How do we Build How do we Build Leadership Capacity?Leadership Capacity?

How do we Build How do we Build Leadership Capacity?Leadership Capacity?

Richard DeLorenzoRichard DeLorenzo

RISC FoundationRISC Foundation

“I hope those of you who turn out to be failures as leaders won’t blame us!”

What are the components of the RISC Model?

• Shared Vision• Leadership• Standards-Based Design• Continuous Improvement

RISC ModelRISC ModelCreating Creating effective leaderseffective leaders for for transforming our schools by transforming our schools by

using effective tools and using effective tools and processes to create a shared processes to create a shared

vision, standards-based vision, standards-based curriculum and continually curriculum and continually

improving our schoolsimproving our schools

RISC ModelRISC ModelCreating Creating effective leaderseffective leaders for for transforming our schools by transforming our schools by

using effective tools and using effective tools and processes to create a shared processes to create a shared

vision, standards-based vision, standards-based curriculum and continually curriculum and continually

improving our schoolsimproving our schools Richard DeLorenzo

How do we build leadership capacity?

• Using tools and processes to define what leadership is at the individual level and organization level

• Create a capacity matrix that aligns to where we want to go

• Benchmarking best practices on leadership• Deploy the leadership matrix as part of your culture both

individual and organizational(e.g.,evaluation tool)• Refine overtime for world class results

Organizational & Individual Leadership

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Ind

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Personally/Professionally

“Yuckville”

High Turnover

“Breeding grounds for fiefdoms”

Constant Conflict

“Wealthy attorneys”

World Class System

“BOB”

Affinity ChartAffinity ChartWhat are the

characteristics of quality leaders?

1. Individually brainstorm a list on sticky notes2. As a group organize the sticky notes into like categories3. Label each group (vision, morals, etc.)4. Share back with the rest of the group

“Change Forces with a Vengeance”

New Horizons for System Change

Horizon #1

Large-scale improvement of literacy and numeracy that is not sustainable

Horizon #2

System change that results in unleashing energy, commitment, resources and learning on a very large scale to accomplish things never done before that is sustainable.

Missing force: moral purpose & passion

- Michael Fullan, 2003

Leadership for Incremental Change

• Emphasize relationships• Establish strong lines of communication• Be an advocate for the school• Provide resources• Maintain visibility• Protect teachers from distractions• Create culture of collaboration• Look for and celebrate successes

Marzano 2006

Leadership for Second Order Change

• Shake up the status quo• Expect some things to seem worse• Propose new ideas• Operate from strong beliefs• Tolerate ambiguity and dissent• Talk research and theory• Create explicit goals for change• Define success in terms of goals

Marzano 2006

Create a leadership capacity matrix

• Divide into teams by job description • Begin with the end in mind.What is a good

leader?• Using the post it notes and any other

information that you have create a gradation of characteristics for leadership (eg.relationships, production etc.)

• Share back with the group

1. Position

RIGHTS – People follow because they have to.NOTE: Your influence will not extend beyond the lines of your job description.The longer you stay here, the higher the turnover and the lower the morale.

2. Permission

RELATIONSHIPS - People follow because they want to.NOTE: People will follow you beyond your stated authority. This level allowswork to be fun. Caution: Staying too long on this level without rising will causehighly motivated people to become restless.

3. Production

RESULTS - People follow because of what you have done for theorganization.

NOTE: This is where most people sense success. They like you and what youare doing. Problems are fixed with very little effort because of momentum.

4. People Development

REPRODUCTION - People follow because of what you have donefor them

NOTE: This is where long-range growth occurs. Your commitment todeveloping leaders will insure ongoing growth to the organization and topeople. Do whatever you can to achieve and stay on this level

5. Personhood

RESPECT - People follow because of who you are and what yourepresent.

NOTE: This step is reserved for leaders who have spent years growing peopleand organizations. Few make it. Those who do are bigger than life.

How do we build leadership capacity?

• Using tools and processes define what leadership is at the individual level and organization level

• Create a capacity matrix that aligns to where we want to go

• Benchmarking best practices on leadership• Deploy the leadership matrix as part of your culture both

individual and organizational(e.g.,evaluation tool)• Refine overtime for world class results

Managing Effective Change

= Utopia

= HappyHour

= LoneRanger

= Scarecrow

= Alice in Wonderland

= HeismanWinner

SharedVision

StrategicPlan

RightPeople

Baldrige/CIM+ + + +

LeaderStrategic

PlanRight

PeopleBaldrige/CIM+ + + +

LeaderSharedVision

RightPeople

Baldrige/CIM+ + + +

LeaderSharedVision

StrategicPlan

Baldrige/CIM+ + + +

LeaderSharedVision

StrategicPlan

RightPeople+ + + +

LeaderSharedVision

StrategicPlan

RightPeople

Baldrige/CIM+ + + +

Richard DeLorenzo

CRIS

• CClarify: the question or topic• RReflect: individually• IImpact: on you and your system• SShare: your thoughts within your

group

What was one “aha” and what can you take with you to build a better leadership capacity?