the total leader embraces the inevitable

The Total Leader Embraces the Inevitable

Inevitable TOO!

Chuck Schwahn and Bea McGarveySignificant contributions: Pat Crawford, Duff Rearick, and Jay Scott

Mass Customized Learning

Inevitable TOO!

3

the meeting was . . . Inevitable

Inevitable TOO!What Total Leaders

DOto manage

the MCL Vision

What Total LeadersARE LIKE

as managers ofthe MCL Vision

CORE VALUES & PRINCIPLES OF

PROFESSIONALISM

PERFORMANCE ROLES

(3 for each Domain)

5

The TOTAL LEADER for Productive Change

TheAuthentic

Leader

TheVisionary

Leader

TheCulturalLeader

TheQualityLeader

TheServiceLeader

The TOTAL LEADER for the MCL Vision

6

The TOTAL LEADER for the MCL Vision

TheAuthentic

Leader

TheVisionary

Leader

TheCulturalLeader

TheQualityLeader

TheServiceLeader

DEFINES theREASONfor MCL

FRAMES the PICTURE

of MCL

DEVELOPSOWNERSHIP

for MCL

BUILDSCAPACITY

for MCL

ENSURESSUPPORT for MCL

7

The TOTAL LEADER for Productive Change

AuthenticLeadership

VisionaryLeadership

CulturalLeadership

QualityLeadership

ServiceLeadership

“MCL hasmeaningfor me!”

“MCL is clear, exciting, doable, INEVITABLE!”

“I want to be part of making MCL a reality!”

“I (we) canMake MCL a

reality!”

“Our leadersare really helping!”

Inevitable TOO!

What Total Leaders DOto manage the MCL Vision

15 PERFORMANCE ROLES(3 for each Domain)

In Chapters 1 – 7 . . .

Rubrics for Reflection

Self-Assessment

Planning Your Improvement

What isthe degree

to which I . . . ?

What are thestrategies I will doto improve my . . .

What/who are the resources that will help

me improve my . . . ?

THE AUTHENTIC LEADER (REASON)

PR # 2: What is the degree to which I model the Values, Beliefs, and Guiding Principles of Mass Customized Learning

Vision?

In Chapter 3 . . .

4INNOVATING

3 APPLYING

2DEVELOPING

1BEGINNING

I can help others understand the importance of having and modeling Values and Beliefs/Guiding Principles of the MCL Learning

I explain to others which MCL Values and Beliefs/Guiding Principles I am modeling, and how and why I am doing so. (Talk the walk)

I model the Values and Beliefs/Guiding Principles of our MCL Learning Community. They “run through my veins.” (Walk the talk)

I do not work from a set of explicitly stated Values and Beliefs/Guiding Principles.

THE VISIONARY LEADER (PICTURE)

PR # 5: What is the degree to which I define and describe the ideal Mass Customized Learning future for the Learning Community?

In Chapter 4 . . .

4INNOVATING

3 APPLYING

2DEVELOPING

1BEGINNING

I ensure that all work in the Learning Community is moving toward the MCL Vision. (Keeper of the vision)

I can respond to “what do we do now” questions with suggestions consistent with the MCL Vision. (Clarifier of the vision)

I “paint the outline” of MCL, and “allow others to collaboratively fill the canvas.” (Communicator of the vision)

I expect that each department or Learning Center creates its own vision of what they will look like when they have realized the MCL Vision. (Consensus builder around the vision)

THE RELATIONAL LEADER (OWNERSHIP)

PR # 8: What is the degree to which I create an open, change-friendly Mass Customized Learning culture?

In Chapter 5 . . .

4INNOVATING

3 APPLYING

2DEVELOPING

1BEGINNING

I am the lead story-teller of examples of our MCL Vision.

I strategically create and honor tangible forms of culture which reflect our MCL Vision (heroes, heroines, rituals, ceremonies, traditions).

I led the creation of a vision of our preferred culture with 3-5 cultural norms.

I can identify the characteristics of and norms of an empowering, change-friendly MCL culture.

Inevitable TOO!

What Total Leaders ARE LIKEas managers of the MCL Vision

CORE VALUES &PRINCIPLES OF PROFESSIONALISM

In Chapters 3 – 7 . . .

Core Values of the TL

What they mean

What they look like

ALIntegrityHonesty

VLOpennessCourage

RLIntegrity

Commitment

QLExcellence

Productivity

SLRisk TakingTeam Work

16

INTEGRITYThe uncompromising adherence to moral and

ethical principles; soundness of moral character

1. Discerning what is right and what is wrong;2. Acting on what you have discerned, even at

personal cost;3. Saying openly that you are acting on your

understanding of right from wrong.

“Who you are . . . is how you lead.”

There is no escaping!Leadership Development is ultimately

Personal Development17

OPENNESS HONESTY TRUSTWORTHINESS

VISION COURAGE

INTEGRITY

Leadership

19

Essential Elements of Mass Customized Learning

What differentiates MCL from other change efforts

In Chapter 2 . . .

You are not doing MCL unless . . .OR

20

How the Inevitable: MCL Vision is Unique

1. NO Industrial Age, Assembly Line2. How is the Learner Outcome Best Learned3. Intrinsic Learner Motivation4. Learner and Professional Role Changes5. Accepting of Cross-Industry Learning6. Technology as Transformer of School Structure7. ePortfollio Management System

“Mass Customizing” Defined

• Not just meeting your individual needs . . .• But meeting everyone’s needs, simultaneously . . . • Other professionals get to work with one client

at a time . . . great, but that’s not mass customizing . . .

• Teachers have 25 - 30 clients at a time . . .• Now that’s “Mass Customizing” . . .

22

The Incongruent Walrus

In the Epilogue . . .

“Congruency” is aboutaligning perception and reality

Congruency is the “correlation”

between

what the leader perceives he is doing

with

what direct reports perceive the leader is doing. 

Duff Rearick

Au-thentic-

ity

Vision Culture Quality Service3

3.25

3.5

3.75

4

4.25

4.5

4.75

5

Leader

Staff

Stronger Congruency

Au-thentic-

ity

Vision Culture Quality Service3

3.25

3.5

3.75

4

4.25

4.5

4.75

5

Leader

Staff

Weaker Congruency

Au-thentic-

ity

Vision Culture Quality Service3

3.25

3.5

3.75

4

4.25

4.5

4.75

5

Leader

Staff

Variations Across Focus formentoring/reflection(lack of congruency)

The End

. . . or is it the beginning?