Transcript Leadership and Administrative Dynamics

Leadership and Administrative Dynamics
Eckerd Fall 2011
Agenda
Strategic
Planning
PEST/SWOT
Logic Model
Planning
Exercise
Memo Writing
What is strategic planning? Defining vision, mission, goals,
objectives, outputs, and units of service. How leaders guide staff
in strategic planning exercises.
Strategic planning tools reviewed in class
Program planning reviewed in class
Predicting future behavior and prevention.
Read memos in class.
Visioning
Enabling
Inventing
Analyzing
Relating
Five Core Leadership Capabilities
Visioning: Fostering individual and collective aspiration
toward a shared vision
• Analyzing: Sense-making and strategic planning in complex
and conflictual settings
• Relating: Building relationships and negotiating change
across multiple stakeholders
• Inventing: Inventing new ways of working together – social
and technical systems
• Enabling: Ensuring the tools and resources
to implement and sustain the shared visions
•
Where does it go wrong?
• Imposed
vision
• Acting on assumptions – not datadrive decision making
• Discounting or disregarding key
stakeholders
• If it’s not broke, why change?
• Forced internal competition for
resources
Vision Statement
What it is and what it is not
We seek a world of hope, tolerance and social
justice, where poverty has been overcome and
people live in dignity and security. CARE will
be a global force and partner of choice within
a worldwide movement dedicated to ending
poverty. We will be known everywhere for our
unshakeable commitment to the dignity of
people.
Vision Statements continued
• We
are committed to serving all
youth who come to us,
acknowledging our special
commitment to the young adults of
New York City. Our services will
address the immediate needs of
young people in crisis, and facilitate
their transition to adulthood and
self-sufficiency.
Vision Statements continued
• To
be a national model for community
engagement generating financial and
voluntary contributions to meet local
needs and make lasting improvement
to our quality of life.
Elements of a Vision Statement
• Big Picture
• What we want to BECOME
• Clear vision provides the road to a clear
mission statement
• One statement
• Statement is greater than what
is possible
Mission Statement
•
Jazz at Lincoln Center is dedicated to inspiring and growing
audiences for jazz. With the world-renowned Jazz at Lincoln
Center Orchestra and a comprehensive array of guest artists,
Jazz at Lincoln Center advances a unique vision for the
continued development of the art of jazz by producing a
year-round schedule of performance, education and
broadcast events for audiences of all ages. These
productions include concerts, national and international
tours, residencies, a jazz hall of fame and concert series,
weekly national radio programs, television broadcasts,
recordings, publications, an annual high school jazz band
competition and festival, a band director academy, jazz
appreciation curriculum for students, music publishing,
children’s concerts and classes, lectures, adult education
courses, student and educator workshops and interactive
websites.
Mission Statements continued
•
We who recognize God's providence and
fidelity to His people are dedicated to
living out His covenant among ourselves
and those children we serve, with
absolute respect and unconditional love.
That commitment calls us to serve
suffering children of the street, and to
protect and safeguard all children. Just as
Christ in His humanity is the visible sign
of God's presence among His people, so
our efforts together in the covenant
community are a visible sign that effects
the presence of God, working through
the Holy Spirit among ourselves and our
kids.
Mission Statements continued
CARE’s mission is to serve individuals and families
in the poorest communities in the world. Drawing
strength from our global diversity, resources and
experience, we promote innovative solutions and
are advocates for global responsibility. We
promote lasting change by:
• Strengthening capacity for self-help
• Providing economic opportunity
• Delivering relief in emergencies
• Influencing policy decisions at all levels
• Addressing discrimination in all its forms
•
Elements of a Mission Statement
• This
answers the question: What is our business?
• Statement of purpose
• Clearly establishes reason for being
• Provides the road to establishing goals
• Staff should agree with this statement of purpose
• Resources should be allocated based on the
mission statement
• Should establish the organizational
climate and culture
When a Mission Statement works…
• Reconciles
interests of a variety of departments,
stakeholders and staff in general
• Motivates people to action
• Should make people passionate about “their” work
• Basis for strategic decision making
Components of a Mission Statement
Customers
Markets
Survival,
Growth,
and
Profitability
Products or
Services
Technology
Philosophy
Concern for
Public
Image
Selfconcept
Concern for
Employees
STAKEHOLDERS
Community
Business
Partners
Employees
CEO
Board of
Directors
Clients
Provider
Community
Communities of Practice
• Groups
of people who share a concern, a set of
problems or a passion about a topic and who
deepen their knowledge and expertise in this
area by interacting on an ongoing basis.
LEADERSHIP ANALYSIS
Culture and Values
Flexibility
Clan Culture
Adaptability Culture
Values: Cooperation
Consideration
Agreement
Fairness
Social equality
Values: Creativity
Experimentation
Risk-taking
Autonomy
Responsiveness
Internal focus
External focus
Bureaucratic Culture
Achievement Culture
Values: Competitiveness
Perfectionism
Aggressiveness
Diligence
Personal initiative
Values: Economy
Formality
Rationality
Order
Obedience
Stability
Knowledge
• Lives
in the human act of knowing
• Tacit as well as explicit
• Social requiring multiple perspectives
• Dynamic – rate of change in what we know and how
we do it is accelerating
7 principles of Community Design
• Design
for evolution.
• Open a dialogue between inside and outside
perspectives.
• Invite different levels of participation.
• Develop both public and private community
spaces.
• Focus on value.
• Combine familiarity and excitement.
• Create a rhythm for the community
Knowledge
•
Explicit knowledge
•
•
•
•
•
Objective, rational, technical
Examples, Policies, goals, strategies, papers, reports, directions
May be Codified
Easier to share
Tacit knowledge
•
•
•
•
Subjective, cognitive, experiential learning
Highly personalized
Difficult to formalize
Harder to share
© 2005 Prentice
Hall, Decision
9-22
What are ethics?
• Ethos – conduct, customs or character
• The kinds of values and morals an individual
or
society finds appropriate or desirable.
Northouse
• Are ethics relative?
• Virtue (defined): a trait of character, manifested
in habitual action, which is good for a person to
have.
• Examples of Virtues:
Benevolence, Fairness, Self-Discipline
Self-Reliance , Honesty, Tolerance
Conscientiousness, Loyalty, Justice
Northouse
• “In
any decision-making
situation, ethical issues are
either implicitly or explicitly
involved. The choices leaders
make and how they respond
in a given circumstance are
informed and directed by
ethics.”
Ethical Theories Based On SelfInterest vs. Interest For Others
Concern for
Self-Interest
High •Ethical Egoism
Ethical Egoism
•Utilitarianism
Medium
Utilitarianism
•Altruism
Low
Low
Medium
Altruism
High
Concern For The Interest of Others
Examples
• Ethical
egoism – upward aspiring manager who
wants her team to be the best in the company
• Utilitarianism – We should create the greatest
good (happiness) for the greatest number of
people. (What did Rawls say about this?)
• Altruism - Leader does what is best for others
even when it conflicts with what is good
for him/her.
Virtue based ethics
• Leaders should develop virtues
such as perseverance, publicspiritedness, integrity,
truthfulness, fidelity,
benevolence and humility.
Velasquez
• “Where
your treasure lies, there your
heart shall also be.”
actions
good
worthy
human
being
virtues
•Leaders
have more
power and so more
responsibility for their
actions with others.
What do leaders do?
• Model
ethical behavior.
• Mobilize staff to face challenges.
• Maslow – leader’s role in assuring staff
motivation and moral development.
• Move staff to a higher bar for moral
responsibility.
Moral Environment
• How is this decided?
• What about gray areas?
• What if staff individual morals are
not consistent with the leader’s
desired actions.
Servant Leadership
Leader
first
Servant
first
The BEST Test
Do those served grow as persons? Do
they, while being served, become
healthier, wiser, freer, more
autonomous, more likely themselves to
become servants? And, what is the
effect on the least privileged in society?
Will they benefit or
at least not be further deprived?
•
Servant Leader
• Removes
inequalities
• Shifts authority to staff
• Values marketplace of ideas
• Listens
• Is Empathetic
• Establishes an unconditional
covenant with staff
Principles of Ethical Leadership
Respects
Others
Builds
Community
Manifests
Honesty
Serves
Others
Ethical
Leadership
Shows
Justice
How do we treat staff?
• Treat
staff as an “end”, not as a
“means to our end.”
• Discussion
Senge
• Leaders
should be stewards of the
vision.
• Integrate vision with staff.
• These leaders see themselves as a
part of the agency and not THE
agency.
Justice
Staff
Staff
Staff
Are all equal
Example
• Describe an example from work
where staff were obviously
treated differently.
Rawls
• If
we are “cooperating” with each other, we
must be concerned with issues of fairness to
promote the common interest.
•A
person is required to do his part as defined
by the rules of the institution when one has
voluntarily accepted the benefits of
the arrangement.
What does this mean?
• When we cooperate for mutual
gain, we agree to restrict our
liberties for the greater good.
• We should not gain from this
relationship without doing our fair
share.
Obligations
• Voluntary
• Defined by rules
• Are owed to those cooperating
within a structure or institution.
To Each Person
Equal share
Person’s
right
Individual
need
Decision
Individual
effort
Merit
Societal
contribution
Honesty
• Do not promise what you can’t deliver.
• Do not misrepresent.
• Do not “spin” situations for your gain.
• Accept obligations.
• Accept accountability.
• Do not use “survival of the
fittest” as an excuse for being
dishonest.
Builds Community
• Leaders seek to reach out to wider
social collectivities and seek to
establish higher and broader
moral purposes.
• Goals of the agency are bound up
in the common good and
public interest.