December Leadership: Moral Purpose and Understanding Change

1. December Leadership: Moral Purpose and Understanding Change Pandora Bedford Astrid Fossum Laura Maly Cynthia Rodriguez MTL Training Seminar December 2009

2. Session Goals: • To comprehend how effective leaders demonstrate moral purpose. • To understand the concept of change in order to guide change better. • To identify leadership characteristics and their role in the change process.

3. Moral Purpose “Moral purpose relates to both ends and means. An important end is to make a difference in the lives of customers or clients (internal and external). But the means of getting to that end are also crucial. A leader[s] who doesn’t treat others well and fairly will be a leader without followers. Of course, leading with integrity is not just instrumental. To strive to improve the quality of how we live together is a moral purpose of the highest order.” M. Fullan, Leading in a Culture of Change, pg. 11

4. Moral Purpose “But moral purpose cannot just be stated; it must be accompanied by strategies for realizing it, and those strategies are the leadership actions that energize people to pursue a desired goal.” M. Fullan, Leading in a Culture of Change, pg. 17

5. Connecting “Personal Building Relationships Goal” to Moral Purpose • Discuss the “Personal Building Relationships Goal” that you set for yourself in October. • Where are the characteristics of moral purpose evident in the action steps you took?

6. Connecting “Personal Building Relationships Goal” to Moral Purpose • “Moral purpose is about how humans evolve over time and especially how they relate to one another.” • “Although moral purpose is natural, it will flourish only if leaders cultivate it.” • “Moral purpose is what infuses an organization with passion and purpose. Workers want to know the enabling purpose of their work.”

7. Framework for Leadership M. Fullan, 2004

8. Leadership Styles and Change • Coercive: “Do what I tell you.” • Authoritative: “Come with me.” • Affiliative: “People come first.” • Democratic: “What do you think?” • Pacesetting: “Do as I do, now.” • Coaching: “Try this.”

9. Understanding the Change Process • The goal is not to innovate the most. pg 44 to top of pg 48 • It is not enough to have the best ideas. pg 48 to bottom of pg 49 • Appreciate the implementation dip. bottom of pg 49 to pg 51 • Redefine resistance. pg 52 to middle of pg 53 • Reculturing is the name of the game. middle of pg 53 to top of pg 54 • Never a checklist, always complexity. top of pg 54 to pg 55 • As you read, record your thoughts on the content frames.

10. Understanding the Change Process • Share your notes with your table. • Develop a creative way that your table will share your understanding of the assigned key point. • Your table group will share with the whole group. • As each key point is shared, you may want to take notes to add to your content frames.

11. Debriefing 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.

12. Understanding the Change Process “To recommend employing different leadership strategies that simultaneously and sequentially combine different elements seems like complicated advice, but developing this deeper sense of the change process by accumulating insights and wisdom across situations and time may turn out to be the most practical thing we can do-more practical than the best step-by-step models.” M. Fullan, Leading in a Culture of Change, pg. 59

13. January Assignment • Continue to add to your “Personal Building Relationships Goal” • Things to Discuss with Others pg 72-73 Jot your responses in your books or MTL notebook.

14. Reflection Question: What characteristics of effective leadership styles might you need to develop in order to guide change better?