I.

THE DEBATE MAKER

 What is the diminisher’s approach to making
decisions?
 Raise Issues – bring issues to people’s attention but
they fail to present it in a way that others can
contribute
 Dominate Discussion
 Force Decisions
3 PRACTICES OF A DEBATE MAKER

1. Frame the Issue (form the right question)

a) Define the question – Identifying the right issues
and questions to drive the debate
b) Form the team – Identifying those with key
knowledge, key stakeholders and those charged with
carrying-out the decisions
c) Assemble the data
d) Frame the decision – What?, Why? And How?
3 PRACTICES OF A DEBATE MAKER – CONT.

2. Spark the Debate

a. Engaging – compelling and important to everyone
b. Comprehensive – right information and common
understanding of the issue
c. Fact-based – deeply rooted in fact and not opinion

d. Educational – People leave more focused on what

they learned as opposed to who won or lost.
* See chart on page 149 on safety vs. rigor
3 PRACTICES OF A DEBATE MAKER – CONT.

3. Drive a sound decision

a) Re-clarify the decision making-process – see
sample question on pg. 150
b) Make a decision – not necessarily a consensus
decision
c) Communicate the decision and rationale – making
a case and building momentum
TIPS FOR DEBATE MAKERS

I. Rules of shared inquiry

a) Discussion leader only asks questions…does not
give solutions etc…
b) Participants supply evidence to support their
theories as opposed to baseless opinions
c) Everyone participates
STARTING BLOCKS

1. Ask the hard questions

2. Ask for the data
3. Ask each person
 II. THE INVESTOR
The diminisher – Micro-manager
 How does a micro-manager lead a project or
initiative?
 Maintain ownership
 Jump in and out
 Take it back

How to team members respond to this behavior?

THE MULTIPLIER - INVESTOR

1. Define Ownership
a) Name the lead
b) Give ownership for the end goal
c) Stretch the role

How does this work in education?

PRACTICES OF AN INVESTOR

2. Invest resources
a) Teach and Coach
b) Provide back-up

How does an educational supervisor invest resources

to help support a team?
PRACTICES OF AN INVESTOR – CONT.

3. Hold People Accountable

a) Give it back – ownership and accountability
b) Expect complete work – multipliers never do
anything for people that they can do for themselves.
c) Respect natural consequences
d) Make a scoreboard visible

How to we hold teacher’s accountable for school-wide

initiatives?
STARTING BLOCKS

1. Let them know who is boss

2. Let nature takes its course – let it happen, talk
about it and focus on next time.
3. Ask for F-I-X – don’t assume responsibility to
fix things
4. Hand back the pen – don’t take over
III. THE CHALLENGER

The Know-it-
1. allthey know
Tell what
2. Test what you know
3. Tell people how to do their jobs

What is the result for those working in this

environment?
THE CHALLENGER IN PRACTICE

1. Seed the opportunity

 Show the need
 Challenge assumptions
 Reframe Problems
 Create a starting point

Let’s apply this in a real-world, school scenario. Let’s

choose a current issue and show how we may seed
the opportunity as a supervisor?
THE CHALLENGER CONT.

2. Lay-down the Challenge

 Raise the Bar
 Clearing the Bar
 Extend concrete challenges
 Ask hard questions
 Let others fill in the blanks

Continue the previous scenario and continue to apply

these strategies.
THE CHALLENGER CONT.

3. Generate Belief
 Helicopter down
 Lay-out a path
 Co-create the plan
 Orchestrate and early win

Continue to apply these strategies to our sample.

BECOMING A CHALLENGER

1. Go to the extreme with questions

2. Take a bus trip
3. Take a massive baby step

How does this apply in the school-setting? Are

these strategies more or less applicable to
schools than some of Wiseman and McKeown’s
other multiplier types?
IV. LIBERATOR

Tyrant vs. Liberator

 Read Bob Weinstein’s “How to Handle a Tyrant
Boss”
 As a supervisor, what are the negative effects
of “tyrannical” or “bullying” behavior on the
organization that you lead? Be certain to consider
Wiseman’s action steps for how employees handle these
situations.
THE TYRANT
 How does Wiseman describe the work place of
led by a Tyrant?

“Creates a tense environment that suppresses

people’s thinking and capability”

 What are some of the descriptive words that she

and McKeown use to describe these work places?
THE DIMINISHERS APPROACH
 Dominate Space
 Create Anxiety
 Judge Others

Why do the Tyrant leaders use these tactics in the

work place?
Do you think that these type of leaders can be
rehabilitated or will they always be a diminisher?
THE LIBERATOR

“Creating an intense environment in which superior

thinking and work can flow”

How do we do this? How can we create this

intense environment without becoming a tyrant?

How might this work in the school setting?

3 PRACTICES OF A LIBERATOR

1. Create Space
 Release others by restraining yourself
 Shift the ratio of listening to talking
 Operate with consistency
 Level the playing field

What do you do when those you lead do not fill the

space or they fill it with the wrong ideas?
3 PRACTICES OF A LIBERATOR

2. Demand People’s Best

 Defend the standard
 Distinguish between best work and outcomes

What do you do when the group’s best work isn’t

producing the needed outcomes?
3 PRACTICES OF A LIBERATOR

3. Generate Rapid Learning Styles

 Admit and share mistakes
 Insist on learning from mistakes

When should you move from celebrating and learning

from mistakes to another level of accountability?
HOW TO BECOME A LIBERATOR

1. Play your chips – What did Wiseman and

McKeown mean by this?

2. Label your opinions – How does this help?

3. Make your mistakes known – Is there a limit

on this in practice?