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Self-Differentiated Leadership 

Leading with Purpose

The self-differentiated leadership concept combines elements of self-awareness and emotional intelligence with the ability to remain emotionally separate from others in order to make rational decisions and maintain a sense of self in leadership roles. (according to Friedman) Leaders are thought to be able to manage their own anxieties and emotions. This should enable leaders to provide steady and non-reactive leadership, even in challenging or emotionally charged situations. The point is to be able to stay true to principles and values while being empathetic and responsive to the needs of their team or organization.  

 

Thinking about my Innovation Plans, I have to move forward with a leader mindset to navigate complex interpersonal dynamics. If I aim to lead change, I must understand that although I possess people skills when being approachable there will always be individuals who may not be pleased. Learning how to regulate my emotions and anxiety will help me with the ability to have the crucial conversations necessary when the need arises.    

Strategies for Crucial Conversations 

The following strategy plan will help me work through crucial conversations and is a great tool to have when conversations may become difficult or confrontational.   

1.

Get Unstuck

Identify areas where the change strategy may be stalled or facing resistance. In my innovation plan, there may be resistance with educator follow-up when implementation begins. 

5.

Master Your Story

If at any point, there are negative responses, I will take the time to reevaluate by thinking through emotions and choosing the most appropriate way to respond. This may mean that I have to follow up the conversation with a response or action.  

2.

Start with Heart

I aim to transmit my passion for creating Lifelong learners through blended learning in mathematics. To do so, I have to focus on keeping emotions under control and creating the opportunities necessary for students to succeed.  

6.

State Your Path

Share facts. Facts are observable and not emotion driven. 

Tell your story. Follow up and move from facts to conclusion.  

Ask for others’ paths. Encourage others to share their stories. 

Talk tentatively. Clear language that depict you are sharing your opinions through your story. 

Encourage testing. Motivate individuals to share their opinions and views.  

3.

Learn to Look

As we tackle the journey of implementation, the focus will be on paying attention to any and all feedback from teachers – whether it is verbalized or not. Understanding the signals during conversations and professional development sessions will help me ensure the topic of focus remains on the common goal.  

7.

Explore Others' Paths

Learn about what others are thinking and ensure you have an understanding of each other while looking for areas of agreement. During this process, acknowledging emotions will increase safety in the conversation. For implementation to be successful, I must build relationships and receive support from those involved. (Ask,Mirror, Paraphrase, Prime)  

4.

Make it Safe

Establishing a safe environment for all involved is necessary for collaboration and input. I will ensure that our mutual purpose is addressed first but also be understandable when there is pushback – making it clear to teachers that their concerns are valid while reestablishing motive to move forward towards our action plan.   

8.

Move to Action

Once all individuals have had an exchange of thoughts and ideas, we will be able to move forward with an action plan.Who does what by when? Setting up an appropriate follow-up timeline will be important. 

Resources & References

Callibrain. (2015, August 20). Video Review for Crucial Conversations by Kerry Patterson [Video]. YouTube. https://youtu.be/EFaXx3pgaxM?si=zEjROgn8vsc4_FA2 

 

Kaufaman, A. (2013, August 24). Friedman's theory of differentiated leadership made simple [Video]. YouTube. https://youtu.be/i9H-i9lHr28?si=YGkebSRJwBHqHebS 

Patterson, Kerry, Joseph Grenny, Ron McMillan, and Al Switzler. 2002. Crucial Conversations. Maidenhead, England: McGraw-Hill Contemporary.

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