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Meghan Cureton

The Neuroscience of Trust - 1 views

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    HT @poketheedbox
Bo Adams

How School Leaders Can Attend to the Emotional Side of Change | MindShift | KQED News - 0 views

  • for many people, change — at least at first — isn’t about growth or capacity building or learning; it’s about loss.
  • One of the most difficult things about leading change in schools, according to Evans, is that there often aren’t clear structures to deal with conflict or disagreement.
  • difference between congeniality and collegiality
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  • Evans acknowledges that creating a school culture that encourages productive conflict, the hashing out of ideas and differing opinions, is particularly hard because the qualities that make someone a great teacher — nurturing, extending beyond themselves, pulling out the best in people — are not typically the characteristics of someone who is skilled at adult conflict
  • “Almost all of us would rather work with someone who disagrees with us, but who is clear, than with someone who seems to agree with us, but isn’t clear,”
Meghan Cureton

Educational Leadership:Science in the Spotlight:How Do You Change School Culture? - 0 views

  • Cultural change, although challenging and time-consuming, is not only possible but necessary
  • First, define what you will not change
  • Second, recognize the importance of actions.
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  • Staff members are not seduced by a leader's claim of “collaborative culture” when every meeting is a series of lectures, announcements, and warnings.
  • Third, use the right change tools for your school or district.
  • Fourth, be willing to do the “scut work.”
Bo Adams

New Normal Leader - Radar Journal - 0 views

  • Keeping pace with the hockey stick curve of exponential change requires being deliberate about evolving as a leader.
  • Too many leaders — both at the top and across organizations — are taking a linear perspective that focuses on small incremental gains, often achieved by squeezing harder on what they already know. The problem is that, in a world of exponential change, a linear path is an exit ramp.
  • RADAR believes that “new normal” captures the emerging truth that change and volatility will continue to accelerate and intensify. Equally important, we believe many leaders have been led to think that new normal means things will level out again, and that there will once again be stable times they can get their arms around.
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  • Transforming from normal to new normal leadership is the single most important variable in sustainable success.
  • transforming how you lead is difficult because leadership has become, more than ever, a team sport. A leadership team’s ability to become more adaptive requires not just individual change, but collective and coordinated change.
  • Something makes us think that greater speed should require more intense focus on the road immediately in front of us. In reality, it is exactly the opposite.
  • The most powerful and dramatic shift you can make toward new normal leadership is to reset your and your team’s perspective, to follow the racer’s rule of thumb and look out of the top 1/3 of the windshield. Like in racing, focusing farther ahead is the key not only to speed, but also to both seeing greater possibility and avoiding potentiallydeadly disruptions.
  • What stands out most about how this team works is the time commitment they make to developing and maintaining up-and-out perspective.
  • “Perspective is worth 80IQ points.”
  • However, managing speed requires more than perspective. Leaders also need to develop alignment.
  • In organizations, alignment is what makes foresight an accelerant.
  • Resetting perspective is the most powerful evolutionary step you and your team can make toward new normal leadership.
  • With strategy, sensemaking pushes leaders back into the role of explorer rather than just decider.
  • With leadership development, sensemaking forces leaders to teach high potentials how to learn, rather than what they know.
  • Sensemaking — especially when approached as a team with a goal of producing aligned foresight — gives an organization one of the most remarkable assets imaginable: clarity of possibility.
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