SlideShare a Scribd company logo

Stephanie Rogen SSATB Keynote May 2015

•
•
G
GreenwichLP

SSATB ALC Regional Spring Meeting Stephanie Rogen Keynote on Personal Leadership May 29, 2015

Education
1 of 41
Download to read offline
Taking Your Seat at the Table   An Interactive Discussion ALC Regional Spring Meeting Avon Old Farms, May 19, 2015 Stephanie Rogen, Principal stephanierogen@greenwichleadershippartners.com  203-­‐570-­‐2717    
A long and winding road… ©Greenwich  Leadership  Partners  2015  
…but working at the intersections ©Greenwich Leadership Partners 2015
Everyday Leadership ©Greenwich  Leadership  Partners  2015  
Leadership????? How many of you are on your school’s leadership team?   How many of you identify as a leader?   How many of you have had  some form of leadership training, coaching or education? How many of you believe leaders are born? Made? ©Greenwich Leadership Partners 2015
If You Could Change One Thing ©Greenwich Leadership Partners 2015
©Greenwich  Leadership  Partners  2015  
What Table Matters to You? ©Greenwich Leadership Partners 2015
Now imagine the chair… ©Greenwich Leadership Partners 2015
  Imagine yourself in this chair Why are you there? How do you show up? What do you offer? ©Greenwich Leadership Partners 2015
How do you earn your seat and get invited back?       ©Greenwich Leadership Partners 2015
Know Your Table; Take Your Seat Content Expertise Leadership Expertise ©Greenwich Leadership Partners 2015
Insight  to  trends,   pa0erns  and     changes  in  the   environment   Technical     knowledge   Relevant   Data   Content Expertise ©Greenwich Leadership Partners 2015
Leadership Expertise •  Your Authentic Self •  How You Show Up •  How You Empathize and Engage •  How You Initiate and Communicate ©Greenwich Leadership Partners 2015
Creating a Framework for Leadership: Mindset, Abilities and Behaviors ©Greenwich  Leadership  Partners  2015  
Mindset ©Greenwich Leadership Partners 2015
Leaning in is not just for women… Abilities and Behaviors ©Greenwich Leadership Partners 2015
©Greenwich Leadership Partners 2015
Putting it All Together GLP MAB Model Behaviors: I Do Abilities: I Can Mindset: I Believe What  must  I  believe  in   order  to  fully  develop   my  leadership  assets?   What  skills  must  I   develop  to  be   confident  in  my   leadership  assets?   How  do  I  act  so  that   others  experience  and     value  my  leadership   assets?   ©Greenwich Leadership Partners 2015
Leadership Mindset I Can Learn I Have ValueI Can Lead I  Believe   ©Greenwich Leadership Partners 2015
Leadership Abilities Empathize Identify Mutual Values Navigate Networks Craft Strategic Stories Plan for Action  I  Can   ©Greenwich Leadership Partners 2015
Leadership Behaviors Learn and Ask Diagnose My System Communicate a POV Initiate and Take Educated Risks Connect and Get Feedback I  Do   ©Greenwich Leadership Partners 2015
ì   ê   è   What is the problem? ©Greenwich Leadership Partners 2015
ê   è   ê   and two years later…. ©Greenwich Leadership Partners 2015 What do you think? ì  
©Greenwich Leadership Partners 2015
Maximize Your Learning; Realize Your Leadership Potential   Learn  and  Ask   Diagnose  the  System   Communicate  a  POV   IniPate  and  Take  Educated  Risks   Connect  and  Get  Feedback   ©Greenwich Leadership Partners 2015
Learn and Ask ©Greenwich Leadership Partners 2015
Learn and Ask ©Greenwich Leadership Partners 2015
Diagnose the System ©Greenwich Leadership Partners 2015
Communicate a POV ©Greenwich Leadership Partners 2015
Initiate and Take Educated Risks ©Greenwich Leadership Partners 2015
Connect and Get Feedback ©Greenwich Leadership Partners 2015 Outside and Inside Your School
Connect and Get Feedback ©Greenwich Leadership Partners 2015
Ways to Practice? Learn  and  Ask   Diagnose  the  System   Communicate  a  POV   IniPate  and  Take  Educated  Risks   Connect  and  Get  Feedback   ©Greenwich Leadership Partners 2015
Plan for Action ©Greenwich  Leadership  Partners  2015  
Imagine Your Leadership Over the next six months, if you were to prototype this future, what would your three high level priorities be? What table do you need to be at? What do you need to offer and what will be valued?   Who might be your core helpers or partners to make your highest possibilities a reality?   ©Greenwich Leadership Partners 2015
Plan for Action Learn  and  Ask   Diagnose  the  System   Communicate  a  POV   IniPate  and  Take  Educated  Risks   Connect  and  Get  Feedback   If you were to take on the project of bringing your intention to reality, what practical next steps would you take in the next 3-4 days? ©Greenwich  Leadership  Partners  2015  
Sharpen  Your  Ax   Conduct a Leadership Assessment: •  Reflect on what matters to you •  Inventory your strengths: Mindset, Abilities and Behaviors •  Interview others to identify alignment and gaps •  Develop goals for growth Become an Expert: •  Build a reading list and formulate questions •  Blog or write about your school and your work •  Understand your school’s program and its financial levers •  Know what matters to leadership and understand their vision •  Talk with current students continuously; learn about their experiences •  Talk with people in your field and in other schools – don’t hesitate to reach out and be connected ©Greenwich Leadership Partners 2015
Sharpen  Your  Ax   Practice Leadership: •  Organize “design sessions” to innovate or solve a problem in your school •  Offer to help colleagues –inside and outside your “zone” •  Listen closely and make measured contributions – be visible to the whole table, but choose your spots •  Find a mentor and be a mentor – give and receive feedback •  Hold feedback sessions regularly about admissions – from a diverse cross section of faculty, students, parents and staff Build Your Network: •  Write a thank you note or offer notes and comments of appreciation/recognition daily to others in and beyond your sphere •  Develop relationships “on the ground” and be a diagnostician at school •  Get connected – get out, meet others, know what your colleagues are doing and build trusted relationships   ©Greenwich Leadership Partners 2015
A Final Thought…     Think    “Cooking”    rather  than     “Baking”       ©Greenwich Leadership Partners 2015
Feedback Welcomed!!! ©Greenwich  Leadership  Partners  2015  

Recommended

NAIS 2015 GLP Williston Faculty Voice
NAIS 2015 GLP Williston Faculty VoiceNAIS 2015 GLP Williston Faculty Voice
NAIS 2015 GLP Williston Faculty VoiceGreenwichLP
 
GLP TABS Human Capital 2014
GLP TABS Human Capital 2014GLP TABS Human Capital 2014
GLP TABS Human Capital 2014GreenwichLP
 
Implementation strategy 702010
Implementation strategy 702010Implementation strategy 702010
Implementation strategy 702010CasCas
 
Creating a Culture of Learning in 6 Steps
Creating a Culture of Learning in 6 StepsCreating a Culture of Learning in 6 Steps
Creating a Culture of Learning in 6 StepsLinkedIn Learning Solutions
 
Motivating and Engaging Employees
Motivating and Engaging EmployeesMotivating and Engaging Employees
Motivating and Engaging EmployeesLinkedIn Learning Solutions
 
Fostering innovation to achieve mission critical goals
Fostering innovation to achieve mission critical goalsFostering innovation to achieve mission critical goals
Fostering innovation to achieve mission critical goalsLinkedIn Learning Solutions
 
Boost Employee Performance Microlearning Manager Training
Boost Employee Performance Microlearning Manager TrainingBoost Employee Performance Microlearning Manager Training
Boost Employee Performance Microlearning Manager TrainingBizLibrary
 
Leadership Skills for Frontline Leaders
Leadership Skills for Frontline LeadersLeadership Skills for Frontline Leaders
Leadership Skills for Frontline LeadersCynthia Clay
 

Recommended

NAIS 2015 GLP Williston Faculty Voice
NAIS 2015 GLP Williston Faculty VoiceNAIS 2015 GLP Williston Faculty Voice
NAIS 2015 GLP Williston Faculty VoiceGreenwichLP
 
GLP TABS Human Capital 2014
GLP TABS Human Capital 2014GLP TABS Human Capital 2014
GLP TABS Human Capital 2014GreenwichLP
 
Implementation strategy 702010
Implementation strategy 702010Implementation strategy 702010
Implementation strategy 702010CasCas
 
Creating a Culture of Learning in 6 Steps
Creating a Culture of Learning in 6 StepsCreating a Culture of Learning in 6 Steps
Creating a Culture of Learning in 6 StepsLinkedIn Learning Solutions
 
Motivating and Engaging Employees
Motivating and Engaging EmployeesMotivating and Engaging Employees
Motivating and Engaging EmployeesLinkedIn Learning Solutions
 
Fostering innovation to achieve mission critical goals
Fostering innovation to achieve mission critical goalsFostering innovation to achieve mission critical goals
Fostering innovation to achieve mission critical goalsLinkedIn Learning Solutions
 
Boost Employee Performance Microlearning Manager Training
Boost Employee Performance Microlearning Manager TrainingBoost Employee Performance Microlearning Manager Training
Boost Employee Performance Microlearning Manager TrainingBizLibrary
 
Leadership Skills for Frontline Leaders
Leadership Skills for Frontline LeadersLeadership Skills for Frontline Leaders
Leadership Skills for Frontline LeadersCynthia Clay
 
Internal Bench Strength: Who's Up Next to Bat
Internal Bench Strength: Who's Up Next to BatInternal Bench Strength: Who's Up Next to Bat
Internal Bench Strength: Who's Up Next to BatTraining Industry Conference & Expo
 
The Essential Skills Every Training Program Manager Needs
The Essential Skills Every Training Program Manager NeedsThe Essential Skills Every Training Program Manager Needs
The Essential Skills Every Training Program Manager NeedsBizLibrary
 
DRAFT Designing a collaborative and blended learning academy
DRAFT Designing a collaborative and blended learning academyDRAFT Designing a collaborative and blended learning academy
DRAFT Designing a collaborative and blended learning academyAlexandra Lederer
 
Flip Your Management Training
Flip Your Management TrainingFlip Your Management Training
Flip Your Management TrainingLinkedIn Learning Solutions
 
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?The Workforce is Learning Differently. What Does it Mean for the Digital CLO?
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?David Blake
 
Create a culture_of_learning_8.16.2017 (002)
Create a culture_of_learning_8.16.2017 (002)Create a culture_of_learning_8.16.2017 (002)
Create a culture_of_learning_8.16.2017 (002)BizLibrary
 
LinkedIn Learning | What We're Learning About Learning
LinkedIn Learning | What We're Learning About LearningLinkedIn Learning | What We're Learning About Learning
LinkedIn Learning | What We're Learning About LearningLinkedIn Learning Solutions
 
70 20-10 Learning Model
70 20-10 Learning Model70 20-10 Learning Model
70 20-10 Learning ModelAnirudha Jadhav
 
The Tools You Need to Build the Learning Culture You Want
The Tools You Need to Build the Learning Culture You WantThe Tools You Need to Build the Learning Culture You Want
The Tools You Need to Build the Learning Culture You WantDavid Blake
 
Go Beyond with Learning Engagement
Go Beyond with Learning EngagementGo Beyond with Learning Engagement
Go Beyond with Learning EngagementAggregage
 
Apollo pd clo magazine_employee engagement webinar_1-19-2016
Apollo pd clo magazine_employee engagement webinar_1-19-2016Apollo pd clo magazine_employee engagement webinar_1-19-2016
Apollo pd clo magazine_employee engagement webinar_1-19-2016ApolloPD
 
Leveraging the Learning Ecosystem
Leveraging the Learning EcosystemLeveraging the Learning Ecosystem
Leveraging the Learning EcosystemDavid Blake
 
Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)
Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)
Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)Jason Yip
 
Planting the seeds for the 702010 learning model in your organisation
Planting the seeds for the 702010 learning model in your organisationPlanting the seeds for the 702010 learning model in your organisation
Planting the seeds for the 702010 learning model in your organisationSprout Labs
 
Developing Project Management Leadership
Developing Project Management LeadershipDeveloping Project Management Leadership
Developing Project Management LeadershipGus Sabatino
 
Learning and Development Portfolio from Jules Bevis
Learning and Development Portfolio from Jules BevisLearning and Development Portfolio from Jules Bevis
Learning and Development Portfolio from Jules BevisJules Bevis
 
Leading Remotely: The Keys to Being a Long-Distance Leader
Leading Remotely: The Keys to Being a Long-Distance LeaderLeading Remotely: The Keys to Being a Long-Distance Leader
Leading Remotely: The Keys to Being a Long-Distance LeaderBizLibrary
 
4 Effective Strategies for Engaging the New Consumer Learner
4 Effective Strategies for Engaging the New Consumer Learner4 Effective Strategies for Engaging the New Consumer Learner
4 Effective Strategies for Engaging the New Consumer LearnerDavid Blake
 
The Digital CLO Playbook
The Digital CLO PlaybookThe Digital CLO Playbook
The Digital CLO PlaybookDavid Blake
 
How To Measure Informal Learning's Value
How To Measure Informal Learning's Value How To Measure Informal Learning's Value
How To Measure Informal Learning's Value David Blake
 
Defining The Global Organization Webinar Deck
Defining The Global Organization Webinar DeckDefining The Global Organization Webinar Deck
Defining The Global Organization Webinar DeckLora Cecere
 
Linkage's Institute for Leading Diversity & Inclusion™
Linkage's Institute for Leading Diversity & Inclusion™Linkage's Institute for Leading Diversity & Inclusion™
Linkage's Institute for Leading Diversity & Inclusion™Linkage
 

More Related Content

What's hot

The Essential Skills Every Training Program Manager Needs
The Essential Skills Every Training Program Manager NeedsThe Essential Skills Every Training Program Manager Needs
The Essential Skills Every Training Program Manager NeedsBizLibrary
 
DRAFT Designing a collaborative and blended learning academy
DRAFT Designing a collaborative and blended learning academyDRAFT Designing a collaborative and blended learning academy
DRAFT Designing a collaborative and blended learning academyAlexandra Lederer
 
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?The Workforce is Learning Differently. What Does it Mean for the Digital CLO?
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?David Blake
 
Create a culture_of_learning_8.16.2017 (002)
Create a culture_of_learning_8.16.2017 (002)Create a culture_of_learning_8.16.2017 (002)
Create a culture_of_learning_8.16.2017 (002)BizLibrary
 
LinkedIn Learning | What We're Learning About Learning
LinkedIn Learning | What We're Learning About LearningLinkedIn Learning | What We're Learning About Learning
LinkedIn Learning | What We're Learning About LearningLinkedIn Learning Solutions
 
The Tools You Need to Build the Learning Culture You Want
The Tools You Need to Build the Learning Culture You WantThe Tools You Need to Build the Learning Culture You Want
The Tools You Need to Build the Learning Culture You WantDavid Blake
 
Go Beyond with Learning Engagement
Go Beyond with Learning EngagementGo Beyond with Learning Engagement
Go Beyond with Learning EngagementAggregage
 
Apollo pd clo magazine_employee engagement webinar_1-19-2016
Apollo pd clo magazine_employee engagement webinar_1-19-2016Apollo pd clo magazine_employee engagement webinar_1-19-2016
Apollo pd clo magazine_employee engagement webinar_1-19-2016ApolloPD
 
Leveraging the Learning Ecosystem
Leveraging the Learning EcosystemLeveraging the Learning Ecosystem
Leveraging the Learning EcosystemDavid Blake
 
Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)
Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)
Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)Jason Yip
 
Planting the seeds for the 702010 learning model in your organisation
Planting the seeds for the 702010 learning model in your organisationPlanting the seeds for the 702010 learning model in your organisation
Planting the seeds for the 702010 learning model in your organisationSprout Labs
 
Developing Project Management Leadership
Developing Project Management LeadershipDeveloping Project Management Leadership
Developing Project Management LeadershipGus Sabatino
 
Learning and Development Portfolio from Jules Bevis
Learning and Development Portfolio from Jules BevisLearning and Development Portfolio from Jules Bevis
Learning and Development Portfolio from Jules BevisJules Bevis
 
Leading Remotely: The Keys to Being a Long-Distance Leader
Leading Remotely: The Keys to Being a Long-Distance LeaderLeading Remotely: The Keys to Being a Long-Distance Leader
Leading Remotely: The Keys to Being a Long-Distance LeaderBizLibrary
 
4 Effective Strategies for Engaging the New Consumer Learner
4 Effective Strategies for Engaging the New Consumer Learner4 Effective Strategies for Engaging the New Consumer Learner
4 Effective Strategies for Engaging the New Consumer LearnerDavid Blake
 
The Digital CLO Playbook
The Digital CLO PlaybookThe Digital CLO Playbook
The Digital CLO PlaybookDavid Blake
 
How To Measure Informal Learning's Value
How To Measure Informal Learning's Value How To Measure Informal Learning's Value
How To Measure Informal Learning's Value David Blake
 

What's hot (20)

Internal Bench Strength: Who's Up Next to Bat
Internal Bench Strength: Who's Up Next to BatInternal Bench Strength: Who's Up Next to Bat
Internal Bench Strength: Who's Up Next to Bat
 
The Essential Skills Every Training Program Manager Needs
The Essential Skills Every Training Program Manager NeedsThe Essential Skills Every Training Program Manager Needs
The Essential Skills Every Training Program Manager Needs
 
DRAFT Designing a collaborative and blended learning academy
DRAFT Designing a collaborative and blended learning academyDRAFT Designing a collaborative and blended learning academy
DRAFT Designing a collaborative and blended learning academy
 
Flip Your Management Training
Flip Your Management TrainingFlip Your Management Training
Flip Your Management Training
 
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?The Workforce is Learning Differently. What Does it Mean for the Digital CLO?
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?
 
Create a culture_of_learning_8.16.2017 (002)
Create a culture_of_learning_8.16.2017 (002)Create a culture_of_learning_8.16.2017 (002)
Create a culture_of_learning_8.16.2017 (002)
 
LinkedIn Learning | What We're Learning About Learning
LinkedIn Learning | What We're Learning About LearningLinkedIn Learning | What We're Learning About Learning
LinkedIn Learning | What We're Learning About Learning
 
70 20-10 Learning Model
70 20-10 Learning Model70 20-10 Learning Model
70 20-10 Learning Model
 
The Tools You Need to Build the Learning Culture You Want
The Tools You Need to Build the Learning Culture You WantThe Tools You Need to Build the Learning Culture You Want
The Tools You Need to Build the Learning Culture You Want
 
Go Beyond with Learning Engagement
Go Beyond with Learning EngagementGo Beyond with Learning Engagement
Go Beyond with Learning Engagement
 
Apollo pd clo magazine_employee engagement webinar_1-19-2016
Apollo pd clo magazine_employee engagement webinar_1-19-2016Apollo pd clo magazine_employee engagement webinar_1-19-2016
Apollo pd clo magazine_employee engagement webinar_1-19-2016
 
Leveraging the Learning Ecosystem
Leveraging the Learning EcosystemLeveraging the Learning Ecosystem
Leveraging the Learning Ecosystem
 
Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)
Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)
Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)
 
Planting the seeds for the 702010 learning model in your organisation
Planting the seeds for the 702010 learning model in your organisationPlanting the seeds for the 702010 learning model in your organisation
Planting the seeds for the 702010 learning model in your organisation
 
Developing Project Management Leadership
Developing Project Management LeadershipDeveloping Project Management Leadership
Developing Project Management Leadership
 
Learning and Development Portfolio from Jules Bevis
Learning and Development Portfolio from Jules BevisLearning and Development Portfolio from Jules Bevis
Learning and Development Portfolio from Jules Bevis
 
Leading Remotely: The Keys to Being a Long-Distance Leader
Leading Remotely: The Keys to Being a Long-Distance LeaderLeading Remotely: The Keys to Being a Long-Distance Leader
Leading Remotely: The Keys to Being a Long-Distance Leader
 
4 Effective Strategies for Engaging the New Consumer Learner
4 Effective Strategies for Engaging the New Consumer Learner4 Effective Strategies for Engaging the New Consumer Learner
4 Effective Strategies for Engaging the New Consumer Learner
 
The Digital CLO Playbook
The Digital CLO PlaybookThe Digital CLO Playbook
The Digital CLO Playbook
 
How To Measure Informal Learning's Value
How To Measure Informal Learning's Value How To Measure Informal Learning's Value
How To Measure Informal Learning's Value
 

Similar to Stephanie Rogen SSATB Keynote May 2015

Defining The Global Organization Webinar Deck
Defining The Global Organization Webinar DeckDefining The Global Organization Webinar Deck
Defining The Global Organization Webinar DeckLora Cecere
 
Linkage's Institute for Leading Diversity & Inclusion™
Linkage's Institute for Leading Diversity & Inclusion™Linkage's Institute for Leading Diversity & Inclusion™
Linkage's Institute for Leading Diversity & Inclusion™Linkage
 
Forget Skills - It is all about the right attitude in business - IIC&M webina...
Forget Skills - It is all about the right attitude in business - IIC&M webina...Forget Skills - It is all about the right attitude in business - IIC&M webina...
Forget Skills - It is all about the right attitude in business - IIC&M webina...Bettina Pickering
 
Training Courses Online - Give Learn Grow
Training Courses Online - Give Learn GrowTraining Courses Online - Give Learn Grow
Training Courses Online - Give Learn GrowMeagan Paterson
 
Latin GLP Strategic Planning Presentation NAIS 2014
Latin GLP Strategic Planning Presentation NAIS 2014Latin GLP Strategic Planning Presentation NAIS 2014
Latin GLP Strategic Planning Presentation NAIS 2014GreenwichLP
 
Using Social Media To Grow Your Practice
Using Social Media To Grow Your PracticeUsing Social Media To Grow Your Practice
Using Social Media To Grow Your PracticeRod Burkert
 
Leadership for Women Business Owners
Leadership for Women Business OwnersLeadership for Women Business Owners
Leadership for Women Business OwnersNancy Chorpenning
 
Using Training to Create a Sustained Outreach and Enrollment Effort
Using Training to Create a Sustained Outreach and Enrollment EffortUsing Training to Create a Sustained Outreach and Enrollment Effort
Using Training to Create a Sustained Outreach and Enrollment EffortEnroll America
 
How to Combat the Leadership Crisis
How to Combat the Leadership CrisisHow to Combat the Leadership Crisis
How to Combat the Leadership CrisisHuman Capital Media
 
Bg ILM L5 award L&M day 1
Bg ILM L5 award L&M day 1 Bg ILM L5 award L&M day 1
Bg ILM L5 award L&M day 1 amandajune
 
Allyson Zimmermann Include.All 2015
Allyson Zimmermann Include.All 2015Allyson Zimmermann Include.All 2015
Allyson Zimmermann Include.All 2015Zdruzenje_Manager
 
Developing Future Leaders - Building Generations of Business Success
Developing Future Leaders - Building Generations of Business SuccessDeveloping Future Leaders - Building Generations of Business Success
Developing Future Leaders - Building Generations of Business SuccessNational Pork Board
 
2014 NPD Develop and Maintain an Engaged Nonprofit Board of Directors
2014 NPD Develop and Maintain an Engaged Nonprofit Board of Directors2014 NPD Develop and Maintain an Engaged Nonprofit Board of Directors
2014 NPD Develop and Maintain an Engaged Nonprofit Board of DirectorsJoseph Ferraro, CFRE
 
European University Geneva Campus: Inspiring Leaders Are Our Future – Let The...
European University Geneva Campus: Inspiring Leaders Are Our Future – Let The...European University Geneva Campus: Inspiring Leaders Are Our Future – Let The...
European University Geneva Campus: Inspiring Leaders Are Our Future – Let The...Fabiola Eyholzer
 
Pathway Group - Changes to Ofsted's Approach
Pathway Group - Changes to Ofsted's ApproachPathway Group - Changes to Ofsted's Approach
Pathway Group - Changes to Ofsted's ApproachThe Pathway Group
 
Transition to Management
Transition to ManagementTransition to Management
Transition to ManagementCynthia Clay
 
Emily Bagwell Career Portfolio
Emily Bagwell Career PortfolioEmily Bagwell Career Portfolio
Emily Bagwell Career PortfolioEmily Bagwell
 

Similar to Stephanie Rogen SSATB Keynote May 2015 (20)

Defining The Global Organization Webinar Deck
Defining The Global Organization Webinar DeckDefining The Global Organization Webinar Deck
Defining The Global Organization Webinar Deck
 
Linkage's Institute for Leading Diversity & Inclusion™
Linkage's Institute for Leading Diversity & Inclusion™Linkage's Institute for Leading Diversity & Inclusion™
Linkage's Institute for Leading Diversity & Inclusion™
 
Forget Skills - It is all about the right attitude in business - IIC&M webina...
Forget Skills - It is all about the right attitude in business - IIC&M webina...Forget Skills - It is all about the right attitude in business - IIC&M webina...
Forget Skills - It is all about the right attitude in business - IIC&M webina...
 
Training Courses Online - Give Learn Grow
Training Courses Online - Give Learn GrowTraining Courses Online - Give Learn Grow
Training Courses Online - Give Learn Grow
 
Latin GLP Strategic Planning Presentation NAIS 2014
Latin GLP Strategic Planning Presentation NAIS 2014Latin GLP Strategic Planning Presentation NAIS 2014
Latin GLP Strategic Planning Presentation NAIS 2014
 
Cues chairperson 3 5-15 6.21pm
Cues chairperson 3 5-15 6.21pmCues chairperson 3 5-15 6.21pm
Cues chairperson 3 5-15 6.21pm
 
Using Social Media To Grow Your Practice
Using Social Media To Grow Your PracticeUsing Social Media To Grow Your Practice
Using Social Media To Grow Your Practice
 
Leadership for Women Business Owners
Leadership for Women Business OwnersLeadership for Women Business Owners
Leadership for Women Business Owners
 
Using Training to Create a Sustained Outreach and Enrollment Effort
Using Training to Create a Sustained Outreach and Enrollment EffortUsing Training to Create a Sustained Outreach and Enrollment Effort
Using Training to Create a Sustained Outreach and Enrollment Effort
 
How to Combat the Leadership Crisis
How to Combat the Leadership CrisisHow to Combat the Leadership Crisis
How to Combat the Leadership Crisis
 
Bg ILM L5 award L&M day 1
Bg ILM L5 award L&M day 1 Bg ILM L5 award L&M day 1
Bg ILM L5 award L&M day 1
 
Allyson Zimmermann Include.All 2015
Allyson Zimmermann Include.All 2015Allyson Zimmermann Include.All 2015
Allyson Zimmermann Include.All 2015
 
Developing Future Leaders - Building Generations of Business Success
Developing Future Leaders - Building Generations of Business SuccessDeveloping Future Leaders - Building Generations of Business Success
Developing Future Leaders - Building Generations of Business Success
 
2014 NPD Develop and Maintain an Engaged Nonprofit Board of Directors
2014 NPD Develop and Maintain an Engaged Nonprofit Board of Directors2014 NPD Develop and Maintain an Engaged Nonprofit Board of Directors
2014 NPD Develop and Maintain an Engaged Nonprofit Board of Directors
 
Finding the Leader in You
Finding the Leader in YouFinding the Leader in You
Finding the Leader in You
 
European University Geneva Campus: Inspiring Leaders Are Our Future – Let The...
European University Geneva Campus: Inspiring Leaders Are Our Future – Let The...European University Geneva Campus: Inspiring Leaders Are Our Future – Let The...
European University Geneva Campus: Inspiring Leaders Are Our Future – Let The...
 
Pathway Group - Changes to Ofsted's Approach
Pathway Group - Changes to Ofsted's ApproachPathway Group - Changes to Ofsted's Approach
Pathway Group - Changes to Ofsted's Approach
 
Transition to Management
Transition to ManagementTransition to Management
Transition to Management
 
Paso del norte health foundation gov. nov 4 2015
Paso del norte health foundation gov. nov 4 2015Paso del norte health foundation gov. nov 4 2015
Paso del norte health foundation gov. nov 4 2015
 
Emily Bagwell Career Portfolio
Emily Bagwell Career PortfolioEmily Bagwell Career Portfolio
Emily Bagwell Career Portfolio
 

Recently uploaded

Arihant handbook biology for class 11 .pdf
Arihant handbook biology for class 11 .pdfArihant handbook biology for class 11 .pdf
Arihant handbook biology for class 11 .pdfchloefrazer622
 
Sanyam Choudhary Chemistry practical.pdf
Sanyam Choudhary Chemistry practical.pdfSanyam Choudhary Chemistry practical.pdf
Sanyam Choudhary Chemistry practical.pdfsanyamsingh5019
 
The basics of sentences session 2pptx copy.pptx
The basics of sentences session 2pptx copy.pptxThe basics of sentences session 2pptx copy.pptx
The basics of sentences session 2pptx copy.pptxheathfieldcps1
 
BASLIQ CURRENT LOOKBOOK LOOKBOOK(1) (1).pdf
BASLIQ CURRENT LOOKBOOK LOOKBOOK(1) (1).pdfBASLIQ CURRENT LOOKBOOK LOOKBOOK(1) (1).pdf
BASLIQ CURRENT LOOKBOOK LOOKBOOK(1) (1).pdfSoniaTolstoy
 
Call Girls in Dwarka Mor Delhi Contact Us 9654467111
Call Girls in Dwarka Mor Delhi Contact Us 9654467111Call Girls in Dwarka Mor Delhi Contact Us 9654467111
Call Girls in Dwarka Mor Delhi Contact Us 9654467111Sapana Sha
 
mini mental status format.docx
mini mental status format.docxmini mental status format.docx
mini mental status format.docxPoojaSen20
 
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptx
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptxSOCIAL AND HISTORICAL CONTEXT - LFTVD.pptx
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptxiammrhaywood
 
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...Marc Dusseiller Dusjagr
 
18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdf
18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdf18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdf
18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdfssuser54595a
 
Paris 2024 Olympic Geographies - an activity
Paris 2024 Olympic Geographies - an activityParis 2024 Olympic Geographies - an activity
Paris 2024 Olympic Geographies - an activityGeoBlogs
 
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...EduSkills OECD
 
Science 7 - LAND and SEA BREEZE and its Characteristics
Science 7 - LAND and SEA BREEZE and its CharacteristicsScience 7 - LAND and SEA BREEZE and its Characteristics
Science 7 - LAND and SEA BREEZE and its CharacteristicsKarinaGenton
 
Industrial Policy - 1948, 1956, 1973, 1977, 1980, 1991
Industrial Policy - 1948, 1956, 1973, 1977, 1980, 1991Industrial Policy - 1948, 1956, 1973, 1977, 1980, 1991
Industrial Policy - 1948, 1956, 1973, 1977, 1980, 1991RKavithamani
 
APM Welcome, APM North West Network Conference, Synergies Across Sectors
APM Welcome, APM North West Network Conference, Synergies Across SectorsAPM Welcome, APM North West Network Conference, Synergies Across Sectors
APM Welcome, APM North West Network Conference, Synergies Across SectorsAssociation for Project Management
 
A Critique of the Proposed National Education Policy Reform
A Critique of the Proposed National Education Policy ReformA Critique of the Proposed National Education Policy Reform
A Critique of the Proposed National Education Policy ReformChameera Dedduwage
 
Mastering the Unannounced Regulatory Inspection
Mastering the Unannounced Regulatory InspectionMastering the Unannounced Regulatory Inspection
Mastering the Unannounced Regulatory InspectionSafetyChain Software
 
Measures of Central Tendency: Mean, Median and Mode
Measures of Central Tendency: Mean, Median and ModeMeasures of Central Tendency: Mean, Median and Mode
Measures of Central Tendency: Mean, Median and ModeThiyagu K
 
PSYCHIATRIC History collection FORMAT.pptx
PSYCHIATRIC History collection FORMAT.pptxPSYCHIATRIC History collection FORMAT.pptx
PSYCHIATRIC History collection FORMAT.pptxPoojaSen20
 

Recently uploaded (20)

Arihant handbook biology for class 11 .pdf
Arihant handbook biology for class 11 .pdfArihant handbook biology for class 11 .pdf
Arihant handbook biology for class 11 .pdf
 
Sanyam Choudhary Chemistry practical.pdf
Sanyam Choudhary Chemistry practical.pdfSanyam Choudhary Chemistry practical.pdf
Sanyam Choudhary Chemistry practical.pdf
 
The basics of sentences session 2pptx copy.pptx
The basics of sentences session 2pptx copy.pptxThe basics of sentences session 2pptx copy.pptx
The basics of sentences session 2pptx copy.pptx
 
BASLIQ CURRENT LOOKBOOK LOOKBOOK(1) (1).pdf
BASLIQ CURRENT LOOKBOOK LOOKBOOK(1) (1).pdfBASLIQ CURRENT LOOKBOOK LOOKBOOK(1) (1).pdf
BASLIQ CURRENT LOOKBOOK LOOKBOOK(1) (1).pdf
 
TataKelola dan KamSiber Kecerdasan Buatan v022.pdf
TataKelola dan KamSiber Kecerdasan Buatan v022.pdfTataKelola dan KamSiber Kecerdasan Buatan v022.pdf
TataKelola dan KamSiber Kecerdasan Buatan v022.pdf
 
Call Girls in Dwarka Mor Delhi Contact Us 9654467111
Call Girls in Dwarka Mor Delhi Contact Us 9654467111Call Girls in Dwarka Mor Delhi Contact Us 9654467111
Call Girls in Dwarka Mor Delhi Contact Us 9654467111
 
mini mental status format.docx
mini mental status format.docxmini mental status format.docx
mini mental status format.docx
 
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptx
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptxSOCIAL AND HISTORICAL CONTEXT - LFTVD.pptx
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptx
 
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
 
Model Call Girl in Tilak Nagar Delhi reach out to us at 🔝9953056974🔝
Model Call Girl in Tilak Nagar Delhi reach out to us at 🔝9953056974🔝Model Call Girl in Tilak Nagar Delhi reach out to us at 🔝9953056974🔝
Model Call Girl in Tilak Nagar Delhi reach out to us at 🔝9953056974🔝
 
18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdf
18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdf18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdf
18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdf
 
Paris 2024 Olympic Geographies - an activity
Paris 2024 Olympic Geographies - an activityParis 2024 Olympic Geographies - an activity
Paris 2024 Olympic Geographies - an activity
 
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
 
Science 7 - LAND and SEA BREEZE and its Characteristics
Science 7 - LAND and SEA BREEZE and its CharacteristicsScience 7 - LAND and SEA BREEZE and its Characteristics
Science 7 - LAND and SEA BREEZE and its Characteristics
 
Industrial Policy - 1948, 1956, 1973, 1977, 1980, 1991
Industrial Policy - 1948, 1956, 1973, 1977, 1980, 1991Industrial Policy - 1948, 1956, 1973, 1977, 1980, 1991
Industrial Policy - 1948, 1956, 1973, 1977, 1980, 1991
 
APM Welcome, APM North West Network Conference, Synergies Across Sectors
APM Welcome, APM North West Network Conference, Synergies Across SectorsAPM Welcome, APM North West Network Conference, Synergies Across Sectors
APM Welcome, APM North West Network Conference, Synergies Across Sectors
 
A Critique of the Proposed National Education Policy Reform
A Critique of the Proposed National Education Policy ReformA Critique of the Proposed National Education Policy Reform
A Critique of the Proposed National Education Policy Reform
 
Mastering the Unannounced Regulatory Inspection
Mastering the Unannounced Regulatory InspectionMastering the Unannounced Regulatory Inspection
Mastering the Unannounced Regulatory Inspection
 
Measures of Central Tendency: Mean, Median and Mode
Measures of Central Tendency: Mean, Median and ModeMeasures of Central Tendency: Mean, Median and Mode
Measures of Central Tendency: Mean, Median and Mode
 
PSYCHIATRIC History collection FORMAT.pptx
PSYCHIATRIC History collection FORMAT.pptxPSYCHIATRIC History collection FORMAT.pptx
PSYCHIATRIC History collection FORMAT.pptx
 

Stephanie Rogen SSATB Keynote May 2015

  • 1. Taking Your Seat at the Table   An Interactive Discussion ALC Regional Spring Meeting Avon Old Farms, May 19, 2015 Stephanie Rogen, Principal stephanierogen@greenwichleadershippartners.com  203-­‐570-­‐2717    
  • 2. A long and winding road… ©Greenwich  Leadership  Partners  2015  
  • 3. …but working at the intersections ©Greenwich Leadership Partners 2015
  • 5. Leadership????? How many of you are on your school’s leadership team?   How many of you identify as a leader?   How many of you have had  some form of leadership training, coaching or education? How many of you believe leaders are born? Made? ©Greenwich Leadership Partners 2015
  • 6. If You Could Change One Thing ©Greenwich Leadership Partners 2015
  • 8. What Table Matters to You? ©Greenwich Leadership Partners 2015
  • 9. Now imagine the chair… ©Greenwich Leadership Partners 2015
  • 10.   Imagine yourself in this chair Why are you there? How do you show up? What do you offer? ©Greenwich Leadership Partners 2015
  • 11. How do you earn your seat and get invited back?       ©Greenwich Leadership Partners 2015
  • 12. Know Your Table; Take Your Seat Content Expertise Leadership Expertise ©Greenwich Leadership Partners 2015
  • 13. Insight  to  trends,   pa0erns  and     changes  in  the   environment   Technical     knowledge   Relevant   Data   Content Expertise ©Greenwich Leadership Partners 2015
  • 14. Leadership Expertise •  Your Authentic Self •  How You Show Up •  How You Empathize and Engage •  How You Initiate and Communicate ©Greenwich Leadership Partners 2015
  • 15. Creating a Framework for Leadership: Mindset, Abilities and Behaviors ©Greenwich  Leadership  Partners  2015  
  • 17. Leaning in is not just for women… Abilities and Behaviors ©Greenwich Leadership Partners 2015
  • 19. Putting it All Together GLP MAB Model Behaviors: I Do Abilities: I Can Mindset: I Believe What  must  I  believe  in   order  to  fully  develop   my  leadership  assets?   What  skills  must  I   develop  to  be   confident  in  my   leadership  assets?   How  do  I  act  so  that   others  experience  and     value  my  leadership   assets?   ©Greenwich Leadership Partners 2015
  • 20. Leadership Mindset I Can Learn I Have ValueI Can Lead I  Believe   ©Greenwich Leadership Partners 2015
  • 21. Leadership Abilities Empathize Identify Mutual Values Navigate Networks Craft Strategic Stories Plan for Action  I  Can   ©Greenwich Leadership Partners 2015
  • 22. Leadership Behaviors Learn and Ask Diagnose My System Communicate a POV Initiate and Take Educated Risks Connect and Get Feedback I  Do   ©Greenwich Leadership Partners 2015
  • 23. ì   ê   è   What is the problem? ©Greenwich Leadership Partners 2015
  • 24. ê   è   ê   and two years later…. ©Greenwich Leadership Partners 2015 What do you think? ì  
  • 26. Maximize Your Learning; Realize Your Leadership Potential   Learn  and  Ask   Diagnose  the  System   Communicate  a  POV   IniPate  and  Take  Educated  Risks   Connect  and  Get  Feedback   ©Greenwich Leadership Partners 2015
  • 27. Learn and Ask ©Greenwich Leadership Partners 2015
  • 28. Learn and Ask ©Greenwich Leadership Partners 2015
  • 29. Diagnose the System ©Greenwich Leadership Partners 2015
  • 30. Communicate a POV ©Greenwich Leadership Partners 2015
  • 31. Initiate and Take Educated Risks ©Greenwich Leadership Partners 2015
  • 32. Connect and Get Feedback ©Greenwich Leadership Partners 2015 Outside and Inside Your School
  • 33. Connect and Get Feedback ©Greenwich Leadership Partners 2015
  • 34. Ways to Practice? Learn  and  Ask   Diagnose  the  System   Communicate  a  POV   IniPate  and  Take  Educated  Risks   Connect  and  Get  Feedback   ©Greenwich Leadership Partners 2015
  • 35. Plan for Action ©Greenwich  Leadership  Partners  2015  
  • 36. Imagine Your Leadership Over the next six months, if you were to prototype this future, what would your three high level priorities be? What table do you need to be at? What do you need to offer and what will be valued?   Who might be your core helpers or partners to make your highest possibilities a reality?   ©Greenwich Leadership Partners 2015
  • 37. Plan for Action Learn  and  Ask   Diagnose  the  System   Communicate  a  POV   IniPate  and  Take  Educated  Risks   Connect  and  Get  Feedback   If you were to take on the project of bringing your intention to reality, what practical next steps would you take in the next 3-4 days? ©Greenwich  Leadership  Partners  2015  
  • 38. Sharpen  Your  Ax   Conduct a Leadership Assessment: •  Reflect on what matters to you •  Inventory your strengths: Mindset, Abilities and Behaviors •  Interview others to identify alignment and gaps •  Develop goals for growth Become an Expert: •  Build a reading list and formulate questions •  Blog or write about your school and your work •  Understand your school’s program and its financial levers •  Know what matters to leadership and understand their vision •  Talk with current students continuously; learn about their experiences •  Talk with people in your field and in other schools – don’t hesitate to reach out and be connected ©Greenwich Leadership Partners 2015
  • 39. Sharpen  Your  Ax   Practice Leadership: •  Organize “design sessions” to innovate or solve a problem in your school •  Offer to help colleagues –inside and outside your “zone” •  Listen closely and make measured contributions – be visible to the whole table, but choose your spots •  Find a mentor and be a mentor – give and receive feedback •  Hold feedback sessions regularly about admissions – from a diverse cross section of faculty, students, parents and staff Build Your Network: •  Write a thank you note or offer notes and comments of appreciation/recognition daily to others in and beyond your sphere •  Develop relationships “on the ground” and be a diagnostician at school •  Get connected – get out, meet others, know what your colleagues are doing and build trusted relationships   ©Greenwich Leadership Partners 2015
  • 40. A Final Thought…     Think    “Cooking”    rather  than     “Baking”       ©Greenwich Leadership Partners 2015