Dr. Harvey Rude, University of Northern Colorado

Greeley, Colorado USA Harvey.Rude@unco.edu

*

*

*“I would have finished this by now, but I had

help.”

*Leaders get to the future first

*Ability to influence others to go to a place

where they would not go on their own.

*Manage from your head and lead from your

heart.

*It’s important to do things right (management),

and most important to do the right things

(leadership).

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*Equity

*Quality Teaching

*Community and Family Engagement

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*Student and Educator Data for Continuous Improvement

*Multiple Sources of information to Evaluate Impact

*Research-based Content

*Application of Learning Strategies

*Effective Collaboration

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*Learning Communities

*Effective Leadership

*Adequate Resources

*What’s Unique?

*RELATIONSHIPS AND LEADERSHIP

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*“Groups of people who share a passion for something they know how to do, and interact regularly to learn how to do it better.”

*EDUCATE

*SUPPORT

*LEARN BY DOING

*ENCOURAGE

*INTEGRATE

*(Etienne Wenger, 2010)

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*INTEGRITY (your word defined)

*AUTHENTICITY (being consistent with who you hold yourself to

be with others and yourself)

*BEING COMMITTED TO SOMETHING BIGGER THAN ONESELF

(serene passion required to lead and develop other leaders)

*CAUSE IN THE MATTER (taking a stand for yourself and life, and

acting from that stand)

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*INTEGRITY – What you said, know, and is

expected!

*AUTHENTICITY – Recognizing when you are not

being authentic.

*BEING COMMITTED TO SOMETHING BIGGER

THAN ONESELF – The purpose of your career

and relationships.

*CAUSE IN THE MATTER – Being accountable, not

a victim; the context you give to yourself.

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*Thomas Kuhn (The Structure of Scientific Revolutions): “There

will never be enough data, evidence research, proof, etc. that

will convince others to commit to a created future.”

*Reason to Commit: The default future has failed to make the

organization, system, people, etc. complete.

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*Strategic Thinking

*Leadership

*Collaborative Partnerships

*Organizational Change

*Systems of Accountability

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*“Making the same mistakes with increasing confidence over an

impressive number of years.” (O’Donnell, 2002)

*Most organizational leaders don’t fully commit to what we already know about

IMPLEMENTATION SCIENCE!

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*Effective education practices

*+

*Effective implementation practices

*=

*Good outcomes for students

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*An evidence-based program is one thing

*Implementation of an evidence-based program is a very different thing

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Implementation occurs in stages:

*Exploration

*Installation

*Initial Implementation

*Full Implementation

*Innovation

*Sustainability *Fixsen, Naoom, Blase, Friedman, & Wallace, 2005

2-4

yrs.

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*INFORMING (Sharing, Sending)

*NETWORKING (Exchanging)

*COLLABORATING (Engaging)

*TRANSFORMING (Committing to Consensus)

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*Courage to Acknowledge Areas of Poor

Performance and Seek Solutions

*System-wide Approach to Improving Teaching and

Learning

*Vision Focused on Student Learning and

Instructional Improvement

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*Adopting New Approaches to Systems Improvement Aligned with

Coherent Policy

*Redefining Leadership Roles

*Commitment to Sustain Reform Over the Long Haul

* (Kukic & Rude, 2013)

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1. Leaders facing terrible situations must lead with

respect. They need to convey respect before

people have earned it.

2. Leaders should do everything possible to create

conditions that make people lovable (mainly by

creating circumstances that favor success).

3. Finally, leaders must deal firmly with what’s

left over.

Fullan, 2011 International Exhibition and Forum for Education

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*TOP DOWN AND BOTTOM UP (empowering and accountable)

*EASY AND POWERFUL (teachers and other practitioners embrace new

practices)

*SELF-ORGANIZING AND HIGHLY ORGANIZED (variety of approaches, no

one best method)

*AMBITIOUS AND HUMBLE (ambitious for others’ success, not for

yourself)

*ENGAGED AND DETACHED (effective relationships are key, must step

back to critically analyze)

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Ahéhee’ doo

Hàgoónee’

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