The First 90 days
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Presentation by Samantha Steed on the First 90 days. A presentation to Middle leaders on how to manage change
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The First 90 days
- 1. The First 90 Days 17th August 2021 KLB Prep Samantha L. Steed
- 2. Change and Transition Transitions are a critical time for leaders
- 4. From where to where? A genuine desire to learn and understand.
- 5. Questions About the Past Performance • How has the school performed in the past? • How were goals set? Were they insufficiently or overly ambitious? • Were internal or external benchmarks used? • What measures were employed? What behaviours did they encourage and discourage? • What happened if goals were not met? Root Causes • If performance has been good, why has that been the case? • If performance has been poor what has been the cause? • Do the primary issues reside in the school’s vision, strategy, technical capabilities? Its culture? Its politics?
- 6. Questions About the Future Challenge and Opportunity • In what areas is the school most likely to face challenges in the coming year? • What can be done now to prepare for them? • What are the most promising unexploited opportunities? • What would need to happen to realize their potential? Culture • Are there islands of excellence that can be leveraged? • What new capabilities need to be developed or acquired? • Which elements of the culture should be preserved? • Which elements need to change?
- 10. Tuckman’s Theory of Group Development
- 11. Leadership Styles Multiplier or Diminisher?
- 22. The Performance Curve The greatest influencers of an organization’s culture are its leaders
- 24. The Performance Curve – Leadership Style Impulsive Dependent Independent Interdependent Haphazard and inconsistent Command and Control Delegating – Enabling Individual Transformation Partnering and Supporting – Collaborative, Collective Transformation Leader may be enthusiastic but does whatever it takes to succeed short-term, often getting involved in everything. Little focus on long-term vision and strategy. Leader may focus on a clear hierarchy to get work done and to maintain stability and consistency. Leaders may display territorial behaviours, competing between themselves. Tendency to blame. Leader is acquiring a growth mindset, empowering individuals to perform, focusing on creating efficient high performance, adaptability, and continuous learning. Leader takes a support/facilitator role, creating a coaching culture and inspiring high-performing, self- governing teams with a focus on the common good.
- 25. The Performance Curve – Leader’s Impact Impulsive Dependent Independent Interdependent Haphazard and inconsistent Command and Control Delegating – Enabling Individual Transformation Partnering and Supporting – Collaborative, Collective Transformation Leader’s behaviour causes confusion, frustration, and stress. Leader is (albeit unknowingly) limiting people’s potential. Fear of failure can crush initiative and creativity and lower engagement. Leader enables individuals to achieve goals and be accountable. Teamwork is encouraged. Leader inspires and enables great teamwork and commitment. Community spirit pervades the organisation within the context of serving a higher purpose.
- 26. The Multiplier Effect Multipliers and Diminishers
- 27. Highly recommended! What type of leader are you or plan to be?
- 29. Leadership Goals • Demanding but able to be satisfied
- 30. Leadership Goals • Demanding but able to be satisfied • Accessible but not here to do the thinking for you
- 31. Leadership Goals • Demanding but able to be satisfied • Accessible but not here to do the thinking for you • Decisive but judicious: have the capacity to take charge without jumping too quickly into decisions I’m not ready to make.
- 32. Leadership Goals • Demanding but able to be satisfied • Accessible but not here to do the thinking for you • Decisive but judicious: have the capacity to take charge without jumping too quickly into decisions I’m not ready to make. • Focused but flexible: zero in on issues but consulting others and encouraging input.
- 33. Leadership Goals • Demanding but able to be satisfied • Accessible but not here to do the thinking for you • Decisive but judicious: have the capacity to take charge without jumping too quickly into decisions I’m not ready to make. • Focused but flexible: zero in on issues but consulting others and encouraging input. • Active without causing commotion: make things happen but avoid pushing people to the point of burnout.
- 34. Leadership Goals • Demanding but able to be satisfied • Accessible but not here to do the thinking for you • Decisive but judicious: have the capacity to take charge without jumping too quickly into decisions I’m not ready to make. • Focused but flexible: zero in on issues but consulting others and encouraging input. • Active without causing commotion: make things happen but avoid pushing people to the point of burnout. • Willing to make tough calls but humane: do what needs to be done but in a way that preserves people’s dignity and that others perceive as fair.
- 35. Kellett: THE British International School (In Hong Kong)
Editor's Notes
- Joining a new company is akin to an organ transplant – and you’re the new organ. If you’re not thoughtful in adapting to the new situation, you could end up being attacked by the organizational immune system and rejected.
- When people first learn that a situation they understood and were comfortable with is about to be replaced with something new they experience and emotional reaction. That needs to be understood and acknowledged. Reassure staff that their skills will remain important to the organisation. Transition neutral zone – the learning curve might be stressful and staff are not yet at home with a new way of working. You may look back at the way things used to be and may secretly or openly feel that it was pleasanter or better. At the same time they are in the process of adapting to the change you are implementing. Encourage open communication and support. New beginning – things start to fall into place, extra efforts are paying off. Staff may feel energized and want to learn more and feel committed to their role.
- Joining a new company is akin to an organ transplant – and you’re the new organ. If you’re not thoughtful in adapting to the new situation, you could end up being attacked by the organizational immune system and rejected.
- Developed by Meredith Belbin in 1981, following nine years of study and has become one of the most accessible and widely used tools to support team building. The team roles were designed to define and predict potential success of management teams, recognising that the strongest teams have a diversity of characters and personality types. Has been criticised due to it's potential oversimplification and 'pigeon-holing' of individuals. However, when used wisely to gain insight about the working of the team and identify the team strengths and weaknesses it can be extremely useful. Belbin describes a team role as "a tendency to behave, contribute and interrelate with others in a particular way." There are 3 action oriented roles - Shaper, Implementer and Completer Finisher; 3 people oriented roles - Co-ordinator, Teamworker and Resource Investigator and 3 cerebral roles - Plant, Monitor Evaluator and Specialist.
- In 1965, a psychologist named Bruce Tuckman said that teams go through 5 stages of development: forming, storming, norming, performing and adjourning. The stages start from the time that a group first meets until the project ends. ... Each is aptly named and plays a vital part in building a high-functioning team.
- We’ve all had experience with two dramatically different types of leaders. The first type drains intelligence, energy, and capability from the people around them and always needs to be the smartest ones in the room. These are the idea killers, the energy sappers, the diminishers of talent and commitment. On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them. When these leaders walk into a room, light bulbs go off over people’s heads; ideas flow and problems get solved. These are the leaders who inspire others to stretch themselves to deliver results that surpass expectations. These are the Multipliers. And the world needs more of them, especially now, when schools are expected to do more with less.