leadership in troubled times lessons from the battlefront

Leadership in Troubled Times

Lessons from the Battlefront

2011 Legislature

School gun-free zones repealed Partisan school board elections LEA’s to tax for charter schools Legisl. oversight of public ed Funding student growth “Last hired – first fired” Letter grades given to schools

Lesson One: Stay in Control of Yourself

Lesson One: Stay in Control of YourselfTough times are personal…very personal.

Undermine our confidence.

Engage our “fight or flight” instinct.

Make it tough to lead.


“Tough times tend to strip away our security & sense of control. In a crisis most of us tend to be like Atlas, carrying the weight of the world on our shoulders.”

Lesson One: Stay in Control of YourselfYou can’t control anyone else, the only

person you can control is yourself.



Step back, pause, take a few minutes to breathe, remember the big picture.



Step back, pause, take a few minutes to breathe, remember the big picture.

Remember: your staff will look to your reaction before formulating theirs.

Lesson One: Stay in Control of YourselfJohn Baldoni, 2009:

1. Reflect

2. Recharge

3. React

Lesson One: Stay in Control of YourselfJohn Baldoni, 2009:

1. Reflect

2. Recharge

3. React

Winston Churchill,

1915


February 8, 1985


February 8, 1985

Year-round Budget


February 8, 1985Year-round Budget

Walk-abouts


“Panic only leads to disaster. Calm leads to victory.”

--Scott Widener


What do YOU do to keep your head on straight when you are

working through a tough situation?

Lesson Two: Get the Facts, Think it Through


Gather information…

Sort out rumor from factDouble-check your sources Is this a pattern or an incident?Who else is facing this situation?What happened the last time?


Gather information, then critically assess the long-term

impacts.

Test out your decisionsRehearse aloud with a friend If you have time, sleep on it “If this…, then this…, then this… .”


Granite’s $1M shortfall


Granite’s $1M shortfall

Big 3 auto executives


Granite’s $1M shortfall.Big 3 auto executives.

“National Mandate” from voters


“Respond in haste. Regret in sorrow.”

“Ready. Fire. Aim.”


Have you ever worked for a leader who was impulsive and

reactionary?

What was it like?

Lesson Three: Hear Perceptions, Expand Your Base


DON’T:

Rely solely on your inner circle.Create a “silo” of isolation.Forget your customers.


DO:Hear from principals, teachers,

parents, community, students.Assess the perceptions of your

various customers.Review your assumptions.Tap into the power of networking.


EXAMPLES:Personal examplesLincoln exampleParliamentary coalitionsObama example


“The changing needs of customers is probably the one area of leadership most impacted by the current economic downturn and requires a leader to listen more intently than ever before.”

--Dennis Dearden, AASA, 2010


Think of a tough time when you left your comfort zone to gather

perceptions beyond your immediate staff.

--What was the result?

“The first task of a leader is to keep hope alive.”

--Joe Batten

Lesson Four: Keep the Hope Alive

“Being forward looking was the #1 quality selected as being important for the executive level. It was also selected as the one quality that most differentiated leaders from team members.”

--Jim Kouzes


1. Keep your eye on the big picture.


1. Keep your eye on the big picture.2. Remind people about the great

purposes of your work.



purposes of your work.3. Remember that people are success-

oriented.




oriented.4. Clearly share your vision of the future

and refer to it often.




oriented.4. Clearly share your vision of the future

and refer to it often.5. Find and highlight what’s working.


1. Keep your eye on the big picture.2. Remind people about the great purposes of

your work.3. Remember that people are success-oriented.4. Clearly share your vision of the future and

refer to it often.5. Find and highlight what’s working.


Share an example…how did you keep hope alive?

“What separates a leader from a follower is that the leader doesn’t get caught up in the problem. The leader sees the big picture and keeps moving toward the vision.”

--Chris Widener


“Whether you are a first line manager, or a CEO, your people are looking up to you for direction and inspiration. And they are looking to

you to provide them hope.”

--David Meyer


Lesson Five: Communicate, Communicate, Communicate

BEWARE: a communication vacuum always sucks in rumors, speculation, and worst-case scenarios. It breeds discord and feeds the nay-sayers.

Fear what will fill the void.


My advice: get out in front of your tough times by communicating…

…honestly…consistently…frequently…candidly,

…and by using multiple venues.


Communicate TO “customers” to keep them informed with accurate information.

Communicate WITH “customers” to check perceptions, listen with an open mind, build empathy, and detect early warning signals.

Lesson Five: Communicate Communicate, Communicate

WHAT…The big pictureYour visionThe actual facts, good & badClear expectationsProgressYour reassurance and supportSuccess stories


EXAMPLES OF HOW:Principal IDEA inservicePCEA leadership meetingsSmall group meetings Strike phone bank1-on-1 with opinion-makersCommunity groupsThe new social networking tools


Other examples of opportunities YOU have used to communicate

your message in tough times?


Lesson Six: Empower your staff to act.

“During tough times many managers revert to micromanagement. . The very factors affecting employees are at work on the manager in these cases. Fear is breeding a need for control. This translates into micromanagement. It is unproductive and leads to a further demoralization of the workforce.”

--Martha Cassaasa, 2011


Empowerment builds confidence & trust.


Empowerment builds confidence & trust.

Define clear goalsCoach your staff to assume ownershipRecognize their worthMake them feel like a valuable assetCelebrate success

--Martha Cassaasa, 2011


Create Small Wins, Propose OptionsIn tough times people tend to think all is

lost.


Create Small Wins, Propose OptionsIn tough times people tend to think all is

lost.


Create opportunities for your team to win.

Set smaller, achievable goals to build momentum.

Use their progress to build esteem and attitude.

Create Small Wins, Propose Options


Think of a though time when a staff member was empowered to move from frozen inaction to

positive action.

If you have to cut, use a scalpel, not a saw



Be strategic and very intentional.Get people together and spread out the

facts.If it comes to pay cuts, be the first to

sacrifice. We must all be in this together.Compassion counts. Offer options.



“No one ever downsized their way to greatness.”

--Eileen McDargh


Have you had to make cuts?

How did you go about it?


Lesson Seven: Never waste a good crisis.

“A crisis provides the leader with the platform to get things done that were required anyway and offers the sense of urgency to

accelerate their implementation.”

--Bill George


1. Consider what is most important.2. Prioritize time, nurture relationships

that really matter.3. Anticipate to get out in front of the

crisis.4. Place a premium on innovation.


EXAMPLES:

Housing: combine preschools Self-contained: TIP’s class Test scores: Full day Kindergarten


Have you ever seen a productive innovation born out of tough times?


“Challenge is the greatest opportunity for greatness!”

–Jim Kouzes


Lesson Eight: Stay in Touch

Q: How do we know what kind of leadership is needed…

…and when to apply it?


A: Be actively engaged!


It is the leader’s responsibility to:

1. Engage the team in the project2. Direct them when they falter3. Support them when they overcome

adversity4. Empower them when they need us to

get out of their way


So How?

“Drive-bys” “Management by walking around” Hold frequent “one-on-ones” Coordinating meetings Keep your door open


“But we won't know when leadership is needed and which style is necessary if we are disengaged and slack-off...”

–James Kerr, 2010


Show your staff a little compassion.

If times are tough for you……they’re also tough for them.


One final note…

Show your staff some compassion.

If times are tough for you……they’re also tough for

them.


One final note…

“You do not lead by hitting people over the head -- that’s assault, not leadership.”

--Dwight Eisenhower

Leadership in Tough Times

Tough Times:

“The Recession of 2008”

Leadership in Tough Times

Tough Times:

“The Recession of 2008”

So, in these tough economic times, what is the business community saying

about leadership?

1. Clearly define goals for your employees with their areas of responsibilities and accountability.

2. Communicate, Communicate, Communicate.

3. Empower your employees.4. Invest in your employees.

“Leadership in Troubled Times”Martha Casassa, Feb 2011

“Top 5 Mistakes Leaders Make in These Troubled Times”

--Eileen McDargh, Jan 2009

1. Become reactive and reactionary.2. Huddle with only the corporate folks.3. Cut. Cut. Cut.4. Go after new clients and customers.5. Do more with less.

BONUS Mistake: Buy into pessimism.

“Leadership in a Crisis -- How to be a Leader”

Bill George, Feb 2011

1. Leaders must face reality.2. No matter how bad things are, they

will get worse.3. Build a mountain of cash, and head to

the highest hill.4. Get the world off your shoulders.

“Leadership in a Crisis -- How to be a Leader”

Bill George, Feb 2011

5. Before asking others to sacrifice, first volunteer yourself.

6. Never waste a good crisis.7. Be aggressive in the marketplace.

“Leading During Times of Crisis” L. Rolston & D. McNerney, May 2003

Four basic elements to leading in times of crisis:

1. Being visible and available.2. Communicating supportively, carefully,

and regularly.3. Controlling one’s behavior and reactions.4. Giving the situation perspective to create

alignment.

“10 Commandments for Leaders in Tough Times”

Martin Newman, 2009

1. Be honest with yourself2. Be visible3. Tell it like it is4. Be clear5. Stick to Plan A wherever possible

“10 Commandments for Leaders in Tough Times”

Martin Newman, 2009

6. Be tough7. Use confidence to create confidence8. Balance enthusiasm and experience9. Seize the opportunities10. Learn to cultivate peripheral vision

“Powerful Leadership During Tough Economic Times”

Dennis Dearden, AASA, Jan 2010

Four Principles to Solve the Leadership Puzzle:

1. Develop leaders at all levels… including students…to find solutions to current challenges.

2. Communities are looking to their school leaders to model the core values that have been developed together.

“Powerful Leadership During Tough Economic Times”

Dennis Dearden, AASA, Jan 2010

Four Principles to Solve the Leadership Puzzle:

3. Collect input from your customers… including students…to keep in touch with their changing needs.

4. Ensure that systems and processes are aligned to vision, mission, goals, core values, and, most of all, meet the needs of all customers.

“7 Enduring Truths About Leadership During Crisis”

--Jim Kouzes, April 2009

1. Challenge is the greatest opportunity for greatness.

2. The leaders who have the most influence are the ones who are closest to us.

3. The one attribute that is the foundation of all leadership is credibility.

4. Being forward looking was the #1 quality selected as being important for the executive level.

5. You can’t change people’s behaviors by telling them--you have to show them.

6. Helping leaders & employees clarify their own values had the greatest impact on commitment.

7. Staying in love gives you the fire to really ignite people, to see inside them, to get things done.

“7 Enduring Truths About Leadership During Crisis”

--Jim Kouzes, April 2009

1. Keep your eye on the Big Picture2. Don’t get caught in the war or the

friendly fire3. Be first to sacrifice4. Remain calm5. Motivate6. Create small wins7. Keep a sense of humor

“Top 7 Ways to Exhibit Extraordinary Leadership in Tough Times”

--Chris Widener

“This is the eleventh hour…

and we are the ones we’ve been waiting for.”

--wisdom of a Hopi elder

leadership in troubled times lessons from the battlefront

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