11. Getting Unstuck: Creating a Culture of Change Part 1 – an Interview with Claire Hollenbeck
How do you view change – as episodic or as a constant? In this episode, which is Part 1 of a two-part series, we’ll begin to explore of the idea of building a culture of change – or as we prefer to call it, a culture of continuous learning, growth and improvement. We’ll be joined mid-way through the episode by Edtech innovator, Claire Hollenbeck. Claire will draw on her extensive experience to talk about what happens in an organization that encourages and relies on a culture of learning.
Claire is an edtech innovator who specializes in professional learning for teachers and administrators. She is a dynamic leader who is passionate about creating professional development solutions that delight educators and help them improve their practice.
• The seven competencies of high-performing leaders.
• The three beliefs and behaviors high-performing leaders tend to demonstrate.
• How high-performing leaders deliberate take on change initiatives that can legitimately and purposefully connect to other initiatives in pursuit of securing the organization’s desired results.
• How a leader’s demonstration of honest vulnerability about the need or process for change can can impact staff and change.
• Why it’s important to make “learning” a core value of the organization.
• How a leader’s level of emotional intelligence plays an important role in how they lead change.
• The type of cultural environment where a learning organization tends to thrive.
• Why certain organizations are likely to be unable to be as nimble as they want – and thus not pivot as quickly when they need to.
• How knowing “the why” behind a change can spur staff buy-in and action.
• Why starting small or starting an enormous change in pieces may increase the likelihood of change success.
• Why it’s important for organizations to constantly self-examine how they are adapting to and or leading innovation in their sphere of influence.
After listening to the episode:
One of the ideas we introduced in this episode is that a potential change initiative needs to be looked at relative to other changes initiatives and to getting desired results. To support that thinking, consider the question we introduced earlier:
“Relative to everything we are already doing, and could be doing, how will changing in this way move us closer to achieving our desired results?”
What is the benefit of looking at all changes through this lens of coherence?
Identify two stress reducing practices that you can build into your day-to-day operations as an organization. These could be as simple as a brief moment of reflection and sharing at a key meeting, or bringing in an anti-stress speaker over lunch. How would such stress-reduction efforts support a culture of change and growth?