Agenda

Senge, Article Review

Role of Community in Leadership
Covey on Leadership
Goleman
Colin Powell
Simon Leslie, Director of NIST on Leadership
Community
“In schools, the ultimate purpose of
leadership is to transform the school into a
moral community,” (Sergiovanni, p.45)
Communities are organized around
relationships and ideas. They create social
structures that bond people together and bind
them to a shared set of values and ideas.
As a leader, what needs to be present for you
to have a community based on relationships?
Community
Themes that emerged from 100 public school
principals in Philadelphia and Illinois,
(Chicago):
Purpose
Focus
Commitment
Passion, spirit
Trust
Free to take risks
Safe
Everyone involved
Respect
Shared responsibility
Everyone responsible for success
Open communication
Problem solving
Community
You have to know your community, you have
to relate to your community and most
important you have to believe in your
community.
“No one of us is
greater than the
rest of us.”
 Ray Kroc (McDonald’s)
Steven Covey
Seven Habits of Highly Effective People
Be proactive-we are responsible for our own
lives. More than just taking initiative,
responsibility (the ability to chose a response)
Its not what happens to us, but the response we
choose.
Begin with the end in mind (Funeral)-all things
are created twice. There is a mental first
creation and a physical second creation.
Put first things first-organize and execute
around priorities. Be able to distinguish
between Urgent and Important. Think ahead,
think prevention.
Seek Win-Win: there is plenty for everybody
and one persons success is not at the expense
or exclusion of the success of others.
Seek first to understand, then to be understood.
Communication and listening is the key.
Synergize-the whole is greater than the sum of
its parts
Sharpen the saw through self-renewal in
physical, social and emotional, mental , and
spiritual domains. Stay balanced in life.
Goleman (2001)
Coercive-the leader demands compliance “do
whatever I tell you.”
Authoritative-the leader mobilizes people
toward a vision “come with me.”
Affiliative-the leader creates harmony and
builds emotional bonds “people come first.”
Goleman (2001)
Democratic-the leader forges consensus
through participation “What do you think?”
Pacesetting-the leader sets high standards for
performance “Do as I do, now.”
Coaching-the leader develops people for the
future “try this.”
Leadership Lessons According to Colin Powell 

Being responsible sometimes means pissing

people off.
The day soldiers stop bringing you their problems
is the day you have stopped leading them.  They
have either lost confidence that you can help
them or concluded that you do not care.  Either
case is a failure of leadership.
Don’t be buffaloed by experts and elites.  Experts
often possess more data than judgment.  Elites
can become so inbred that they produce
hemophiliacs who bleed to death as soon as they
are nicked by the real world.
Don’t be afraid to challenge the pros, even in their
own backyard.
Never neglect details.  When everyone’s mind is
dulled or distracted the leader must be doubly
vigilant.
You don’t know what you can get away with until
you have tried.
Keep looking below surface appearances.  Don’t
shrink from doing so (just) because you might not
like what you find.
Organization doesn’t really accomplish anything. 
Plans don’t accomplish anything, either.  Theories
of management don’t much matter.  Endeavors
succeed or fall because of the people involved. 
Only by attracting the best people will you
accomplish great deeds.
Organization charts and fancy titles count for next
to nothing.
Never let your ego get so close to your position
that when your position goes, your ego  goes with
it. 
Fit no stereotypes.  Don’t chase the latest
management fads.  The situation dictates which
approach will best accomplish the team’s mission.
Perpetual optimism is a force multiplier.
“Powell’s Rules for Picking People”---Look for
intelligence and judgment and, most critically, a
capacity to anticipate, to see around corners. 
Also look for loyalty0, integrity, high-energy drive,
a balanced ego and the drive to get things done.
Great leaders are almost always great simplifiers
who can cut through the argument, debate and
doubt, to offer a solution everybody can
understand.
Part I: Use the formula P=40 to 70, in which P
stands for probability of success and numbers
indicate the percentage of information required. 
Part II: Once the information is in the 40 and 70
range, go with your gut.
The commander in the field is always right and
rear echelon is wrong, unless advised otherwise.
Have fun in your command.  Don’t always run at a
breakneck pace.  Take leave when you’ve earned
it.  Spend time with your families.  Corollary: 
Surround yourself with people who take their work
seriously, but not themselves, those who work
hard and play hard.
Command is lonely.