Duke Corporate Education’s Post

What type of a leader do you strive to be? As educators, it is essential to strive to be Transformative Leaders. Transformative leadership involves inspiring change, empowering others, and creating an environment where all students and staff can thrive. John Maxwell’s principle that "leaders become great not because of their power, but because of their ability to empower others" resonates deeply in education. To maximize student learning, we must focus on developing not only their academic skills but also their character and potential. By leading with vision, empathy, and integrity, we can model the type of leadership that encourages both students and teachers to push boundaries, think critically, and strive for excellence. Transformative Leaders understand the importance of building relationships, fostering collaboration, and creating a culture of growth. The prior aligns with my belief in the compounding effect of small, positive actions. When we lead by empowering and uplifting others, we maximize the impact on student learning and success. Jerry Almendarez Dr. Zandra Jo Galván Dr. Sonia Llamas, LCSW Ryan Smith Ryan B. Jackson Rosalba G. Rodriguez LORENA RUBIO Laura Rubio, Ed.D. Dr. Atikah Osman Gordon Amerson Ed.D. Susan Ibarra, MPA, CBO Marco Ibarra Cesar Flores Gunn Marie Hansen, Ph.D. Yesenia Hogancamp Emy Flores, Ed.D.

Today I completed the Northwestern Mutual Aspiring Leaders Program. This three-month course challenged me to think differently as a leader. It taught me: 1.    To be fully self-aware of my strengths and weaknesses and my intentions should align to my behavior.   2.    To have the ability and willingness to learn from my experiences and apply the learnings to new situations. 3.    To lean into influencing. No matter if you have 20 direct reports or are an individual contributor, skillful influencing can align the efforts of others in the organization, build commitment to the work and expand the organization’s capacity to meet its challenges. 4.    To be an effective communicator, which enables important human connections and then enables you to achieve results through a team. Most importantly, it taught me what I want my brand to be as a leader - trustworthy, transparent, driven, confident, accountable and a visionary. Thank you to Dr. Laci Coppins Robbins for her thoughtful dedication to the program!

One challenge in identifying future leadership talent is the tendency of some high achievers to overly rely on being right, a trait often fostered by academic success. This pattern begins to take root in educational settings where the authority of the professor is rarely questioned, particularly at the undergraduate level. While some graduate programs encourage critical thinking, the fear of deviating from the expected answer can persist. This conditioning often carries over into the workplace, initially bolstering new employees' success. However, to transition into leadership roles, individuals must cultivate the confidence to express their perspectives, even at the risk of making mistakes. As we seek to develop future leaders, it’s important to help them learn to formulate, express, and stand by their point of view. One strategy is to have them argue the opposing argument better than the supporters can.  Through that exercise, they may strengthen their stance or they may shift their perspective.  Its better to hone this skill under the guidance of a mentor than when on the frontline with real risks on the line.

My two takeaways from today, what are yours? 1 - [... Good workers keep getting promoted until they can no longer do their job well...] 2 - [... If your new leaders are stagnating or failing in their roles, you are accountable...] --- Why does this happen? • Good followers ≠ Good leaders • Skills that got you promoted ≠ Skills needed for new role • Companies promote based on past performance, not future potential The solution to the Peter Principle has two parts: 1. Provide substantial transition training between roles. If your new leaders are stagnating or failing in their roles, you are accountable. �Someone who has spent their entire career following orders cannot become a great leader overnight. 2. If the leadership role is not a good fit, then move your talent laterally to a better-fitting position. Be a champion of lateral moves; both Thomas Jefferson and Steve Wozniak made them, and countless others. --- Source: https://lnkd.in/eZKKpXc5 Full article: https://lnkd.in/eFcU4up3

ECIS Middle Leader Cafè The Leadership Ladder: Climbing from Middle to Senior Roles in the Educational Sector: 20 February 09:00 – 10:00 and 16:00 – 17:00 London time Pauline O'Brien, International Schools Services Director of Business Strategy & Development, Global Recruitment, will share her expertise to support Middle Leaders transition to Senior Leadership roles. The session will focus on the following: 🟥Transition to Senior Leadership: The session will delve into the key differences between middle and senior leadership roles. This includes expanded responsibilities, strategic decision-making, and broader stakeholder engagement. 🟥Developing Essential Skills: Attendees will learn about the crucial skills and competencies needed for senior leadership, such as strategic thinking, advanced leadership abilities, and financial acumen. 🟥Real-Life Success Stories: To inspire and provide practical guidance, we will share real-life examples of individuals who have successfully transitioned from middle to senior roles, discussing both their strategies and challenges faced. 🟥Actionable Tips and Strategies: The presentation will offer actionable tips and tricks for personal and professional development, including how to build a strong personal brand, navigate career challenges, and stay motivated. Please note: This session will take place twice (AM and PM) in order to accommodate those in different timezones. Join the conversation: https://lnkd.in/e6jeGUuA ECIS, the Educational Collaborative for International Schools

The single most perplexing challenge new managers face in my experience is redefining the relationships they enjoyed with peers who now report to them. This article from The Wharton School outlines 3 musts: 1. Accept that social relationships, particularly those with coworkers who used to be peers, have to change. 2. Clearly communicate expectations with subordinates about your role and their roles, as well as when delivering objective feedback on their performance. 3. Maintain boundaries with direct reports who were peers, including emphasizing your obligation to maintain confidentiality and understanding when to involve others, like HR, in solving problems that arise. I've seen managers who have been promoted from their previous work group stumble on these issues, and unfortunately undermine their credibility and decrease their opportunities for continued advancement. It doesn't mean you can't be friendly and supportive. It does mean there is a new line to be drawn and respected by all parties. #NewManagers #LeadershipDevelopment #HighPerformingTeams

Today I had the lucky privilege of joining a panel with these brilliant leaders. Jana Meyers led a fantastic discussion around Developing Future-Ready Leaders at the ATDKC Fall Conference. Here’s some of the biggest takeaways I had: • Wendy Wright shared about the incredible 3-year immersive leadership development program at Grant Thornton Advisors. They’ve embraced a multi-modal cohort approach that allows leaders to get real-time strategic experience, build relationships with executive leaders, and work on parts of their development most important to them. • Prasad Saraph shared phenomenal research from the World Economic Forum on what skills are the biggest gaps for tomorrow’s leaders. They are adaptability, coping with uncertainty, and synthesizing messages. • Brendan Dowd shared his deep knowledge from the Institute for Management Studies. He talked about a changing approach to leadership development that has moved away from one-time training to longer, more consumable learning. Overall, the trends are all pointing to the same thing: Leaders are being asked to do more than ever. There is more change and ambiguity than ever before. Our development opportunities have or reflect the real challenges being faced by our leaders today and tomorrow. I'd love to hear your take too: What do you think makes future-ready leaders?

This week on the Engaging Leadership Show...Superintendent John Parker, Ed.D from Central Valley School District talks about his leadership journey from metro Shanghai, China 🇨🇳 to the inner reaches of Bogota, Colombia 🇨🇴. And ultimately, how it has shaped him to become the education leader he is today in a highly community-oriented district with multi-generational family involvement. One of the balances he talks about is the need to respect tradition while driving necessary change to keep pace with the rest of the economy. 💡 Key Takeaways • Complexity of Leadership: Dr. Parker discusses the multifaceted role of a superintendent in balancing tradition with innovation to lead a district effectively. • Global Perspective: His international experiences in Shanghai and Bogota provide unique insights into educational leadership and enhance his ability to drive change. • Assistance Relationships: Dr. Parker emphasizes the five pillars of assistance relationships: modeling leadership, differentiating support, engaging in work collaboratively, brokering resources, and developing tools. • Building Capacity: The significance of hiring the right leaders and providing them with tailored professional development is critical for system-wide impact. • Empathy and Inquiry: Effective leadership requires a strong emphasis on emotional intelligence, empathy, and a deep understanding of the issues at hand. Check out the full interview here: https://lnkd.in/gpSs_qc8 Follow the Engaging Leadership Show for more leadership insights from education leaders.

Are you applying for a leadership role in education?   Learn from the experiences of myself and Tom Beaney to help you prepare, including: 👩🏾🏫 Differences in application pathways ⌛ How your reputation can be a tool or a burden 🫱🏿🫲🏽 How to build new relationships and renovate existing relationships in your new role 🔍 Reflection questions to support taking the right actions for success   📚 Read the full article here: https://lnkd.in/ef94kU-2 A huge thank you to Tom Beaney for collaborating with me on this article. He is one of my oldest friends and an educational professional I look up to and have thoroughly enjoyed creating this with - I encourage everyone to share and discuss their journeys with their peers and friends.   🚀 Ready to elevate your leadership and inclusively support your staff to realise great things for your school?   🎯 DM me or connect via my website at https://lnkd.in/eHRmNR9y to create a brighter, more inclusive future for your school.   #LeadershipConsultancy #Aspiringheads