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S.C.A.R.F: A Tool of Influence

S.C.A.R.F: A Tool of Influence. Reba Schumacher, M.Ed., PCC Educational Consultant and Leadership Coach Reba Schumacher and Associates Consulting rsca@suddenlink.net. The Story of One Principal. NeuroLeadership Institute. 'NeuroLeadership'. SCARF Model. SCARF Model. ENGAGEMENT.

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S.C.A.R.F: A Tool of Influence

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  1. S.C.A.R.F: A Tool of Influence Reba Schumacher, M.Ed., PCC Educational Consultant and Leadership Coach Reba Schumacher and Associates Consulting rsca@suddenlink.net

  2. The Story of One Principal

  3. NeuroLeadership Institute 'NeuroLeadership'

  4. SCARF Model

  5. SCARF Model

  6. ENGAGEMENT STRESS

  7. Status

  8. Social and Physical Pain Produce Similar Brain Responses

  9. CLARIFY ? (USUALLY FIRST) OPTIONS FOR REFLECTIVE FEEDBACK VALUE &/or VALUE POTENTIAL REFLECTIVE QUESTIONS for Possibilities

  10. Certainty

  11. Standards and Expectations Holding up….and articulating the Standards & Expectations • Systems for Continuous District and School Improvement • Critical Success Factors of: • Academic Performance • Family/Community Engagement • Teacher Quality • Use of Quality Data to Drive Instruction • School Climate • Leadership Effectiveness • Increased Learning Time • Expected Knowledge and Needed • Skills

  12. Autonomy

  13. Relatedness

  14. Fairness Holding up….and articulating the Standards & Expectations • Systems for Continuous District and School Improvement • Critical Success Factors of: • Academic Performance • Family/Community Engagement • Teacher Quality • Use of Quality Data to Drive Instruction • School Climate • Leadership Effectiveness • Increased Learning Time • Expected Knowledge and Needed • Skills

  15. Neuroscience and Coaching

  16. The Second Principal

  17. Upgrading Her SCARF

  18. Group Work What are some things that you can do in your conversations with Sandra to increase her rewards and decrease her threats? How will you start? What SCARF elements will you address in isolation?; In combination? What else?

  19. Transformations Independence Interdependence

  20. Sometime When Faced with the Urgent, We Forget Our Values • What will you do when what you are doing may potentially create disharmony on your staff? • How will you respond when the initiatives you are using are not in alignment with the standards ad expectations? • How can I best support you to document the schools actions toward school improvement? • How would you like for me to document the fact that you’ve not completed your required actions?

  21. Transformational leaders needed “Most principals were prepared for and appointed to jobs that no longer exist.” Art Levine, Educating School Leaders

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