogue
Commitment #1—
Clarify Your Values
 What do leaders have in common?
 They believe in something
 Their beliefs are strong and matters of principle
 K & P research demonstrated that personal-best
leadership cases were stories of people who remained
true to deeply held values
 In order to speak out you need to know what to speak
out about
Commitment #1—
Clarify Your Values
 If you don’t believe the messenger you won’t believe
the message…
 You can’t believe the messenger if you don’t know what
the messenger believes…
 You can’t be the messenger until you’re clear about
what you believe.
Commitment #1—
Clarify Your Values
 Look at p. 55 in the text
 What do you notice?
 Clarity of personal values trumps everything
 Clarify of personal values coupled with clarity of
organization values is most powerful
 What does this mean?
 Personal values are the “route to loyalty and
commitment, not organizational values
Commitment #1—
Clarify Your Values
 In order to find your words and your style, you need to be
crystal clear on what your values are.
 Leaders set an example for all constituents based on a
shared understanding of what’s expected
 Unless there’s agreement about values, credibility is lost—
people shouldn’t waste their time figuring out what they
should be doing
 Engage your teachers in a dialogue about what the good is
and what is valuable
Commitment #1—
Clarify Your Values
 Taking Action
 Credo class assignment
Commitment #2—Set the Example
 Essentials
 Personify the shared values
 Teach others to model the values
 Taking Action
 Story telling
 Develop a routine for questioning
Commitment #2—Set the Example
 Personify the Shared Values
 Spend your time wisely
 Watch your language
 Ask purposeful question
 Seek feedback
 Teach Others to Model the Values
 Confront critical incidents
 Tell stories
 Reinforce what you want repeated
Commitment #2—Set the Example
No one will believe you’re serious until they see you doing
what you’re asking of others
 Leaders recognize that they need to be mindful for the
choices they make because they’re telling people
what’s appropriate and what’s not
Commitment #2—Set the Example
 Spend your time and attention wisely
E.g.—if achievement and high quality instruction are
important, how much time do you spend with teachers
and students?
Commitment #2—Set the Example
 Watch your language…
E.g.—employee, manager, boss, supervisor, subordinates
Versus
Associates, crew, cast, team, colleagues, constituents
 Leaders know the power of words
P.82—experiment with confederate
Commitment #2—Set the Example
 Ask purposeful questions
 The questions you ask imply your values
What have you done in the past week so that you’re better
this week than the last?
How are we going to move towards deep implementation?
What are we going to commit to and hold ourselves
accountable to?
Commitment #2—Set the Example
 Seek feedback
 It shows that you’re open to communication
Does this make sense?
Do you agree?
Is this some kind of crazy dream? Can we do this?
Commitment #2—Set the Example
 If CREDIBILITY = DWYSYWD then…
…how can you know you’re doing that if you don’t ask for
feedback?
Commitment #2—Set the Example
 Teach Others to Model the Values
 Confront critical incidents (e.g. our F/L BLT discussion)
 Tell stories (e.g. 2nd grade teacher’s articulation of how
student writing used to be prior to rubric and clarity of
learning targets)
 Reinforce behavior you want repeated (e.g. through
your words and your actions)
Connections to Concepts