Download e-book The 12 Laws of Urban School Leadership: A Principals Guide for Initiating Effective Change

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Audible Download Audio Books. DPReview Digital Photography. Shopbop Designer Fashion Brands. Amazon Prime Music Stream millions of songs, ad-free. Forbes addresses how individuals can build on their success by developing 11 must-have traits of a powerful and successful leader. One quality discussed includes learning agility — the ability to adapt to suddenly changing circumstances and to know how and when to seize on opportunities amid a changing landscape.

Leadership in the Workplace. A Culture of Care, Without Compromise. In a Stanford Social Innovation Review piece , nonprofit leader Michele Booth Cole discusses the importance of creating an organizational culture based on caring and appreciation.

Overview: EdD Urban Education Leadership

She notes that if an organization cares about its employees and is staffed by colleagues who care about each other and the work they do, then people are motivated to do well and, in turn, the organization succeeds. Boarding Call for Next-Gen Leaders.

The 12 Laws of Urban School Leadership A Principal's Guide for Initiating Effective Change

In a recent article in the Stanford Social Innovation Review, Anna Pikovsky Auerbach, COO of the Moonridge Group, discusses the importance of nonprofits engaging millennials—young adults born between and —on their boards. She notes that while 1 in 3 Americans is a millennial and they have surpassed Baby Boomers as the largest generation in the workforce, only 2 percent of board members are under the age of And despite their youth, millennials tend to be very engaged in the workplace and their communities: 70 percent spent at least an hour volunteering last year, 84 percent make charitable donations, and 33 percent work in relatively new and growing industries like technology, telecommunications, and electronics.

Auerbach suggests four ways to recruit millennial leaders to join nonprofit boards, including developing a strategy for identifying, recruiting, and onboarding millennial board members; starting with junior or associate boards to introduce younger leaders to the role; create engaging events and opportunities; and bringing them on in pairs to make them more comfortable. Traditional change models focus on change starting at the top of an organization, rolling out efforts with little or no input from staff, and engineering change programs rather than letting them naturally emerge—all of which can limit how effective change can be.

However, the article notes that making change platform, rather than a change program, makes the process a more collaborative and organic effort that looks at multiple options and empowers individuals at all levels to have provide input can be much more effective and develops leaders into change enablers who encourage their teams to initiate change.

It discusses what the two new leaders learned from the mentor-mentee relationship and how the process worked for them, including several recommendations about knowledge-sharing and advisory committees. Change Leader, Change Thyself.

When looking to initiate change in their organization, leaders tend to forget to look at how to change the most important change agent in that process: themselves. Rather than focusing solely on the outcomes of the organizational change, it is critical for leaders to look at themselves—especially how they directly impact others in their organization and how their team perceives them as an individual and as a fellow employee—in order to more effectively create an environment and team that is conducive to implementing change.


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Developing effective leaders is a critical component of a successful organization, but new research suggests that encouraging only four types of behavior is the secret to building strong leaders. This data points to a leader profile that many employees and organizations are looking to develop. While it can be difficult to successfully implement an organizational strategic plan, one of the best ways to prevent a plan from failing is to know what typically makes organizations unable to execute them well. A recent article from Leadership Strategies outlines four reasons why strategic plans are often not executed well: lack of urgency, infrequent review, lack of alignment, and lack of accountability.

Leadership is something that requires constant check-in with oneself and others. In this article, leaders learn to look for five key characteristics in themselves and develop skills for encouraging them in others.

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Forbes addresses followable leadership. Lolly Daskal argues in The Leadership Gap that, to be an effective leader, one has to be less task-oriented and more people focused. The book identifies four conversations that leaders should actively initiate. Daskal is the founder of Lead From Within which focuses on global leadership and entrepreneurship. Healthy Skepticism or Toxic Negativity? Good Teams Know the Difference. The article offers four ways for leaders to encourage well-meaning and constructive skepticism in their organizations, including establishing a policy of idea acceptance, prohibiting negative language, allowing time for research, and checking your own reactions.

Leaders have different roles and challenges in organizational innovation. One way to understand how to pursue innovation — and help people focus — is to distinguish differences among roles at various leader levels. Being a leader can come with many perks and rewards, like influence over your organization or a corner office.

But leadership is also challenging and requires true leaders to be held accountable and made difficult decisions about critical things. A recent post in ReVolve, the leadership blog of a global assessment company, offers four ways in which leaders make tough decisions. These include soliciting perspectives of trusted advisors, taking the time to leverage all available information, taking responsibility for results, and following principles. In a recent TalentSpace blog post , organizational development consultant Sherrie Haynie looks at the importance of keeping employees engaged and helping them find meaning in their work.

She notes that employees seek meaning throughout various stages of their career, and a key way to engage employees is to help them find that meaningfulness in their everyday work by meeting their long-term needs and keeping open employee-manager communication. An unexpected work urgency can be counterproductive and costly.

Both digitalization and authenticity have been documented as gold standard leadership practices. Vivek Bapat provides a Knowing-Doing-Being framework to become an effective, true-to-yourself leader in an increasingly digital world. Leadership effectiveness or its absence starts at the top. In a New York Times commentary , Barbara Mistick, president of Wilson College, shares her struggles to get insight from her organization when she was president of the Carnegie Library of Pittsburgh.

Perceived as an outsider by many of her colleagues—she was only the second non-librarian leader of the library system in over a century—she found it difficult to gain the trust of co-workers for them to feel comfortable having honest and candid conversations with her. The vast majority of people are promoted into leadership positions without having demonstrated an ability to actually lead. This post emphasizes the difference between managing and leading. To be a good leader, you must understand that just because you are good at managing, you are not automatically good at leading. Race Matters Institute Assessment.

The Race Matters Institute created this quick assessment to determine what steps your organization is taking to advance racial equity through its work and what steps are usually needed to achieve equitable results. It will quickly help you assess your progress and consider your options for moving to the next stage. While many leaders may face the same or similar challenges in their organizations, there is no one-size-fits-all approach that works in every situation or with every team member. The book uses three practices—taking multiple perspectives, asking different questions, and seeing more of their system—to help leaders better understand themselves, their roles, their colleagues, and the world around them.

For more information watch this video of the authors speaking about the key theoretical concepts emerging in their new book.

Talent Matters. People leading and working in nonprofits are the key to the success of their organizations. Without strong and capable talent, social sector organizations will not—and cannot—reach their full potential.

Framework for Great Schools

A series of articles from the Stanford Social Innovation Review offers the views of eight nonprofit leaders on the importance of and best practices for investing in talent. In addition, the series provides the perspective of funders who invest in talent and leadership in social sector organizations as a grantmaking strategy.

The Dawn of System Leadership. The Stanford Social Innovation Review raises the importance of network entrepreneurs as a key vehicle for creating authentic relationships and building deep trust from the bottom up. The article addresses four principles of network entrepreneurship: trust not control, humility not brand, node not hub, and mission not organization. Research has shown that emotions and behaviors are contagious, but what about leadership? A Harvard Business Review article features research that examines how high-level leaders can directly impact their direct reports, as well as the employees that are managed by those middle-level managers.