Initiating Change:Initiating Change:Leading from Your PositionLeading from Your Position
NACADA Summer Institute 2011Joanne K. Damminger, Ed.D.
Salem Community College
Thank you to Ruth Darling, Jenny Bloom , Charlie Nutt, and Pamela Marsh-Williams for content provided in this presentation .
OverviewOverview
Defining Leadership
Leadership Application
Fullan’s Change Framework
Leadership Strategies
Assessment
Impact of Change
Reflections – Just Do It!
Leading Change…ARE YOULeading Change…ARE YOU
A person who makes change happen?
A person who watches change happen?
A person who wonders what happened?
Why?Super, 1980
What We Have Learned This WeekWhat We Have Learned This Week
“The History and Organization of Academic Advising”
Maura Reynolds
Advising is core to the services offered to students
Advising must be congruent with organizational mission
There is need to create shared vision for student success
What We Have LearnedWhat We Have Learned
“Advising and the Campus Environment”
Blane HardingKnow your institution: Organizational structure Leadership Mission and goals Desired outcomes Opportunities No one size fits all
What We Have LearnedWhat We Have Learned“Designing Effective Advisor
Development Programs”
Becky Ryan
Advising is grounded in student success and retention
Advising must be done well
Advisor training and development is crucial to a successful program
What We Have LearnedWhat We Have Learned
“Assessment of Academic Advising”
Charlie Nutt
Advising: Involves developing consensus about
student learning
Involves understanding student learning
Is designed to support improvements in advising that will contribute to improvements in learning
LeadershipLeadershipBurns (1995) posits that leadership is one of
the most studied but least understood concepts on earth.
“I’m talking about leadership as the development
of vision and strategies, the alignment of relevant
people behind those strategies, and theempowerment of individuals to make the
visionhappen, despite obstacles.”
Kotter, 1999
What is Leadership?What is Leadership?
“Leadership is an influencerelationship among leadersand followers [constituents]who intend real changesthat reflect their mutualpurposes” (p. 102).
Rost, 1993
Reflections…Reflections…Take a Minute to STAND…Take a Minute to STAND…
THINK OF: An improvement (change) that you
lead successfullyor
A specific improvement you want to lead (Action Plan)
or A change initiative in which you were
not includedor
All three
What We Know about Successful What We Know about Successful LeadershipLeadership
FIRST: Leaders must know thyself!
SECOND: Leaders must know theCulture/Institution/Organization/Family
• Organizational structure• Leadership• Mission and goals• Desired outcomes• Opportunities• No one size fits all
Leading From Your Leading From Your PositionPositionTHIRD: Adopt a model for
change Examine institutional culture and change Consider data and assessment as key
components of initiatives that focus on change Minimize the risks and calculate the benefits Rebound from setbacks Institutionalize change
You Can Lead from Your Position!
JUST DO IT!
Plan, Act, Observe, ReflectPlan, Act, Observe, Reflect
Lewin; McTaggart
PLAN
ACT
OBSERVE
REFLECT
PLAN
ACTREFLECT
OBSERVE
Five Practices of Five Practices of LeadershipLeadership
1. Model the way2. Inspire a shared vision3. Challenge the process4. Enable others to act5. Encourage the heart
Kouzes and Posner, 2002
Fullan’s Leadership of ChangeFullan’s Leadership of Change
Sense of moral purpose Understanding the change
process Establishing relationships Knowledge creation and
sharing Coherence making
Fullan, 2001
Moral Purpose (MP)Moral Purpose (MP) Act to make a positive difference
in lives of others and the organization (colleagues, administration, faculty, students).
MP is critical to the long-term success of what we do in organizations
Understand the Change Understand the Change ProcessProcess
Recognize change is a process Change is complex and
confusing; 6 guidelines:
Goal is not to innovate the most Best ideas are not enough Appreciate early difficulties
(implementation dip) Redefine resistance as a potential
positive force Change is transforming the culture Never a checklist, always
complexity
Relationship Building Relationship Building
It is important to create and foster relationships with diverse people (people different than you) and groups
Effective leaders foster intentional and purposeful interaction
Knowledge Creation and Knowledge Creation and SharingSharing
There is continual need to increase knowledge in and out of educational organizations
Predicated on first 3 points Moral purpose Understanding change Relationship building
Coherence Making Coherence Making
Ambiguity accompanies change Leaders try to clarify Seeing valuable patterns brings
about coherence Tensions bring about the greatest
accomplishments
Why Resistance to Why Resistance to Change?Change?
Change as loss
Change challenges competence
Change creates confusion
Change causes conflict
Evans, 1996
Goal is to increase fear of “not trying.”
Summary of LossSummary of Loss
Too often we approach change with a powerful double
standard:
We see the value of change,but by other people.
Changes we seek inothers we associate positively withgrowth,
But change that others seek in us, we associate negatively as we experience a sense of lossand resistance.
Evans, 1996
Revisit your Reflections…Revisit your Reflections…
What specific improvement do you What specific improvement do you want to lead?want to lead?
What will you do differently?How will you lead in your culture of
change? Sense of moral purpose Understanding the change process Establishing relationships Knowledge creation and sharing Coherence making
Fullan, 2001
A FEW TIPSA FEW TIPS
TOTO
REMEMBERREMEMBER
Institutionalize the Institutionalize the ChangeChange Create a tangible product to serve
as an example of the accomplishment and guide further improvement
Hold a debriefing meeting Write a report Post results on the web Present at a local or regional conference Prepare a poster session
Be sure to include what has been learned and next steps
Win by the “Littles”Win by the “Littles”
“When leaders deliberatelycultivate a strategy of smallwins, they actively make
peoplefeel like winners and make iteasier for people to want to
goalong with their requests” (p.
211).
Kouzes and Posner, 2002
Avoid “Christmas Tree” EffectAvoid “Christmas Tree” Effect
It is not the goal to have the highest number of
innovative projects that glitter from a
distance.
“So many innovations, so little time.”(Fullan, 2001, p. 36)
Put Your Plan into ActionPut Your Plan into Action
Follow your change model!
Be strategic!
JUST DO IT!Nike, June 1971
Leading From Your Leading From Your PositionPosition
The first responsibility of a leader is to define reality.
The last is to say thank you.
(Max DePree)
ReferencesReferencesBurns, J. M. (1995). Transactional and transforming leadership. In J. T.
Wren (Ed.), The leader’s companion: Insights on leadership through the ages. (pp.100-101). New York: The Free Press.
Collins, J. (2001). Good to great. NY: Collins.Evans, R. (1996). The human side of school change: Reform, resistance,
and the real-life problems of innovation. San Francisco: Jossey-Bass.Fullan, M. (2001). Leading in a culture of change. San Francisco: Jossey-
Bass.Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership:
Realizing the power of emotional intelligence. Boston: Harvard Business Press.
Kotter, J.P. (1999). John P. Kotter on what leaders really do. Boston: Harvard Business Review.
Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge. (3rd ed.) San Francisco: Jossey-Bass.
Cont
ReferencesReferences
Quinn, R. E. (2000). Change the world: How ordinary people can accomplish extraordinary results. San Francisco: Jossey-Bass.
Reiter, A. F. (2005, March/April). “Meet Joe White: New UI president talks about leadership, goals and responsibility.” Illinois Alumni Magazine, 17(5).
Rost, J. C. (1993). Leadership for the twenty-first century.
Westport, CT: Praeger.
Super, D.E. (1980). A life-span , life space approach to career development. Journal of Vocational Behavior, 16, 282-298.
Tinto, V. (1998). Colleges as communities: Taking research on student persistence seriously. The Review of Higher Education, 21(2), 167-177.