Pools Pipelines Reservoirs. PIPELINES Succession Planning Ensuring the right person is in the right...

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Transcript of Pools Pipelines Reservoirs. PIPELINES Succession Planning Ensuring the right person is in the right...

  • PoolsPipelinesReservoirs

  • PIPELINES

  • Succession PlanningEnsuring the right person is in the right place at the right time for the right reasons

  • Succession Planning PatternsHargreaves & Fink, Sustainable Leadership, 2006, Jossey Bass

    ContinuityDiscontinuityPlanned(purposeful)Planned ContinuityPlanned DiscontinuityUnplanned(accidental/unintentional)Unplanned ContinuityUnplanned Discontinuity

  • POOLS

  • Succession management involves the long term development of a pool of well prepared, contextually sensitive, dedicated leaders who are available for promotion whenever the need arises within an organization Succession Management

  • Succession ManagementidentifyrecruitdevelopselectinductAppraisal(Feedback)supportcelebratetransitions&

  • Sink or swim Moving, mentoring and monitoring Spray and pray Learning in actionCorporate Academies Models of Leadership Support

  • CORWIN

  • ValuesCommitmentLearningsQualitiesTrajectories Succession ManagementLEADERSHIP FOR MORTALS

  • Learnings Qualities Trajectories Commitment ValuesWHAT MUST CHANGEWHAT DOESNT CHANGE

  • Leaders LearningsUnderstanding learningContextual knowledgeCritical thinkingFutures thinkingPolitical acumenEmotional understandingMaking connections

    Stoll, Fink & Earl (2002)

  • I had a brief meeting with the previous head teacher and during that meeting he gave me three big bunch of keys, told me the combinations to all the door locks and gave me a list of parents who would cause me grief and that was it. Its staggering to think about. But that was it- that was his handover process. Before I took over, Debbie spent almost five days with me. By the time she left she wanted to be able to say that I knew everything I needed to know to take her place, but I could still call. One day I told her I just want to come, she didnt even need to be here, I just wanted to walk through the building so I came and I walked through the building and got a feeling for it and talked to the few people that were here in July. The second time I came she took me around and, she introduced me to more people. Induction

  • CELEBRATION2. EnduranceHargreaves & Fink, 2006Availability of counselling and coaching for exiting leadersQuick, clear and open communication of reasons for departureAcceptance of emotional confusion and vulnerabilityCelebration of the leaders contributionsRecognition that succession is subject to the four stages of grief denial, awakening, reflection and executionConfrontation of the Messiah and Rebecca mythsPrepares oneself and others early for the possibility of succession

  • Succession Planning(transitions)Ensuring the right person is in the right place at the right time for the right reasons

  • Good succession plansPrepare earlyGive people proper time to prepareIncorporate into all school improvement plansShould be responsibility of manyShould reflect the schools existing stage of development Are linked to clearly defined leadership standards Succession

  • Successful Succession ManagementDistributes leadership effectivelyBuilds strong professional communitiesDeepens and broadens the pools of leadership talentEstablishes leadership development schoolsStresses future leadership competenciesSupports and sponsors aspiring school leadersReplaces charismatic leadership with inspirational leadershipPlans early for the incumbent leaders exitModerates and monitors leadership succession frequency

    2. Endurance

  • RESERVOIRS

  • Distributed Leadershipsees leadership practice as a product of theinteraction of school leaders, followers and theirsituation.Leadership practice involves multiple individuals within and outside formal leadership positionsLeadership practice is not done to followers. Followers are themselves part of leadership practice.It is not the actions of individuals, but the interactions among them that matter most in leadership practice. Spillane, 2005

  • LOWHIGHHIGHDESIGN

    EMERGENCEAnarchyAutocracy??

  • Raising the temperature of distributed leadershipAnarchy

    Assertive distribution

    Emergent distribution

    Guided distribution

    Progressive delegation

    Traditional delegation

    AutocracyToo hotToo cold

  • *****