This self-assessment outlines key indicators of learning leadership and aligned system design in teams, networks, and organizations.
As a leader, complete the assessment in collaboration with members of your leadership team, reflecting on (1) the degree to which each mindset, behavior, or practice is present in your system and (2) how your leadership team has supported or inhibited uptake. Use your answers to identify areas of strength and growth and to measure improvement over time.
Download a PDF or an editable copy of the assessment.
As Isobel Stevenson recommends, boil down your learning methodology and process to its core components, keeping application of the learning process at scale as your North Star.
- Is the methodology simple and user-friendly? Accessible to all users? Stripped of jargon? Designed and communicated as intuitive principles and processes, rather than rules? Aligned with other principles of liberatory design?
- What core questions should users ask and answer during each step of the learning methodology?
- Which processes, templates, and routines are necessary? Which are optional but helpful? Which might you discard?
Reference the High Tech High (HTH) improvement method diagram and Partners in School Innovation’s Results-Oriented Cycle of Inquiry (ROCI) one-pager as examples.
“To belong is not just to be a citizen or member in the weakest sense, but to be able to participate in co-creating the thing you belong to.”John A. Powell
Consider: How conducive is your system’s culture to ongoing learning in pursuit of ever better?
- Have you co-developed shared values with stakeholders? If not, get started. Don’t rely on your system or organization’s formal values (if you have them). You’re looking for the organic values that define your daily interactions, work, and culture. Identifying these norms should feel intuitive to community members.
- What makes your system, team, or organization unique? In communities with strong shared identity, you will often hear people say, “That’s such a [community name] thing.” What are those qualities and quirks in your system?
- What qualities of your community have made or will make it possible for you to learn, grow, and improve together?
- What norms, ideas, and feelings do you value and want to continually keep in mind?
For a formal values articulation exercise, use Step 3.1 in the Workbook to collaboratively assess your own leadership practice and system design against the Leading Through Learning principles.
- When and how have you been explicit about your own leadership practice, reflecting on how it contributes to system success and failure?
- Have you encouraged and supported stakeholders in recognizing their emotions and translating them into actionable knowledge? Have you modeled this approach in your own behavior?