If you saw Waiting for Superman, a documentary on the state of public
education in America, you might recognize Geoffrey Canada. The
president of Harlem Children’s Zone (HCZ), Canada transformed the
organization in the late 90s into a center that actively follows the
academic careers of youths in a 24-block area of Harlem. The model was
so successful, that today the area covers 97 blocks. The New York Times
calls it “one of the biggest social experiments of our time.” President
Obama announced plans to replicate the Harlem Children’s Zone (HCZ)
model in 20 other cities in the US.
Harlem Children’s Zone isn’t simply helping children beat the odds, it’s helping to change the odds.
• Leadership by consensus sounds good, but it’s difficult because persuading everyone to do one thing is almost impossible.
• When you move away from a “leadership by consensus” model, people
might not like you. They’ll think you’re in charge and want to do things
your way. Being a good manager and having people like you aren’t always
the same thing.
• Trying to persuade people to do things your way can be a waste of
time. You might be better off to thank them for their difference of
opinion, suggest they do something else with their life, and proceed
with the people who are ready to move forward.
• A leader’s approach should be to respect people’s opinions and
listen to the issues, but once a decision is made, people have to make
it their job to carry it out.
• Sometimes leaders have to make decisions that are risky, but
risk-taking can be important in moving your organization forward.
• A leader must drive the team to innovate. Help them figure out how to do things better and smarter. It’s a constant process.
• Innovation doesn’t last forever. In fact, it will last for about 18
months. If you don’t come back and reenergize it after 18 months, it
will go downhill.
• People get excited about brand new ideas, but you must pay
attention to the things that are fundamental to your business or
organization.
• Assure people on your team that there’s no negative side to bringing up a problem and asking for support.
• To manage well, a leader must understand the underlying dynamics of
a group. Be transparent with your team and that will help neutralize
some of the anxiety in a group, then you can be about solving problems.
• Be willing to learn from those who are doing things better than you are.
• No one wants to have “difficult” conversations and few are trained
to do it. But a leader must be willing to tell people the truth.
• Work with people who have struggled to do difficult things. Someone
who has never experienced a setback may have a tough time working for
your organization. Hire people who are the best and who are on a mission
to make your business or organization better than it is.
• Steer away from hiring people who see the job as an extension of their ego or who want to use it to their personal advantage.
• Hire people with a decent sense of humor. Most of us work hard
doing hard work and are under a lot of stress. If the workplace has a
healthy sense of humor, you can take yourselves seriously and make fun
of yourselves at the same time.
(Adapted from “The Corner Office” by Adam Bryant, Times Books)
(Adapted from “The Corner Office” by Adam Bryant, Times Books)
View Geoffrey Canada in a segment of Meet the Press that addressed Education Nation.
reposted from http://www.wcablog.com
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