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DOCUMENT RESUME EA 024 734 ED 355 635 Powe, Karen AUTHOR Visionary Leadership and the Waves of the Future. TITLE 92 PUB DATE 5p. NOTE Viewpoints Journal Articles (080) PUB TYPE (Opinion/Position Papers, Essays, etc.) (120) Updating School Board Policies; v23 n8 p1-3 Oct-Nov JOURNAL CIT 1992 MFO1 /PCO1 Plus Postage. EDRS PRICE Board of Education Policy; *Board of Education Role; DESCRIPTORS *Educational Change; *Educational Trends; Elementary Secondary Education; *Futures (of Society); Governance; *Leadership Qualities; *Leadership Responsibility; Public Schools *Nanus (Burt) IDENTIFIERS ABSTRACT The National School Boards Association has developed of governance for school a new statement that identifies four themes boards today: setting the vision for education in the local community; establishing the structure and environment to implement the vision; assessing performance progress toward achieving the vision; and being the preeminent advocate for the public schools and their students. This article on vision and educational leadership is the first of four articles that will address each of the governance themes. Burt Nanus, professor of management and director of research at the Leadership Institute, University of Southern California, suggests that the central requirement of visionary leadership is the ability to make appropriate changes. Nanus offers the following suggestions for the "prudent visionary": (1) do not do it alone; (2) do not be overly optimistic; (3) reduce the possibility of unpleasant (5) do not be (4) watch out for organizational inertia; surprises; (6) be flexible and patient in too preoccupied with the bottom line; implementing the vision; and (7) never get complacent. (MLF) *********************************************************************** Reproductions supplied by EDRS are the best that can be made from the original document. *********************************************************************** Updating SCHOOL BOARD POLICIES Volume 23/Number 8/OctoberNovember 1992 A component of the National Education Policy Network of the National School Boards Association provided to NSBA National Affiliates and NEPN subscribers Visionary Leadership and the Waves of the Future by Karen Pottle U.S. DEPARTMENT OF EDUCATION Othce of Educational Research and Improvement EDUCATIONAL RESOURCES INFORMATION CENTER (ERIC) <is document has been reproduced IS received from the person or organization originating tt C Minor changes have been made to improve reProduction cluali/y Points of new or opinions stated in thisdOCu- ment do not necessarily represent °Moe' OERI position or policy "PERMISSION TO REPRODUCE THIS MATERIAL HAS BEEN GRANTED BY TO THE EDUCATIONAL RESOURCES INFORMATION CENTER (ERIC).- BEST CM MIME 2 Updating SCHOOL BOARD POLICIES Volume 23/Number 8/OctoberNovember 1992 Affiliates and NEPN subscribers A component of the National Education Policy Network of the National School Boards Association provided to NSBA National Visionary Leadership and the Waves of the Future by Karen Powe willingness to make the changes This article on vision and educational "I have conceived of many plans. necessary to enhance your suc- leadership is the first of four articles that but I was never free to execute one cess potential. will appear in Updating School Board of them. For all that I held the Policies during the coming months ad- rudder, and with a strong hand. Burt Nanus, professor of manage- dressing each of the governance themes. the waves were always a good deal ment and director of research at the stronger." Leadership Institute, University of South- The Vision Napoleon ern California, Los Angeles, has de- Setting a vision is not just a new way of scribed both the personal commitment In response to the profound and con- saying "goal setting" or "long -range plan- demanded by visionary leadership and tinuing changes in American society It is a primary responsibility for ning." its legacy: today's school leaders, and it encom- and the needs of local school boards in acknowledging the changes. the Na- passes the best in forward-thinking, "When your tenure is over and you innovative planning and community tional School Boards Association has pass the mantle on to someone developed a new statement of philoso- involvement. It is a demanding task, but else, you want that person to be phy for educational governance in the not a daunting one. able to say, 'There was a person 1990s. Entitled "The Local School Board who helped us see how great we Visionary leadership involves: and the New Realities," the statement could be, and who laid the foun- focuses on the overall policymaking dation for our great leap for- critical evaluation of your past and role of local school boards as an inte- ward."' present plans, your achievements, gral part of the American institution of and the need for reassessment/ ("Visionary Leadership: How to democratic, representative and account- Future." Futurist, revision of your goals; Re-Vision tly:t able governance. This philosophical September-October, 1992. identification of trends and emerg- statement. which was approved by the ing issues, and consideration of Dr. Nanus suggests that the central 1992 Delegate Assembly at the NSBA their potential impact on your requirement of visionary leadership is Convention & Exposition in Orlando. policies and programs; Florida (April, 1992), identifies four the ability to make appropriate changes. establishment of achievable goals. He says the we must continually track themes of governance for school boards based on the knowledge and ex- changes and make the necessary ad- today: perience you have gained from justments to our vision, noting that, the past and your determination of "Nothing could be more common in setting the vision for education in future needs; the local community; continued on page 2 establishing the structure and en- commitment to the vision (No one ever succeeded in leading an ef- vironment to implement the vi- Inside Updating.. . fort to which s/he was not person- sion: p. 4 Court View ally committed.) assessing performance progress suspensions/Expulsions towards achieving the vision; and involvement of others in the de- p. 8 Policy Adviser velopment of the vision and em- being the preeminent advocate Child Sexual Abuse powerment of them to act on its for the public schools and their A.1 implementation; and students. t.o 2 /Updating/October- November 1992 Visionary Leadership from page 1 Suggestions for the For our purposes here, it will suffice organizations than a vision that has "Prudent Visionary" to say that institutional change can occur overstayed its welcome...The vision only when four basic conditions exist: may, in fact, have been the right one at 1. "DONT DO IT ALONE." the time it was formulated, but rarely is there is mutual trust and sufficient Solicit suggestions from others and right for all time. The world changes, openness to allow people to rec- promote wide participation in develop- and so must the vision." ommend and to try change with- ing and implementing the vision. This Examples abound and include the out feeling threatened; approach will ensure that you are con- virtual elimination of the asbestos indus- sidering all the alternatives in preparing widespread participation in the try as a result of changing environmental the school district for changes and "pos- change process is encouraged; and health needs, and the impact of sibly disarming those who would resist increasing international competition on a diversity of skills and viewpoints these changes." Ask what others think U.S. television and automobile manu- are represented; and should be done. Collect information facturers. and advice from teachers, school per- there is lots of feedback. Consider some other examples from sonnel, parents, community members. the business community: Why would This last point is the way in which we business leaders and students about IBM form a joint venture with one of its can track salient information and iden- what could be better and how changes primary competitors, Apple Computers. Ensuring that tify emerging issues. could be made. Consider a board retreat Inc.? Why would Atlantic Richfield Oil decisionmakers receive that feedback is to discuss alternatives and explore fu- Company advocate and promote achieved by: ture possibilities. low-emissions gasoline? Because they establishing broad networks; responded to new external challenges 2. "DONT BE OVERLY OPTIMISTIC." that threatened their traditional opera- Be realistic; new ideas or approaches polling the community on a con- will lose impact if they are seen as too tions. tinuing basis about needs; They did not wait. Dr. Nanus sug- ambitious. "Test the vision with knowl- listening to the perspectives of- gests, as the automobile companies edgeable outsiders" and insiders. "In fered by outside speakers; and appear to be doing. At the 3M Com- the end, however, as long as the vision using expert consultants (both pany (Minnesota Mining and Manufac- even if it requires appears attainable "outsiders" and "insiders") to turing), one-third of the annual sales extraordinary efforts and some lucky help in developing the plans are from products developed within don't be afraid breaks for it to be so and programs that are truly vi- the last 5 years. Dr. Nanus points out to stretch a little and go for it." that "...Ethel entrepreneur, Ethel sionary. innovator...are just visionary leaders 3. "REDUCE THE POSSIBILITY OF Lest all this talk about visionary lead- by another name." UNPLEASANT SURPRISES." ership be viewed as just advice from the In order to make changes, school Try to anticipate all the future possi- proverbial Ivory Tower, i.e., a notion boards need to ensure that the ability bilities by thinking through everything put forward by theoreticians, rather than The change factor to change exists. that might occur: listen to all available practitioners, Dr. Nanus provides some has implications for our future consid- expert opinions; critically examine "con- real world advice on how to avoid vision eration of the organizational structure ventional wisdom;" and lay out the full His recommendations (indi- failures. and environment in the school district, range of options. cated by quotation marks), augmented and we will deal with this issue in "...build flexibility into the vision state- by those of school board members greater depth in the next article of this ment itself, not getting too specific where across the country, follow. it is not necessary to do so." A flexible series. response process will allow you to react ,VSBA President Updating School Board Policies is published clews time; more quickly to changes or unantici- E. Harold Fisher annually and provided to every Board member and the policy pated occurrences with minimal disrup- administrator of school districts that participate in the National Executive Director tion. School Boards As.sociationS National Affiliate Program or sub- Thomas A. Shannon Employ the continuing evaluation scribe to NSBA's National Education Policy Network. NEPN Staff: Michael E. Eader, Associate Executive Director: Adria L. Thomas. techniques that you would use with any Deputy Executive Director director. research and management services department: new program or policy. In the case of Harold P. Seamon assistant. research Karen Pone. editor: Rachel deLesseps, your vision statement. you will want to Contnbuting editors: Susan Butler. Sally Zakariya. Lynne Glassman. Associate Erectility Directors track trends and emerging issues in Don E. Blom Opinions expressed in and by Updating do not necessarily order to be prepared for their effects on Michael E. Eader reflect positions of the National School Boards Association. Jeremiah Floyd your future. Dr. Nanus points out that "A Susan P. Merry Copyright 1992 National School Boards Association. wise leader doesn't wait for the alert to Michael A. Resnick All Rights Resertyd. Permission to rtprint articles may be August W. Steinhilber continued on page 3 requested through the editor. Updating/October-November 1992/3 is when things are looking their best. It fail to engage the staff. In the long Visionary Leadership is a Herculean task to suggest new from page 2 run, the investors will suffer most." directions and to try to implement be sounded before thinking of alterna- We have only to substitute the appro- changes when times are hard or a crisis tive/ new directions." priate words for education to see the situation has developed. No one wants efficacy of this example: to talk about visions for the future or I. "WATCH OUT FOR ORGANIZA- Progressive school districts hold new, innovative approaches when there TIONAL INERTIA." It is their students first in priority, their are serious problems at hand. Organizations are particularly resis- teachers and school staffs second. important to make the time to develop This includes school tant to change. and public demands third when it your school board's vision and to put as suggested by districts hut, it is not comes to making hard choices. into place a systematic, continuing pro- the critics of the public school system These school board members and cess that will enable you to respond to necessarily a negative factor. Some- superintendents know that if they the externally triggered changes which times resistance may prevent us from make decisions that will enhance have potential for impacting on your making unnecessary or unwise changes, the ability of students to learn and schools. and can prevent us from reacting too teachers to teach, they will secure quickly and/or inappropriately to the the confidence and support of What could be more crisis of the moment. However, that students, school personnel and important? same resistance can also prevent needed parents, and rewards to the com- change. Often. it is organizational struc- The importance of visionary leadership But if they munity will follow. ture that impedes our ability to respond cannot be overstated. Setting an educa- the worry first about the results to new requirements. Perhaps a review tional vision reflects the best of the past numbers, the scores, the statistics of that structure and some internal reor- and provides for the future. It builds on they are likely to make deci- ganization will broaden the system's experience gained over decades of ex- sions that are educationally un- perimental programs and, at the same capacity for accepting, even encourag- sound or that fail to engender time, expresses the increasing value of ing, positive changes. In the long run, the support. education to the local community and community will suffer most. 5. "DON'T BE TOO PREOCCUPIED the national economic system. It em- WITH THE BOTTOM LINE." phasizes students as individuals and as 6. "BE FLEXIBLE AND PATIENT IN For educators and school board mem- It enhances the our future's leaders. IMPLEMENTING THE VISION." bers, -the bottom line" is, in the long-run. importance of developing a sense of There are usually many different provision of an excellent and equitable professionalism and critical worth in our ways to achieve any goal. By encour- In the education for all students. teachers. aging maximum involvement of school is a myriad of things. shorter-run, It recognizes the importance of devel- it personnel and school community mem- These include drop-out rates, gradua- oping partnerships within the education bers in planning and implementing tion rates. achievement scores, and imple- community in order to provide our chil- your school district's vision, you will mentation of the education and service dren with the opportunities to succeed allow them to share ownership of the programs needed by public school stu- in this complex, global society. It clearly vision, to accept responsibility for it, dents and their families. Dr. Nanus does delineates the role of the local school and to have the sense of accomplish- not suggest that these objectives are not board, in the words of NSBA's New ment that comes from making it work. of critical importance, but that focusing Realities statement, "to help preserve our When you encourage involvement, on short-term results often makes it nation's liberty, prepare our economy however, you must be ready and will- more difficult to "think strategically." He for prosperity, and enrich the lives of our ing to commend people for their initia- uses another example from business to all through continually striv- people tives and to tolerate their mistakes. illustrate the point: ing to foster excellence and equity in Dr. Nanus suggests another benefit public elementary and secondary educa- "Many progressive companies to be derived from engaging others in tion for all our children." rate their customers first in prior- the process. "Apart from the energizing That, in a nutshell, is "visionary ity. their workers second, and aspects of such an approach, it also leadership." It is the means for achiev- investors only third when it come allows for many small experiments and ing education's mission in America. They to making hard choices. learning experiences to take place, and And, it is the local school board that can know that if they do the right it insulates the organization from major best bring together all of the commu- thing they will secure the loyalty errors that almost surely would follow parents. com- nity in our democracy and support of customers and from top-down planning or supervi- munity groups, and all others con- workers, and rewards to inves- sion." cerned about education in an effec- tors will follow. But if they worry tive and responsible way to initiate the first about the bottom line, they 7. "NEVER GET COMPLACENT." vision and sustain lasting change in our The best time to plan for the future are likely to make decisions that schools. and talk about making improvements cut corners in the marketplace or c- o