© 2010 Studer Group Dr. Robin Largue Dr. Janet Pilcher Day 1 Summer Leader Development Institute...

© 2010 Studer Group

Dr. Robin Largue

Dr. Janet Pilcher

Day 1 Summer Leader

Development Institute (LDI)


Santa Rosa School DistrictLeader Assessment &

Diagnosis

Data results analyzed 07.26.10

Leader Assessment and Diagnosis

What is your role?

# Responses % Response Rate

Board Member 3 of 5 60%

Superintendent / Asst. Superintendent 5 of 5 100%

Director / Manager 23 of 28 82%

Principal25 of 33

76%

Assistant Principal 25 of 31 81%Total 81 of 102 79%


Please choose the top 3 things your district does well and should continue to do.

Board Member Superintendent / Asst. Superintendent

Director / Manager Principal Assistant Principal

Tie: Financial & Fiscal Responsibility; Safety & Quality

Tie: Financial & Fiscal Responsibility; Student Achievement

Financial & Fiscal Responsibility

Student Achievement

Student Achievement

Tie: Consistency in Leadership Behavior; Goal Setting; Parent Engagement; Standardizing Best Practices; Student Achievement

Tie: Consistency in Leadership Behavior; Safety & Quality

Student Achievement

Accountability Safety & Quality

N/A Parent Satisfaction Accountability Financial & Fiscal Responsibility

Financial & Fiscal Responsibility


What are the top 3 barriers/challenges you face that keep you from achieving your results in your area of responsibility?



Tie: Financial & Industry Pressures; Lack of Funding; Time & Priorities

Lack of Resources Lack of Funding

Time & Priorities

Time & Priorities

Tie: Lack of Sense of Urgency; Communication Skills (other)

Lack of Funding Time & Priorities

Lack of Resources

Lack of Funding

Lack of Employee Engagement / Buy In

Lack of Resources

Lack of Funding

Lack of Resources


Please list the top three opportunities for improvement in your district?



Communication Communication Compensation & Benefits

Tie: Employee Engagement & Satisfaction; Teacher Engagement & Satisfaction

Compensation & Benefits

Tie: Consistency in Leadership Behavior; Teacher Engagement & Satisfaction


Teacher Engagement & Satisfaction

Tie: Compensation & Benefits; Communication

Tie: Communication; Employee Engagement & Satisfaction

Tie: Goal Setting; Technology

Tie: Consistency in Leadership Behavior; Focus on Strategic Directions & Success System; Goal Setting; Technology

Communication


Technology


Over the past 5 years, the external environment in Santa Rosa County School District has been:

* Calculation: 1=0, 2=25, 3=50, 4=75, 5=100

Santa RosaVery Easy

1

Easy2

Normal3

Difficult4

Very Difficult

5

Board Member 100.00 0 0 0 0 3

Superintendent / Asst. Superintendent 85.00 0 0 0 3 2

Director / Manager 83.70 0 0 3 9 11

Principal 83.00 0 0 2 13 10

Assistant Principal 82.00 0 0 2 14 9Total 83.64 0 0 7 39 35


Over the next 5 years, the external environment in Santa Rosa County School District will be:

* Calculation: 1=0, 2=25, 3=50, 4=75, 5=100

Santa RosaVery Easy

1

Easy2

Normal3

Difficult4

Very Difficult

5

Board Member 83.33 0 0 0 2 1



Principal 77.00 0 0 2 19 4

Assistant Principal 80.00 0 0 4 12 9

Total 80.86 0 0 6 50 25


If the district continues to perform exactly as it does today, your results over the next 5 years will be:

* Calculation: 1=0, 2=25, 3=50, 4=75, 5=100

Santa RosaVery Easy

1

Easy2

Normal3

Difficult4

Very Difficult

5

Board Member 33.33 0 2 1 0 0



Principal 47.00 0 8 13 3 1

Assistant Principal 38.00 0 14 9 2 0

Total 41.05 0 39 33 8 1


How well does your current leader evaluation system hold people accountable?

* Calculation: 1=0, 2=25, 3=50, 4=75, 5=100

Santa Rosa

Very Poor

1

Poor2

Fair3

Good4

Excellent5

Board Member 50.00 0 1 1 1 0Superintendent / Asst. Superintendent 55.00 0 0 4 1 0

Director / Manager 52.17 2 4 10 4 3Principal 68.00 1 1 8 9 6Assistant Principal 60.87 0 2 11 8 2Total 53.70 5 17 31 17 11


How well does your current leadership training prepare you for your leadership role?

* Calculation: 1=0, 2=25, 3=50, 4=75, 5=100

Santa Rosa

Very Poor

1

Poor2

Fair3

Good4

Excellent5

Board Member 66.67 0 0 1 2 0Superintendent / Asst. Superintendent 70.00 0 0 2 2 1

Director / Manager 59.09 2 2 7 8 3Principal 76.00 0 1 4 13 7Assistant Principal 70.00 0 3 5 11 6Total 68.75 2 6 19 36 17


How many employees do you directly supervise (complete their annual evaluation)?

Santa Rosa

Board Member 0.00Superintendent / Asst. Superintendent 8.80Director / Manager 24.61Principal 51.44Assistant Principal 29.72Total 32.58


How many of the employees that you supervise are not meeting performance expectations?

Santa Rosa

Board Member 0.00

Superintendent / Asst. Superintendent 0.75

Director / Manager 1.35

Principal 2.79

Assistant Principal 0.82

Total 1.61


How many employees do you have currently working for you who are in formal corrective/disciplinary action?

Santa Rosa

Board Member 0.00

Superintendent / Asst. Superintendent 0.00

Director / Manager 0.59

Principal 0.25

Assistant Principal 0.23

Total 0.32


From a teacher/staff perspective and point of view, how would a teacher/staff member rate your district? (1=Worst to 10=Best in Class)

% 9’s & 10’s Top Box

Santa Rosa

Worst1 2 3 4 5 6 7 8

Best in Class

9

Best in Class

10

Board Member 0.0% 0 0 0 0 0 0 3 0 0 0

Superintendent / Asst. Superintendent 0.0% 0 0 0 0 1 0 2 2 0 0

Director / Manager 8.7% 0 0 2 0 3 1 5 10 2 0

Principal 24.0% 0 0 1 0 1 1 4 12 5 1

Assistant Principal 16.0% 0 0 0 2 0 3 4 12 3 1Total 14.8% 0 0 3 2 5 5 18 36 10 2


From a parent/family perspective and point of view, how would a parent/family member rate your district? (1=Worst to 10=Best in Class)


Santa Rosa

Worst1 2 3 4 5 6 7 8

Best in Class

9

Best in Class

10

Board Member 33.3% 0 0 0 0 0 0 0 2 1 0

Superintendent / Asst. Superintendent 40.0% 0 0 0 0 1 0 0 2 1 1

Director / Manager 34.8% 0 0 0 0 2 0 4 9 8 0

Principal 44.0% 0 0 1 0 0 1 1 11 9 2



Rate the skill set of our district in implementing and standardizing best practices throughout the organization. (1=Worst to 10=Best in Class)


Santa Rosa

Worst1 2 3 4 5 6 7 8

Best in

Class 9

Best in Class

10

Board Member 33.3% 0 0 0 0 0 0 1 1 1 0

Superintendent / Asst. Superintendent 20.0%

0 0 0 1 0 1 2 0 1 0Director / Manager 8.7% 0 0 0 2 4 5 3 7 2 0

Principal 24.0% 0 0 1 0 3 4 6 5 4 2



Rate your perception of the consistency in leadership behavior / practices throughout Santa Rosa County School District. (1=Worst to10=Best in Class)

% 9’s & 10’s

Top Box

Santa Rosa

Worst 1 2 3 4 5 6 7 8

Best in

Class

9

Best in

Class10

Board Member 0.0% 0 0 0 0 0 0 2 1 0 0Superintendent / Asst. Superintendent

20.0% 0 0 0 0 0 0 2 2 1 0

Director / Manager 21.7% 0 1 0 1 0 5 7 4 5 0Principal 36.0% 0 0 2 0 2 2 6 4 5 4Assistant Principal 24.0% 0 0 1 3 4 1 5 5 2 4

Total 25.9% 0 1 3 4 6 8 22 16 13 8

What Do the Results Say About the Ability of the Organization to Change?

Talk in your groups.

Harvard Business Review -Leadership in a Permanent Crisis

“Are you waiting for things to return to normal in your organization? Sorry. Leadership will require new skills tailored to an environment of urgency, high stakes, and uncertainty—even after the current economic crisis is over.”

HBR – What to Do

“Foster adaptation, helping people develop the “next practices” that will enable the organization to thrive in a new world, even as they continue with the best practices necessary for current success.”

(cont.)

“Embrace disequilibrium, keeping people in a state that creates enough discomfort to induce change but not so much that they fight, flee, or freeze.”

Critical Learning Point Adapted from Peter Senge’s concept of Creative Tension

Unconsciously Unskilled

Consciously Unskilled

Critical Learning Point

Consciously Skilled

Unconsciously Skilled

(cont.)

“Generate leadership, giving people at all levels of the organization the opportunity to lead experiments that will help it adapt to changing times.”

The “Why” and the “How”

Four Steps to Solutions

People wish to be settled: Only as far as they are unsettled is

there any hope for them.

--------Ralph Waldo Emerson

Valley of Despair

Uninformed Optimism

Immobilization and Denial

Bargaining

Despair

Informed Pessimism Face The New Reality

Hopeful Optimism

Discovering the Devil in the Details

Informed Optimism

Structure aroundthe New Reality

Leverage the New Reality

Anger

Adapted by Keith McFarland. Author, The Breakthrough Company (2008) and Bounce (2009)

Purpose – Why this journey?

Proactively lead with an understanding of the external environment

Develop accountability system, create ways to be transparent, train leaders with very specific skills sets at LDIs and give them tools to use to be successful

Purpose, worthwhile work

and makinga difference

®

Studer Flywheel®

Bottom Line Results

(Transparency and Accountability)

Leader Results

Teacher Results

Self-Motivation

Prescriptive To Do’s

Tactics 1 to 4: recruit & retain

Tactics 5 to 14: coach & support

WHY


Why?

What’s Your What Exercise?

Individually respond to the questions.

Then discuss in your group.

What’s your what exercise?What’s your what?

What’s your employees’ what?

What’s your students’ what?

What’s your parents’ what?

What’s your bosses’ what?

What’s your superintendent’s what?

What’s your school board members’ what?

WHY- Satisfied Employees

Care about them and value them

Make sure they have the tools and equipment to do their job

Give them opportunities to learn and re-learn

Recognize and reward them for their good work

Deal with low performing employees and stop hiring more of them

High Performer

Come to work on time

Good attitude

Problem solver

Good influence

Eager to learn

Owner rather than renter in organization

Eager to change for the good of the organization

Middle Performer

Good attendance

Loyal most of the time

Influenced by high and low performers

Want to do a good job

Help managers be aware of problems

Adhere to organization policies

May need some coaching to help move to high performer

Low Performer

Point out problems in a negative way

Position leadership poorly

Master of we/they

Passive aggressive

Think they will outlast the leader

Say manager is problem

Demonstrate little commitment to work and organization

Come to work with a negative attitude

High, Middle, and Low Performers

About 34% High, 58% Middle, 8% Low

Of those 8%

1/3 will change behavior

1/3 will leave

1/3 will stay the same

Leaders spend about 80% of time on low performers

What Do We Do with High, Middle, Low?

High Performers

Left alone to do what they do best

They guide the development they need

Rewarded and recognized

Middle Performers

Coached and developed

Low Performers

Held accountable with good follow-through

Why- Reduce We/They

When you throw somebody under the bus to make yourself look better.

Manage Up rather than We/They

Managing Up - Communication

Positioning Others in a Positive Light . . .

Makes others better

Makes your organization better

Aligns behavior and energy

How Can We Reduce We/They

Know how to answer tough questions – very important in a changing environment

People look to leaders for answers to questions.

If not prepared, it’s difficult to answer and we tend to throw someone else (your boss) under the bus.

Tough Question Exercise

Step 1 Respond to the situationLet’s say your district just laid off 100 teachers because of the budget. And the district is building a new school in a growth area. As a leader what do you say when a teacher asks you how the district could lay off teachers and build a new school?

Step 2 Identify tough questions (like the one above) you hear from employees

Step 3 Determine how you would answer the questions without applying a we/they answer

Why? - Recruit and Retain Good Employees

Recruit good employees and value them to keep them

– 3 to 1– Peer Interviewing

– 30/90 day with new employees

– Leader rounding

NegativeNegative1 compliment1 compliment1 criticism1 criticism

1 to 11 to 1

NeutralNeutral2 2 complimentscompliments1 criticism1 criticism

2 to 12 to 1

Positive!Positive!3 3 complimentscompliments1 criticism1 criticism

3 to 13 to 1

Source: Tom Connellan, “Inside the Magic Kingdom”, pgs 91-95

EBL Components in Evidence-Based Classroom Learning

Principle 1

When Teachers Know What to Expect, They Perform

Tactic 1 Hold high, middle, and low performer conversations with teachers

Tactic 2 Use peer interviewing to help select new hires

Tactic 3 Hold 30 and 90 day meetings with new hires

Tactic 4 Round for outcomes on teachers

Tactic Two – Peer Interviewing

Get the right people on the bus and do everything leaders can to keep them

Hold peer interviews to determine

Skill – performance based

Will – passion for the job

Leader initially reviews candidates and excludes any that don’t meet minimum qualifications or ones that the leader could not live with

Peer interview team scores the candidates using performance-based questions. The candidate with the highest score if offered a job.

Tactic Three – 30/90 Day Meetings

For new employees hold 30 and 90 day meetings and ask the employee

How do we compare to what we said we could be like?

Tell me what you like. What is going well?

I noticed you came to us from ___ school district. Are there things you did there that might be helpful to us?

Is there anything here that you are uncomfortable with?

On the 90th day ask the above, and ask - as your supervisor is how can I be helpful?

Tactic Four – Leader Rounding

Way to build relationships with teachers and staff

Shows that we care about our employees

Allows us to be proactive in solving problems

We suggest that school leaders try to round on teachers and staff at least once a month

Share this with all school leaders

Rotate who rounds on who

Summarizing Why

District GPA Exercise

Complete individually

Discuss with group

Whole group discussion


How?

Where Will Our Focus Be?

Accountability

Transparency

Training

Tools

Accountability

To improve it is important to know answers to questions by looking at data. So, what are we going to do first? Build an accountability system. What is the district going to be accountable for?

What Measures Are Important?

Quality Pillar - Student Achievement

Get baseline scores for FCAT, graduation rates, and attendance rates of students.

Used the FCAT Scores as the district accountability measure

People Pillar - Employee Satisfaction with Work Environment

Get baseline scores for employee satisfaction with school leaders and superintendent

What Measures are Important?

Service Pillar

Parent Satisfaction with Schools – Get baseline scores for parent satisfaction for district

and by school

Satisfaction with District Services to Schools (for departments)– Support Card

Where Do We Start with Measures

Baseline for employee satisfaction, parent satisfaction and satisfaction with district support services

Once baseline is taken, what’s next – finalize goals

Once goals are finalized, what’s next – align goals to evaluation of leaders

First – Superintendent and District Leaders

Second – Principals and other leaders

Superintendent’s Goals and Measures

See copy of handout

Expectations for Leaders

In year one, superintendent and district leaders will be evaluated on goals and measures aligned to the superintendent’s goals and measures

In year one other leaders will

Begin to set goals and measures aligned to the superintendent’s goals and measures

In year one, all leaders will

Apply procedures that make the results of the measures transparent to employees and parents

Participate in LDIs (training sessions) to learn how to apply tools to achieve goals

Summary of Goals and Measures

Quality – FCAT scores

People – Employee Satisfaction by District, Department and School

Baseline – September 2010

Mid-term - Dec 2010

Final - April 2011

Service

Parent Satisfaction Survey for each school

– Baseline – September 2010

– Final - March 2011

Support Card – Monthly measures

Finance – Financial efficiency ratios

Connecting Back to Purpose

Why is it Important to Change Our Practices?

We know that even if economic times get better if we stay the same we will lose ground.

Leaders who lead with a sense of urgency will be more likely to achieve excellence

We improve the most when we unsettle the organization – creative tension

What is this all about?

It is about developing excellent leaders who live each day creating a great place for teachers to teach and staff to work so that students learn at their highest levels and parents are satisfied with their child’s education– Quality – Student Achievement

– People – Employee Satisfaction

– Service – Parent Satisfaction and Principals Satisfaction with District Services

© 2010 Studer Group Dr. Robin Largue Dr. Janet Pilcher Day 1 Summer Leader Development Institute...

Documents

Transcript of © 2010 Studer Group Dr. Robin Largue Dr. Janet Pilcher Day 1 Summer Leader Development Institute...