Being Strategic - The Easy Way

As a leader, are your planning sessions strategic or haphazard? 

Planning fails when it has unclear objectives, too many people, a rushed schedule, and is not strategic. When your school/organization faces uncertainty and needs to develop a strategy fast, do it the right way:

• Define the challenge. Your team can't settle on a path forward unless everyone agrees on the problem you're trying to solve. Once you are aligned, focus on core questions and avoid meandering discussions.
• Identify the destination. Define the future state and how to get there. Don't try to please everyone; make the hard choices that lead to a clear strategy.
• Develop options. Changes in the workplace or broader environment are inevitable. Come up with alternative approaches that will help you to respond to uncertain events.

Adapted from "Six Strategy Insights RIM's New CEO Can Use" by Steve Wunker.

Planning Strategically for Meetings

As a leader, are you planning strategically for your meetings?

From the moment you send a meeting invite, as the meeting organizer you are responsible for setting the right tone and making the meeting a success. Here are three things you should do before people get in the room:

• Clarify the objective. Make sure people know why they're invited. If it's to make a decision, give participants the time and materials they need to prepare.
• Prep important people. Talk with key participants about agenda items ahead of time. You may hear insights that could change how you run the meeting.
• Include everyone who needs to be there.  Think carefully about who needs to be there.  Who truly cares about the topics?  Who has valuable knowledge insights?  Who might bring valuable divergent thinking to the group?
• Expect full participation. Ask attendees to do their homework, come with relevant materials, and show up ready to contribute.

Adapted from Guide to Project Management (HBR OnPoint Collection).

Are You Asking the Right Questions?

As a leader, do you ask the right questions to move forward the work of your school/organization?

As a leader, you have responsibility to set direction, sustain the vision of your school/organization, develop the people within the organization, lead and manage your core business, and secure accountability.  It's a tall order for anyone.  All skilled leaders know that facilitated processes are the most effective to build depth of understanding of issues, to create strategies for moving the work forward, and for ensuring buy-in on the part of staff.  It's a lot to do but this picture is a common one for knowledgeable leaders who get results. 

But something's missing.  Even if we demonstrate these behaviours, we may miss the mark with our facilitated processes if we don't ask the right questions during the processes.  This became painfully evident for me very recently at a facilitated session.  Without the right questions even the most dedicated members of staff can take your school's/organization's work off in different directions. 

Next time you call people together for a facilitated process - regardless of the purpose - be absolutely certain that you're working with the right questions.  If your question isn't finely tuned to your school's/organization's needs, you'll end up with high-quality work......but it won't be the work you need. 

It just might be time to brush up on your facilitation skills or to invest in the skills of a well-experienced outsider.  A misguided facilitation can get you going quickly in the wrong direction.

In Difficult Situations, Stop and Wait

As a leader, when meetings or projects get stuck, what strategies do you have to handle it?

When a project or meeting gets difficult, it can be tempting to use your positional authority to push things through to try to get it over with. But it's better to do the same as you might do for a slow-moving computer: shut it off and wait a minute. Give yourself the opportunity to regain your composure and collect your thoughts. In a meeting that's going nowhere? Take a break. Not making headway on a document you need to write? Take a walk. During the break, don't think of new strategies or ideas. By taking yourself out of the situation, you allow your brain to rest so that when you return—with a fresh perspective and a calm mind—you are more likely to find a new solution.


Adapted from "Restore Yourself to Your Factory Default Settings" by Peter Bregman.

Moral Imperative of School Leadership

As a leader, what is your commitment to the moral imperative of school leadership?

Waiting for Superman captures the moral imperative writ large, and writ deep.   But in my view, this is not the moral imperative if only a handful of disadvantaged kids get a chance.  The first two-thirds of the film is as brilliant as it is alarming.  Unfortunately, the last third relies on moral outrage as its sole strategy and fails to identify any way out other than to say we need more schools with passionate leaders and teachers.  Of course we do.  But moral purpose, even deeply felt, is not a strategy.  We need moral purpose actualized, and on a very large scale.  The latter is the essence of this book. 

Moral Imperative As Strategy

So the question is not just how deep is your moral imperative, but equally, what is your strategy to enact it.  Just as moral imperative is not a strategy, neither is being "right." .....but let's establish some basics here for making the moral imperative a strategy. 

1. Make a personal commitment
2. Build relationships
3. Focus on implementation
4. Develop the collaborative
5. Connect to the outside
6. Be relentless (and divert distracters)

From:  The Moral Imperative Realized by Michael Fullan

Published by: Corwin Press and OPC (the Ontario Principals' Council)

Understanding the Change Process

As a leader, do you need to manage change?  If so, how do you approach it?

Understanding the change process is less about innovation and more about innovativeness.  It is less about strategy and more about strategizing.  And it is rocket science, not least because we are inundated with complex, unclear, and often contradictory advice. ... The goal is to develop a greater feel for leading complex change, to develop a mind-set and action that are constantly cultivated and refined.  There are no shortcuts.

Understanding the Change Process

• The goal is not to innovate the most.
• It is not enough to have the best ideas.
• Appreciate the implementation dip.
• Redefine resistance.
• Reculturing is the name of the game.
• Never a checklist, always complexity.

To find out more.........

From: Leading in a Culture of Change by Michael Fullan
Published by: Jossey-Bass