Breaking Ranks II : Strategies for Leading High School Reform

1. Breaking Ranks II : Strategies for Leading High School Reform TM Welcome toBreaking Ranks IIBeginning the Conversation

2. “The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.” Michelangelo

3. “The secret of managing a team is to keep the four guys who hate you away from the five who are still undecided.” Casey Stengel

4. Goal To help ensure your success as you work to improve student performance through the recommendations in Breaking Ranks II™.

5. “Breaking Ranks” ???

7. Breaking Ranks II 2004 1996

8. Climate for Change “This is the current program.” 1 “This is what we’re going to do instead.” The new thing

9. Climate for Change “This is the current program.” 2 The new thing “And this is what we’re going to do instead.”

10. Climate for Change “This is the current program.” The new thing 3 “And this is what we’re going to do instead.”

11. Why Break Ranks?

12. Rate of Change To achieve 25% penetration rate in U.S. homes … • Telephone – 35 years • Television – 26 years • Personal Computer – 16 years • Internet – 7 years • Personal Digital Assistants (PDA) – 3 years Willard Daggett: International Center for Leadership in Education, 2006

13. Ten Trends • For the first time in history, the old will out-number the young. • The U.S. will become a nation of minorities by mid-century • Social and intellectual capitol will become the primary economic value (Information age) • Education is shifting from averages to individuals (Standardization vs. Personalization) • The Millennial generation will insist on solutions to accumulated problems • Continuous improvement and collaboration will replace quick fixes and defense of the status quo • Knowledge creation and breakthrough thinking will stir a new era of enlightenment • Scientific discoveries and societal realities will force difficult ethical choices • Competition will increase as industries and professions intensify their efforts to attract and keep talented people • Technology will increase the speed of communication and the pace of advancement or decline Gary Marx. Ten Trends: Educating Children for Tomorrow’s World. 2003

14. Emerging Careers • Artificial Intelligence Technician • Automobile Fuel Cell Battery Technician • Cyrbarian • Image Consultant • Information Broker • Medical Diagnostic Imaging Technician • Neuromarketing Gary Marx. Ten Trends: Educating Children for Tomorrow’s World. 2003

15. Why Break Ranks? The Job Market 50 Years Ago: • 20% Professional • 20% Skilled Labor • 60% Unskilled Labor

16. Why Break Ranks? Today’s Job Market: • 20% Professional • 65% Skilled • 15% Unskilled

17. Why Break Ranks? College Graduates by Age 26 Source: Tom Mortenson, Research Seminar on Public Policy Analysis of Opportunity for Post Secondary, 1997.

18. The World is Flat Thomas L. Friedman

19. NCLB New era of accountability • Schools held to new standards • Required to reach all students

20. What Happens to Entering 9th Graders Four Years Later… 37 % Graduate from high school NOT college-ready 29 % Drop out of high school 34 % Graduate from high school college-ready Greene & Winters 2005

21. The Moral Imperative • “We’ll compare our performance to any of the surrounding high schools.” • “That could never happen at our school.” • “We have some of the best test scores around.” • “Our school is above average in every standardized measure.” • “Our drop out rate is acceptable.”

22. Breaking Ranks II Organization • 7 Cornerstone Strategies help schools strategize about entry points for implementing recommendations. • 31 Recommendations indicate specific goals for improving student outcomes.  3 Core Areas Themes that cluster recommendations keep the big picture in focus. pp. 6-15 pp. 17 - 18 p. 16

23. Collaborative LeadershipCore Area 1  Involve others in the change process through collaboration, review of data, and professional development.

24. Collaborative LeadershipCore Area 1 • Chapter 2 p. 19  Recommendations 1 – 9 p. 61

25. Personalization Core Area 2 ♥Provide opportunities for students to build relationships with adults and peers, and between themselves and what they learn.

26. Personalization Core Area 2 ♥ Chapter 3 p. 67 ♥ Recommendations 10-18 p. 83

27. Curriculum, Instruction, & AssessmentCore Area 3 ►Build relationships between students and ideas ► Rigorous & Essential Learnings ► Student-centered ► Applied to real world ► Engaging

28. Curriculum, Instruction & AssessmentCore Area 3 ► Chapter 4 p. 89 ► Recommendations 19-31 p.123

29. Seven Cornerstone Strategies • Establish the essential learnings a student is required to master in order to graduate, and adjust the curriculum and teaching strategies to realize that goal. • Increase the quantity and improve the quality of interactions between students, teachers, and other school personnel by reducing the number of students for which any adult or group of adults is responsible. • Implement a comprehensive advisory program that ensures that each student has frequent and meaningful opportunities to plan and assess his or her academic and social progress with a faculty member. • Ensure that teachers use a variety of instructional strategies and assessments to accommodate individual learning styles.

30. Seven Cornerstone Strategies • Implement schedules flexible enough to accommodate teaching strategies consistent with the ways students learn most effectively and that allow for effective teacher teaming and lesson planning. • Institute structural leadership changes that allow for meaningful involvement in decision making by students, teachers, family members, and the community and that support effective communication with these groups. • Align the schoolwide comprehensive, ongoing professional development program and the individual Personal Learning Plans of staff members with the content knowledge and instructional strategies required to prepare students for graduation.

31. Leadership “A leader is someone you willingly choose to follow to a place you would not go by yourself.” - Joel Barker

32. Leadership “Leadership focuses on the future, management focuses on the present.” - Joel Barker

33. When Noah heard the weather forecast, he ordered the building of the ark. That was Leadership. Then he looked around and said, "Make sure the elephants don't see what the rabbits are up to." That was Management. Leadership and Management

34. Balanced Leadership Framework: “Effective Leadership means more than simply knowing what to do – it’s knowing when, how and why to do it. Effective leaders know how to balance pushing for change while at the same time, protecting aspects of culture, values, and norms worth preserving...They know how to gauge the magnitude of change they are calling for and how to tailor their leadership strategies accordingly.” - McREL Meta-Analysis on Leadership (2004)

35. KNOWLEDGE ATTITUDES SKILLS What Does it Take?

36. How Principals See Themselves “Metropolitan Life Survey of the Teacher 2003: An Examination of School Leadership.”

37. 360 Feedback Instrument Support Staff Prof Staff Self Supervisor Admin Team Community Peers

38. “The fact that the captain of the ship can clearly see the port is of no use if the crew continues to paddle in a different direction.” ~ Author Unknown

39. Leadership “Leadership is a reciprocal relationship between those who choose to lead and those who decide to follow.” - Kouzes & Posner

41. School Culture

42. Systems “All organizations are perfectly designed to produce the results they get.” - Peter Senge, The Fifth Discipline

43. “The only difference between a rut and a grave is the depth of the hole.”Roland Barth

44. ? + + Skills Incentive + + Resources Action Plan Managing Complex Change Vision

45. + + Skills Incentive + + Resources Action Plan Managing Complex Change CHANGE Vision

46. Confusion + + Incentive + Resources Action Plan Managing Complex Change + Vision Skills

47. Anxiety + + Incentive + Resources Action Plan Managing Complex Change + Vision Skills

48. RESISTANCE + + Incentive + Resources Action Plan Managing Complex Change + Vision Skills

49. FRUSTRATION + + Incentive + Resources Action Plan Managing Complex Change + Vision Skills

50. TREADMILL + + Incentive + Resources Action Plan Managing Complex Change + Vision Skills