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In the past we had solitary leaders who were "natural" leaders. Today, we need not command and control, rather, "orchestrate, counsel, collaborate, and inspire."

Knowing how one learns is important so that one can engage in "risky learning"

Leadership has specific: qualities, attitudes, behaviors, and lessons.

Reflection is a trait of the leader, this book says the idea then follow's it up with actions by asking reflective questions right away.

One area, I wrote for one of the leaders was family influences and the book then came to explain how one must master family influences or we will be mastered by them.

Family Leadership Patterns

Organizational Leadership: supports or obstructs leadership.

Leadership Myths:

1. Leadership is a rare and unusual talent.

2. Leaders are born, and only to elite families, races, casts, or social classes

3. Leaders are always charismatic

4. Leadership can be found only at the top of an organization.

5. The leader controls, directs, prods, and manipulates others.

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Chapter 5: Be Ready For Vision, Build Visions, Don't Just Longing For Vision. 

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Chapter 5: Be Ready For Vision, Build Visions, Don't Just Longing For Vision. 

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Vision is not an etherial hope in the sky. Rather, vision should be spoken clearly and shared like something precious.

For example a young baby has great potential because there is nothing known about the baby's ability's. But, through the time and effort of parenting, parents find a child's potential. This is similar with organizations, together leaders and teams need to work together to discover a shared vision. Also, like the hands above the format of the patterns are all different, yet all connect.

By imagining the possible together visions are best passed. For example, my previous principal invited me to work for her this summer in her new district level position. I worked with confidence because I know her vision for herself and the student's. She wants everyone focused on children and building learning opportunities for them. We had gone through hard times yet, we always shared a common mission. So even though the program was different and stage was bigger, I understood her heart so others saw me as a leader.

"Do not be wise in your own eyes, but fear the Lord and this will bring health to your body and nourishment to your bones." Proverbs 3

I quote this because leaders must be able to see what is sometimes hard to see. Pride is the easiest way to stop hearing truth or seeing reality. Therefore, great leaders when building vision need to willing to slow down during times of rapid change, so they are not caught up in the euphoria or dispaire. Leaders, then will be able to articulate vision no matter the circumstance.

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When reading this chapter, I could not stop thinking about my wife and I. We are opposite on Mires Briggs personality test. I think some of the differences between a manager and leader have some connection to personality.

Yet, one of my key values is that anyone can lead. Also, the PPT said, "Read leaders are ordinary people with extraordinary determination." (John Seaman Grands). From a different angle the L.E.M.O.N. Leadership book have five areas of strength for leaders. So, I strongly agree that all organization need both Managers and Leaders, even after the financial crisis or danger in the middle east (as the book mentioned).

My creative and proactive personality has been fostered by 2 wonderful leaders from government to education. My character traits, functions, philosophies, and expected results are shockingly on the leading side. My areas of managing include functions because I focus more on logistics in my current role than policy formation. I also think our roles will change according to our positions.

One think I say often to my SPED team of 5 people is, "If I can make you just 10% more effective with students through our weekly meetings, then our 45-60 minutes together are creating a 50% growth for our school. Your efficacy is foundational to student success." As a special education teacher, I have to find ways to support our studnets and resources are often limited. Also, we are coming off of a year and a half where we had not principal. So without a vision the people perish, so I need to create vision in my circle of control.

I think this chapter greatly encouraged me because it helped me measure the ways that I am a leader.

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A leader should know who they are speaking to and in what environment. Leaders don't look to others to understand their confusing or lofty vision. Rather, leaders build a clear mental pathway through words, visuals, or even using props to support their message. Leaders are aware of their context and prepare to communicate effectively to those they are to lead. In short, Speaker, Message, Medium, Listener, Feedback.

The medium that a leader chooses to communicate is also important. For example an email is different than an in person meeting. Yet, both have their appropriate place. At times, "the medium is the message." (Marshall McLuhan)

Maintaining trust through integrity requires the character qualities of competence, congruity, constancy, and caring throughout one's life. The ability to have someone's back even when a mistake was made by them or others. This is extremely valuable because it is the validation of the trust that was worked on before. The ability to have core values that are always followed, helps other engage with you through your integrity. The trust is now able to build the organization.

An important skill is the power of empathic listening. In this process there are seven steps and is similar to restorative practices for kiddos.

1. introduce the session

2. set the stage

3. offer empathic remarks

4. provide feedback and engage in supportive confrontation

5. solicit reactions

6. elicit changes

7. offer acknowledgments

The 10 commandments for ethics are helpful and personal faith's can often guide these principals. I find it interesting how much of leadership is about building a system for people to interact with one another and holding beliefs that allow for everyone to work together.

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Chapter 8: Creative Writing/ Leadership- A Road Less Traveled

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Chapter 8: Creative Writing/ Leadership- A Road Less Traveled

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Standing on a presuppose of possibility,

A leader had visions of futures yet lived,

The road has crucial moments where their own judgment might be their only companion. Visions at night enthrall them, while implantation behooves them. Therefore the leader speak, plans, and guides their troops to reach the glorious destination seen only in words spoken at tables and in classrooms. Passion ignites and is fanned into flame, passing from active listener to active listener.

Today, goals are made, not out of duty, but with hope to build what might be. The strategy is sound, personal fallbacks are set, resources are allotted, and allies bought it.

Now sweat, now time, now duty brings implementation. The battle is now upon us. Tomorrow IS too late! Don't fear the power slipping, don't fear complete failure, either. Be real, be present, for the battle is on. Though the urgent calls from the right,

The important from the left,

Push on towards the hope once spoken over tables and in classrooms.

A leader dreamed a dreamed to be shared, so many followed. A leader knew their part and what they needed. A leader was humble enough to share, brave enough to hope, and wise enough to plan. So this leader had the joy of fought battles and memories they bring. Victory and defeat are known, yet tomorrow is a great day to battle again.