management philosophy summary for educators

8/14/2019 Management Philosophy Summary for Educators

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Management Philosophy

Summary

Paul Richardson

Copyright 2005 PWR Management Training


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Before You Start

Dedicate yourself to the highest level of

integrity. A leader without integrity is the

most damaging circumstance anorganization can experience.

Never waste time trying to skirt or bend

the rules. If they truly are in the way of

achieving your mission, work with

legislators, etc. to change them.


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Unifying Principles

Write down your unifying principles, the

virtues you value personally.

Strive to live your life so that youractions, thoughts and beliefs are

consistent with those principles.

If you act, think or believe inconsistently

with your unifying principles you will not

be productive OR happy.


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Management is a Highly

Intellectual Pursuit To get world-class results a manager

must constantly THINK creatively about:

The mission The current situation

The team and the individual and group skillavailable for improved performance

When to demand, when to ignore, when tosuggest

When to give someone a careeropportunity


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Mission/Goals

You must have a worthy mission that is

well defined and easily defensible.

You must have measurable goals that tie

directly to the mission.

You must CARE PASSIONATELY about

fulfilling your organizational mission.


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Knowledge/Truth

You must know enough to have the first

few steps in mind.

You must never stop learning

You must adjust your actions to the

current situation and the results of your

previous actions.

That is, a closed loop approach relating

to objective data is vital to progress


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Philosophy

Attitude is key to positive results

We can and must DECIDE to have a positive attitude.

Positive attitudes are contagious. The opposite is also

true. Can-do is the way to approach challenge

Results follow expectations

High expectations give high results

Low expectations give low results

Teamwork is vital to success Allow/Expect everyone to contribute their ideas

Expect the highest levels of integrity and professionalismat all times


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Integrity Elements

Always tell the truth, regardless of peoples willingness to hearit. This is especially critical with respect to your ability to faceyour own shortcomings honestly and do your best to correctthem. That is, lying to yourself is the absolute worst thing you

can do. Always support your boss(es) to those who work for you. If you

disagree with your boss have the professionalism to talk to himabout it directly. Criticizing the boss or organization to yoursubordinates is extremely damaging to all (including youpersonally).

Never criticize a subordinate to others. Give them yourobjective feedback personally.

Never violate the rules of the road. That is, if your desiresconflict with those of your bosses, the bosses have the right ofway. Feel free (and obligated) to let them know you think theyshould modify their stance but if they wont you are required toexecute their wishes or resign your position.


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Requirements of a

Performance Organization

Eliminate political correctness as it

chokes off the truth. R.I.P.

Expectation of Intellectual Honesty

Expectation of Robust Dialogue

Truth over harmony then truth and

harmonyDevelop mental toughness Every hire and tenure decision is critical

to upgrading organizational strength.


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Required Leadership Skills

and Knowledge

Basic understanding of human

psychology especially motivation and

behavior prediction/modificationtechniques

Basic understanding of the four

responsibilities for managing; PLAN,

ORGANIZE, LEAD, and CONTROL

Realize leadership is not a popularity

contest


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Required Change Leader

Skills Strong understanding of situational leadership

and the nuances of using it.

Understanding of the change process built on

the situational leadership model Understanding of psychological games

Understanding of social styles and their impacton communication

Understanding of delegation and people

development Ability to sell the vision

Successful history of leading significant change


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Get the Facts

In The Notebooks of Lazarus Long, RobertHeinlein states,

What are the facts? Again and again andagainwhat are the facts? Shun wishfulthinking, ignore divine revelation, forget whatthe stars foretell, avoid opinion, care not whatthe neighbors think, never mind theunguessable verdict of historywhat are thefacts, and to how many decimal places? Youpilot always into an unknown future, facts areyour single clue. Get the facts!


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Data is the Lifeblood of

Positive Change All teachers and schools will assess student

achievement on a regular ongoing basis.

All principals will be expert on the data fromtheir teachers and will use it working with

teachers to make adjustments in techniques to

continually improve student achievement

All support activities will be managed with data

to continually improve effectiveness and

efficiency.


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Knowledge/Truth

You must value truth over harmony.

The truth is the lifeblood of your venture. It isfar more important than ruffled feathers. Theperson with ruffled feathers will get over it if theresults are good and if they dont who cares.

Cultivate a climate of Intellectual Honesty

Until you are doing a perfect job personally in

the things you control directly do not use theproblems created by others as an excuse fordelaying positive action on those things you docontrol.


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Required Skills to Lead

Change Listen, listen, and listen some more.

Wander around, learn what is really

happening and what problems present

themselves. Deal with them on the spot

if you can. Writing memos when you

return to your office is a waste of time.


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Managing Your Time

Dont retreat to your comfort zone, the

job you had before

Learn to delegate effectively

Learn to ALWAYS make appointments

to follow-up on tasks assigned and make

sure you do follow-up without fail.

Keep meetings crisp, on time, and to the

point.


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Courage

Driving over a cliff is not courage, it is dumb.

Do things intelligently but dont fail to take

action because it is a daunting task. If it is

required to reach your goal, then figure a way to

do it without loss of life or integrity.

Failing to face up to a problem that requires

your action (uncomfortable or not) is cowardly

and dumb. The cost of ignoring it is alwayshigher than dealing with it when first

recognized.


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Monomaniac

Peter Drucker, the famous managementconsultant said, Whenever anything importanthappens it is because of a monomaniac with a

mission. While that may strike you as overstated you are

well advised to always act and talk supportivelyof the overriding mission you are trying toachieve.

Those you are leading will achieve morebecause you really mean what you say and areconsistently consistent.


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Lastly, ALWAYS

Express Urgency for the Mission

Celebrate Successes

Hire to Improve the Team

Communicate with Your Team

Have Fun

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