Sarah Sharkey!

6/16/2014!

S2a!

How has reading this book changed your view of leadership? What was the concept which
changed or opened your view of leadership the most? What will you do to improve your
leadership skills?

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Great leadership is indeed a difficult thing to pin down and
understand (Bradberry, 1). Just a few weeks ago, if someone asked, What is a leader? I would
have responded, Someone whom others follow. While this may be true (since you cannot have
a leader without any followers), there is much, much more to leading others. Leadership 2.0
separates leadership skills into two categories: Core and Adaptive.
Core Leadership Skills are skills are the skills necessary to become a leader. They are
the foundation of effective leadership (Bradberry, 3). The core of leadership consists of
Strategy, Action, and Results. Core skills are not automatic for everyone. Even if some people
do find them to be automatic, there is always room for improvement. Aspiring leaders can learn
the core leadership skills to mold their own blade (Bradberry, 3). It is one thing to think of an
idea and try to implement it. It is another thing to think of an idea, come up with a plan, make
decisions to mobilize others, and focus on results and the risks necessary to achieve those results.
Every leader practices the core leadership skills.
Adaptive Leadership Skills are what set great leaders apart (Bradberry, 7). Adaptive
Leadership Skills bring leadership to the next level. They inspire, motivate, and educate in a

passionate, transparent, relationship building sort of way. A leader who possesses adaptive skills
understands the relationships they are a part of, as well as how those relationships are affected by
the decisions made throughout the company. I view Adaptive Leadership Skills as the skills that
take leadership from a vision to mobilizing and supporting others to reach success as a team.
In high school I cashiered at a grocery store. The Front End Manager was just that - a
manager. She hired and fired individuals, trained new employees, made schedules, evaluated
profit margins, and occasionally cashiered when needed. She was a very nice person and the
front end ran smoothly. However, there was never innovation, change, or adaptability. In my
current position, our Literacy Specialist recently called out to the Peer Coaches in our building.
She plans to create a vision for a collaborative Peer Coaching effort to assist in meeting our
building vision. After meeting twice, the new team as pinpointed important efforts for focus.
We plan on creating a rollout to present to the rest of the staff at the beginning of the school year
as well as trainings for staff meetings in order to create common experiences among everyone.
My current situation provides as a strong example of a beginning leadership initiative.
Although the Literacy Specialist is our Leader, we are a team that will utilize the talents of all
participants. As Don Clark states, Management is more about ensuring that the organization's
resources are allocated wisely, rather than trying to control people, while Leadership deals
with the interpersonal relations such as being a teacher and coach, instilling organizational spirit
to win, and serving the organization and workers. Leadership is what moves a group forward.
The Literacy Specialist has demonstrated Adaptive Leadership Skills.
In many of my previous work experiences, I have worked my way into leadership
positions. Once in these positions, I placed more emphasis on the management of the program

as opposed to leadership in the program. For example, I transitioned from After School
Program Assistant to After School Program Director. In the director position, I occasionally
fulfilled the job as an assistant when necessary, but I also managed the program by creating
schedules, handling payments, organizing time cards, and so on. I created weekly themes and
expectations for each day. I interacted with families and children within the program. I made sure
the children were safe while in our care. I did not, however, come up with new or innovative
ideas. I also did not look for ways to improve the program once I felt all issues were addressed.
Upon reading Leadership 2.0 by Travis Bradberry and Jean Greaves, I recognized many areas I
have already put into practice. I utilized the Core Leadership skills to help move each company
forward. According to the 360 degree Refined Assessment my Adaptive Leadership skills are
stronger than my Core Leadership skills. Most Adaptive Leadership skills are skills I use
everyday. I never identified these as Leadership skills, so I did not use them to their maximum
potential. Now that I have brought to consciousness the skill areas outlined in this book, I am
better able to apply and enhance these skills in future Leadership opportunities. I will enhance
my Core Leadership skills, beginning with Courage to Lead, and practice those skills with my
coworkers through staff meetings and peer coaching opportunities.
I feel Leadership requires very strong interpersonal skills. This includes building trust,
igniting passion, and utilizing talent within the company to build relationships necessary for
success. Relationships allow leaders to maintain clarity and constancy of purpose and to face
the data and the fears (Blankstein, 42). After relationships are formed, it is critical to build a
Courageous Leadership Team (Blankstein, 30). Although it may take one person to change the
world, that one person is the influence and orchestrator of that change. If the change is well

thought-out prior to implementation, the change will continue through passion with little
management while the leader takes the time to guide, coach, and motivate people to do their
best throughout the entire process (Clark).
Reflecting on my own practices, I realize I am driven by four main values - honesty,
perseverance, commitment, and passion. I feel sensitive honesty drives change. I constantly
reflect on my own practice and determine what went well and what needs to happen to make
tomorrow successful. Perseverance is key in the teaching profession, but I find it a necessary
skill in many workplaces. In my own classroom I do my best to help my students become
flexible thinkers and to problem solve everyday situations. I apply that to my own life as
well. Without commitment, it is difficult to make positive change in the environment around you.
As a leader and a member of a team, I need to rely on others to complete their job so we can
meet our end goal. Finally, without passion there is no drive for success. Passion helps me be the
best I can be. I plan on laying these values as the foundation of my leadership journey.

Blankstein, A. M. (2013). <i>Failure is not an option: six principles for making student
success the only option</i> (3rd ed.). Thousand Oaks, Calif.: Corwin ;.

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Bradberry, T., & Greaves, J. (2012). <i>Leadership 2.0</i>. San Diego, CA: TalentSmart.

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Clark, D.R (2013). The Four Pillars; Leadership, Management, Command, and Control.
Retrieved from http://nwlink.com/~donclark/leader/LMCC.html#LM

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The School Principal as Leader. (2011, January 1). <i></i>. Retrieved June 16, 2014,
from http://www.wallacefoundation.org/knowledge-center/school-leadership/effectiveprincipal-leadership/Documents/The-School-Principal-as-Leader-Guiding-Schools-toBetter-Teaching-and-Learning.pdf