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1. Humble questioning

2. Making thinking transparent and slow

3. Here is what I think and here's how I got there

4. State assumptions

5. Be explicit

6. Take into account all people

7. Test assumptions

8. What do you think about this? What can you add?

9. Let's test the direction

10 Say when you want feedback

11. Make others become more transparent

- What causes you to say that?

- What research do you have?

- Can you help me understand what you are thinking?

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Generative conversations

1. Diverse group

2. ID different fascits

3. Go there together

4. Reflect

5. Pay attention to changes to commitment

6. Be aware of transition, change, journey

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Suspend assumptions and reflect risks

Perception - How I see this...test assumptions...how does this fit?

Options

Test

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Leaders connect past with future

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Set boundaries for people to work - right work, right people

Continuously meet, check, plan

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Vision is just words.

Don't just set the plan know your goals and workd toward finding the plan and solution in process.

Setting too much in place sets too much static and leads to failure. learn and adjust while doing

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Set goals that you want to attain - figure out how to achieve later

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Different than authority

- Be willing to experiment

- Continuously scan for upcoming challenges

- Learn - communicate so people understand why you are changing your mind or staying

- Stomach loss - you may lose people, people will deal with changing/losing values and loyalties

--> Support people through so they know you understand and are sensitive to their needs

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Sets the tone for respectful, honest, open discussion, question, and experimentation

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Just beyond comfort

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Experimentation is needed for success

- Prepare people for "disequalibrium"

- Be ready to support and hold them tight but move forward toward a common goal while being willing to change the process

- Do realistic assessment to solve problems

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Co-teaching - adoption of standards-based report card and rubrics

People are unsure of what this means or how to explain this to parents

I am planning, teaching and assessing with teachers to understand and talk about

how to score in a standards-based world.

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People who want change devalue the current culture and DNA -- they do not respect where people are

Why should people be willing to change when the person leading them isn't willing to learn about them

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Successful Change is not about change but moving toward a common goal and understanding

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Always be reminded to look at the issue through multiple lenses and keep myself in check by checking with others

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People are willing to change when they see the purpose, vision, trust the leader, can relate to the leader, knows the leader is committed, and will work with people through the mess.

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Ackoff - Resistance to Change - Human Nature

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Ackoff - Resistance to Change - Human Nature

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comfort level in place

Creatures of habit

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Connect to Lipett's

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Flexibility

Initiative

Social Skills

Productivity

Leadership

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Literacy Skills

Information Literacy

Media Literacy

Technology Literacy

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Critical Thinking

Creative Thinking

Collaborating

Communicating

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http://www.thoughtfullearning.com/resources/what-are-21st-century-skills

The 21st century skills are a set of abilities that students need to develop in order to succeed in the information age. The Partnership for 21st Century Skills lists three types: (1) Learning Skills, (2) Literacy Skills, (3) Life Skills

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4. Consideration for how you may integrate this process more fully into your own leadership approach.

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4. Consideration for how you may integrate this process more fully into your own leadership approach.

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3. A representation of related research, findings, and conclusions on the concept of leadership and change

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3. A representation of related research, findings, and conclusions on the concept of leadership and change

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2. A supported argument for why this process is important to leading in the 21st Century (supported by what others suggest about the topic)

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2. A supported argument for why this process is important to leading in the 21st Century (supported by what others suggest about the topic)

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1. My views related to leadership and change

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1. My views related to leadership and change

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Need to be like Superman with the physicality of Clark Kent: Super-intelligent, vision into the future, influence that is extraordinary and thoughtful of each person involved.

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Framing - start where they are, sparks hopes and acknowledges fears. "reaching people above and below the neck...connecting the group's espoused values and purpose."

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Use what-if questions (me) --> about the future situations to get all perspectives and move people to see the purpose

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Figure out the group's default interpretations...look for patterns

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Heifetz - Practice of Adaptive Ldr - p. 116

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Heifetz - Practice of Adaptive Ldr - p. 116

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Questions to push toward production:

1. Is there anything new that may need different strategy?

2. Key stakeholders? how are they impacted? How will they describe the situation?

3. what is adaptive? What is technical?

4. Are we the only ones facing this? How have others responded?

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People do not change unless there is a need

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"...identify the losses that they will have to take in order to make progress..." (p. 115)

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Be a good salesman. It's always about sales and packaging.

http://www.leadersin.com/programmes/tom-peters-on-the-attributes-of-great-leaders-2

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Tom Peters "on the attirbutes of Great Leaders"

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Tom Peters "on the attirbutes of Great Leaders"

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Agrees with Gladwell's 10,000 hours but "if you can't carry a tune, 10,000 hours isn't going to get you to Carnegie Hall."

http://www.leadersin.com/programmes/tom-peters-on-the-attributes-of-great-leaders-2

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Model respect even when it is not reciprocated p.32

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Don't listen to only positives, pay close attention to the critiques and issues.

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10% of change will lead to larger change

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10 years of practice...people were not born that way

"Constantly deepen the knowledge of your industry"

Need more than management skills

Intensive training

https://www.youtube.com/watch?v=zQoM7_CKsZo

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- Gladwell

small changes will grow

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- Gladwell

Practice 10,000, hours

10 yrs

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deliberate practice -

1. It can be repeated a lot

2. Feedback on performance & results is continuously available

3. It is highly demanding mentally

4. Isn't much fun when learning it

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Be an active participant (p.16) in the learning

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Listen carefully to what people are really saying, not the words

Don't talk - listen

Don't react - respond

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Look ahead for sustainability

Can't be late

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Stick to it & be impressively empathic early on (p. 29)