Creating the
conditions for learning in your organisation
EARCOS Leadership - Kota Kinabalu 2019
Glenn Davies @gcd28
Creating the Conditions for Learning
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Travelling From?
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Test Assumptions
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
“BALANCE comes from understanding multiple contexts, questioning personal assumptions, recognizing truth is embedded deeply within cultural and societal norms”.
John Dewey
Test Assumptions
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
My assumptions:
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
“Leadership is not about being in charge, it is about taking care of those in your charge. We take responsibility for the well-being of those around us. When people feel taken care of, they work harder, for longer, with less stress”.
Simon Sinek
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
When basic needs are taken care of
(emotional safety)
Our people then begin to seek responsibility, purpose and belonging
Watch a
culture of leadership, innovation and creativity emerge
Then relationships of
trust and security can be formed
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Test Assumptions
Crucial Conversations
An environment of safety is the key
element in managing difficult conversations
(Patterson, Grenny, McMillan, & Switzler)
How safe do
your people feel?
What conditions might exist inside
your organisation that reinforce / inhibit safety?
May there be
connections between a culture of safety and
individual / group performance in your K-12 environment?
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Test Assumptions
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Safety Insecurity
Trust Inconsistency
Autonomy Control
Collaboration Competition
As organisational leaders, we set the conditions within our organisations
Conditions of:
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
The reflective leader must ask themselves whether there is congruence between their intentions and the community response, while the unreflective leader does not consider this question of congruency
As leaders we need to be clear about the conditions we aim to set
By becoming:
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
A Question of Congruence
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
A Question of Congruence
“The perception of yourself as a leader needs to be as close to other people’s reality as possible”
Simon Sinek
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Safety Insecurity
Trust Inconsistency
Autonomy Control
Collaboration Competition
Deeply reflective leaders are
committed to congruence
Congruence between actions and beliefs is essential
Our people quickly recognize a culture of incongruence
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Achieved and Maintain
Creating Tension
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Creating Tension
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Side Note: Self Confidence vs Self-efficacy
Creating Tension
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
As those who lead, we have 3 roles
Within conditions of safety, with clear guidance, once people recognise the gap in their skills, knowledge or achievement, they work harder, for longer, with less stress to close that gap.
“Leadership is not about being in charge, it is about taking care of those in your charge.”
Simon Sinek
External vs Internal
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
External vs Internal
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Part One: Fundamental Techniques in Handling People
Part Two: Six Ways to Make People Like You
Part Three: How to Win People to Your Way of Thinking
Part Four: Be a Leader – How to Change People Without Giving Offense or Arousing Resentment
External vs Internal
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Developing Powerful Professional Development for Teachers and Principals Dennis Sparks
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Developing Powerful Professional Development for Teachers and Principals Dennis Sparks
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Stop-Think-Construct
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Bolman & Deal
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Bolman & Deal
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Reframing
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Reframing
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
How might the process of reframing assist those who lead to understand the issue, and maintain congruence?
Linking Practices
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Structural Frame Where are we going? Do we have the systems and structures in place to get us there? Are we honest enough with ourselves? (Weiner) | Human Resource Frame The Infinite Game: it is not about winning, it is about creating a culture of trust, investing in people, building the capacity of the organisation though viewing leadership as a shared activity so the people work harder, for longer, with less stress. (Sinek) |
Political Frame What can we achieve together? Is there congruence? Success is defined by interdependence, not what I can achieve, but what can we achieve. (Covey) | Symbolic Frame Who are we? What are we about? Why are we here? (Sinek) |
Linking Practices
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Linking Practices
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
“Get your self-concept right first, then you will find a way to get there. It is impossible for human beings to act in a manner that is inconsistent with the core assumptions, beliefs and values”
Tony Robbins
Compassion
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Compassion is about equipping people, giving people choices, and holding people accountable for the outcome of their choices
Leadership as a shared activity
Creating the Conditions for Learning
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Culture of a Dictator
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Strategies to maintain high levels of control and minimize disruption, personal ownership or the ability to question
The Four Seasons
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
My assumption
As organisational Leaders, we create the conditions for learning within our organisations. Our leadership behaviours have a direct impact on the ability of our teachers to serve our students.
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Note: accountability is another important conversation
Because I Know…..
Because I know statement….
I will…..
Because I know….
Because I know that people who feel safe, trusted and have a level of autonomy are more innovative, and work harder, for longer, with less stress, and that this has a direct impact on student learning in the K-12 environment,
I will…..
Test Assumptions
Culture of Safety
Autonomy & Accountability
Vision
Tension
Compassion
Reframing
Creating the Conditions for Learning
Take - Aways
Plan
As leaders we set the conditions for learning within our organizations. Elma Harris say it this way...refer to slides shared at faculty meeting.
| 2.Our values and beliefs drive our actions. As leaders our values and beliefs determine our leadership behaviours. These leadership behaviours define the conditions within our organisations. Because I Know statements | 3. Views of leadership
|
4. The power of mission driven organisations to provide focus and direction, allowing for the conditions to be managed | 5. Bolman and Deals model | 6.Putting it together 7. Revisit your because I know statement. |
Simon Sinek
The infinite game vs the finite game
“It's not about what I want or care about, it’s about how I can help others get and achieve what they need and want”
https://youtu.be/F-RhaNlXBNg (around the 5 minute mark)
Simon Sinek
Creating the conditions where people can contribute at their highest point of contribution.
The coffee shop in Vegas
Self-awareness
We can do a million things, employ a wide range of strategies to develop trust within our organisation, then we only need to act on one incorrect assumption, jump to one quick conclusion, or not deal with one ongoing personal habit, and the trust is undone.
The Speed of Trust - Book
John Dewey
BALANCE comes from understanding multiple context, questioning our personal assumptions, recognizing the truth is embedded within deeply with cultural and societal norms.
What is true is what is normal, and what is normal enables us to blend in. This often equals truth in an organisation.
Anthony Robins
We are responsible for building the capacity with our sphere of influence. We can place blame on all types of influences that we can accuse of stopping us from doing this, but it is within our control.
Robins say we must either change our blueprint (our expectations) a little, or we must change our actions and behaviours. Usually it is a little bit of both. If we hold resentment and blame someone else for the lack of opportunity to create inguence, we live in resentment. Its like drinking poison and hoping the other person will get sick.
https://www.youtube.com/watch?v=Xjq_ow5DrWY Around 19 minutes
Anthony Robins
Most bisniesses
Most leaders fail
Because they fail to ancipitae the changes that are coming, or the way their people are going to behave. Ancipitation is the power of future proofing. Leaders are caught off gurd when they do notanticipate, and they end up reacting, and they kill the culture you are desiring to develop.
When you know the road ahead then you can anticipate.
‘How to Enhance the grind’ 5.19 minutes.
Anthony Robins
The biggest block in any organisation is the leader.
The block is the The leaders state, story and strategy. This is either the success of failier of the organisation.
‘How to Enhance the grind’ 10.00 minutes
You have to anticipate the shifts. Constant and never ending improvements on the areas that control the success of failier of your organsation. Constant Incrimental improvments in the areas that matter and you will dominate, as lond as you anticipate.
Anthony Robins
‘How to Enhance the grind’ 14.40min
Jeff Weiner
Empathy = caring
Compassion = empathy + action
Simon Sinek
Working hard for something you don't care about is called stress
Working hard for something you care about is called passion
Passionate people are the result of the conditions of the organisation. When people feel safe and trusted, they become open to feedback and correction, and they will grow. As a result they become passionate.
The leader/s created these organisational conditions
Building the leadership muscle and inspiring other
Create the right environment and you will find inspiration follows as people feel safe and happy. We need to grow our leadership muscle.
Response to perceived fear
What people behave in unusual ways
https://www.youtube.com/watch?v=JBt7LAjUrRo
How To Overcome Fear And Anxiety In 30 Seconds
Simon Sinek - Intention matters
The intention to which we do something impacts the story we tell, the process we use, the care we show toward people, and the outcome.
Intention matters
Simon Sinek - Great companies
WD 40
What does an infinite company look like - 1.50min
The purpose of growth is to advance the cause
Simon Sinek - How to measure Success
GLASS GOAL Setting
Robin Sharma
https://www.youtube.com/watch?v=VwUcsXjmXU4
Produce a magical product
Commit to release only magic to the marketplace
It takes a devotion to excellence
The pursuit of excellent is much more profound that the chase for profit
Simon Sinek with Lewis Howes
The Power Of The Infinite Mindset | Simon Sinek and Lewis Howes
https://www.youtube.com/watch?v=SG4EWUlXci0&feature=youtu.be
14.50min - I feel safe at home but I do not feel safe at work
17.40min - Leadership is a responsibility toward the people around us.
20min - authoritarian organisations maintain power by keeping people divided through competition that focused on creating division. Look at dictators, the maintain power by keeping people divided. When people come together, they have power and dictators fear this.
26.5min - what do your people call you - the leader or our leader? Are they emotionally connected to you?
The seven Habits vs How to Win Friends
Internal change vs external actions
Creating the Conditions for Learning Within Our Organisations
One the need for food, water and shelter has been The feeling of safety is the most fundamental of human needs
Powerful ideas must be simple understandable and repeatable
Assumptions
A few years back a rew
/
!
!
!
#
Assumption
Working hard for something you don't care about is called stress
Working hard for something you care about is called passion
Passionate people are the result of the conditions of the organisation. When people feel safe and trusted, they become open to feedback and correction, and they will grow. As a result they become passionate.
The leaders create these organisational conditions.
a few months ago I
stayed at the Four Seasons in Las Vegas
it is a wonderful hotel and the reason
it's a wonderful hotel is not because of
the fancy beds any hotel can go and buy
a fancy bed
the reason it's a wonderful hotel is
because of the people who work there
if you walk past somebody at the Four
Seasons than this and they say hello to
you you get the feeling that they
actually wanted to say hello to you it's
not that somebody told them that you
have to say hello to all the customers
say hello to all the guests right you
actually feel that they care now in
their Lobby they have a coffee stand and
I one afternoon I went to buy a cup of coffee and there was a barista by the
name of Noah who was serving me Noah was
fantastic he was friendly and fun and he
was engaging with me and I had so much
fun buying a cup of coffee I actually
think I gave a hundred percent tip right
he was wonderful so as is my nature I
asked Noah do you like your job and
without skipping a beat Noah says I love
my job and so I followed up I said what
is it that the four seasons is doing
that would make you say to me I love my
job and without skipping a beat Noah
said throughout the day managers will
walk past me and ask me how I'm doing if
there's anything that I need to do my
job better he said not just my manager
any manager and then he said something magical he says I also work at Caesars
Palace and Caesars at Caesar's Palace
the managers are trying to make sure
we're doing everything right they catch
us when we do things wrong he says when
I go to work there I like to keep my
head under the radar and just get
through the day so I can get my paycheck
he says here at the Four Seasons I feel
I can be myself same person entirely a
different experience from the from the
customer who will engage with Noah so we
in leadership are always criticizing the
people we're always saying we gotta get
the right people
I've got to film I run my team I gotta
get the right people but the reality is
it's not the people it's the leadership
if we create the right environment we
will get people like Noah at the four
seasons if we create the wrong
environment we will get people like Noah
at Caesar's Palace it's not the people
and yet we're so quick to hire and fire
you can't hire and fire your children if
there's if your kids are struggling we
don't say you got to see at school
you're up for adoption so why is it that
when somebody has performance problems
at work why is it that our instinct is
to say you're out we do not practice
empathy what does empathy look like
here's the lack of empathy
Another Assumption
It’s not what we say, it’s what they hear that matters
Your Turn - Collective Assumptions
Pedagogy
Andragogy
Active learning
Assumption: The one doing the thinking is the one doing the learning, and the one doing the talking is the one doing the thinking. So how can we ensure the learners are doing most of the talking and thinking?