1 / 48

Leader Development Institute October 27, 2010

Leader Development Institute October 27, 2010. Robin Largue Robin.largue@educatorready.com Janet Pilcher Janet.pilcher@educatorready.com. 2011. 1. Leading organizations will step up to accept responsibility for preventing the preventable and never events truly becoming never.

regis
Download Presentation

Leader Development Institute October 27, 2010

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Leader Development InstituteOctober 27, 2010 Robin Largue Robin.largue@educatorready.com Janet Pilcher Janet.pilcher@educatorready.com

  2. 2011 1. Leading organizations will step up to accept responsibility for preventing the preventable and never events truly becoming never. 2. Reputations will be earned by performance not publicist. 3. Inconsistency will be more noticeable. 4. Transparency will increase.

  3. 2011 5. Those organizations who already have solid employee relationships will have trust needed to build structure for changing evaluation and payment systems. Those that have relationship issues will have performance issues 6. Pay for Performance will improve quality as measured by student achievement measures. 7. Schools are under the microscope with Differentiated Accountability. Teachers are under more pressure to make sure students show academic growth. Student achievement depends on effective teaching.

  4. 8. Accountability systems will improve. 9. Improving quality in school districts means improving student achievement. This depends on principals spending time developing effective teachers whose students show academic growth. To do so, principals must establish relationships with teachers.

  5. In this environment of very rapid change, we have had to evolve quickly.

  6. Always ALIGNMENT + ACTION + ACCOUNTABILITY__________________________ ALWAYS

  7. Always Never Sometimes Usually Always

  8. Nine Principles ® Commit to excellence Build individual accountability Measure the important things Align behaviors with goals and values Build a culture around service Communicate at all levels Create and develop great leaders Recognize and reward success Focus on employee satisfaction

  9. Rev 9.1.10 Execution FrameworkEvidence-Based LeadershipSM Breakthrough Foundation STUDER GROUP®: Objective Evaluation System Leader Development Must Haves® Performance Gap Standardization Accelerators Aligned Goals Aligned Behavior Aligned Process

  10. Barriers to Change • Denial • Rationalization • Blame • Uniqueness • Unwillingness • Not Skilled

  11. Phases of Change

  12. Manage UP (Harvard Business Press) • Managing up is a conscious approach to working with your supervisor toward mutually important goals. • Through managing up, you build a better relationship with your boss and also deliver value to your school district.

  13. Manage UP (Harvard Business Press) • In particular you • Cultivate a beneficial relationship with your manager. • Take advantage of expertise and resources to solve problems. • Negotiate win/win solutions to challenges.

  14. Manage UP (Harvard Business Press) • People who manage up understand that they and their bosses are mutually dependent on one another. Your boss needs cooperation, reliability, and honesty from you. And you need your boss to forge links to the rest of your organization, to set priorities and to obtain critical resources.

  15. Example—Managing Up • A principal provides the following information to employees at a faculty meeting. The district budget was reduced by 15% due to a decrease in tax revenues. The Superintendent was committed to retaining as many instructional personnel as possible. In order to do this some difficult decisions had to be made. But the Superintendent showed a strong commitment to our employees and to the well being of our students and their families.

  16. Being silent is another form of We/They.

  17. “People wish to be settled; but only as far as they are unsettled, is there any hope for them.” Ralph Waldo Emerson

  18. Phases of Competency

  19. EBL and Challenges “You may encounter many defeats, but you must not be defeated. In fact, it may be necessary to encounter the defeats, so you can know who you are, what you can rise from, how you can still come out of it.” Maya Angelou

  20. What are your “Take Aways”?

  21. Four Steps to Solutions

  22. Areas of Strength to Leverage (Parent Survey) The major strengths of the Santa Rosa County School District are: • Academic achievement of students • Safe schools • Source of pride for the community

  23. Parent Satisfaction Survey September 2010 The district mean: 3.95 Highest Scored Items My child’s learning is a high priority at this school. The school provides a safe environment for my child to learn. The school is clean and well maintained.

  24. Areas with Most Opportunity for Improvement Santa Rosa County School District has the most opportunity to improve these major areas: • Perception of effective leadership at all levels of the school district • More opportunities for positive communication with parents • Better ways for school staff to communicate with parents about student performance

  25. Parent Satisfaction Survey September 2010 Lowest Scored Items Superintendent is an effective leader. The principal is an effective leader. I receive positive phone calls and notes about my child from this school.

  26. Areas of Strength to Leverage (Employee Survey) The major strengths of the SRCSD are: • The highest scored item on the survey indicates that staff has confidence in the value of the education that students receive in schools in the district. • Leaders show genuine concern for the welfare of employees. • Good work and high performance are recognized by leaders in the school district

  27. Employee Engagement Survey September 2010 The district mean: 3.81 Highest Scored Items My principal/supervisor demonstrates a genuine concern for my welfare. My principal/supervisor recognizes good performance. The expectations for judging my performance are clear.

  28. Areas with Most Opportunity for Improvement In regard to staff engagement, SRCSD has the most opportunity to improve these major areas: • Be more transparent in communicating why particularly difficult decisions (financial) are being made. • Provide tools and equipment that staff needs to meet their work objectives. • Leaders need to engage with employees in very specific ways to gain their input and to provide feedback to help them improve their performance.

  29. Employee Engagement Survey September 2010 Lowest Scored Items The Superintendent manages district finances effectively. The Superintendent makes informed decisions based on the best interest of the district. The Superintendent has integrity and is honest.

  30. Managing Up • Stopping the WE/THEY • Take a look in the mirror • Managing Up-Communicating Effectively Exercise

  31. Employee Engagement Survey September 2010 Lowest Scored Items without Superintendent Items My principal/supervisor consults me on decisions that affect my job. I have the materials and supplies to do my job. My principal/supervisor provides the support needed to accomplish my work objectives.

  32. Parent and Employee Surveys Responses to open ended questions will be sent soon. What is working well? What could be improved? Who should be rewarded and recognized for good work?

  33. Debrief Survey Roll Out • What worked well? • What questions do you still have?

  34. Leader Rounding Connecting to Staff

  35. How do we explain things…

  36. Instead…

  37. Purpose • Purpose of Rounding – to build relationships and improve processes

  38. Rounding for Outcomes - Employees

  39. Why do we do leader rounding? • Process Improvement – execution and consistency • Reward and Recognition • 92% of people respond to reward and recognition • What gets rewarded gets repeated • Communicate things that are right • Be specific • Senior leaders write notes; direct supervisors say it personally

  40. 3 to 1 3 compliments 1 criticism Positive! 2 to 1 2 compliments 1 criticism Neutral 1 to 1 1 compliment 1 criticism Negative Source: Tom Connellan, “Inside the Magic Kingdom”, pgs 91-95

  41. Sample Rounding Stoplight Report

  42. Monthly Brief Message from Principal What’s Working Well Areas to Improve Special Recognition

  43. Rounding Process Survey

  44. Leader Rounding • How did you explain “why” you are rounding?

  45. Debrief Leader Rounding Process Debrief using Rounding Survey

  46. Questions and Comments on Leader Rounding Where are the gaps?

  47. Take Aways What is your take away from this last segment on managing up or leader rounding?

  48. Tools in the Toolbox • Support Card—11-1; 2-1; 5-1 • Calling 3 to 5 parents a week with positive news • Parent Newsletters (monthly, quarterly) • Rounding on all employees every 30 days • Rewarding and recognizing employees • Employee Engagement Survey —12-1 • Roll out the data—January • Parent Survey—April • LDI—2-8 or 2-9

More Related