Leader Development Institute October 27, 2010
description
Transcript of Leader Development Institute October 27, 2010
![Page 1: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/1.jpg)
Leader Development Institute
October 27, 2010
![Page 2: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/2.jpg)
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.
![Page 3: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/3.jpg)
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.
![Page 4: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/4.jpg)
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.
![Page 5: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/5.jpg)
In this environment of very rapid change, we have had to evolve
quickly.
![Page 6: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/6.jpg)
ALIGNMENT +
ACTION +
ACCOUNTABILITY__________________________
ALWAYS
Always
![Page 7: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/7.jpg)
Never Sometimes Usually Always
Always
![Page 8: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/8.jpg)
Nine Principles ®
Commit to excellence
Build a culturearound service
Measure theimportant things
Create and developgreat leaders
Focus on employeesatisfaction
Build individualaccountability
Recognize andreward success
Communicateat all levels
Align behaviorswith goals and values
![Page 9: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/9.jpg)
Execution FrameworkEvidence-Based LeadershipSM
Standardization AcceleratorsMust Haves®
Performance Gap
Objective Evaluation
SystemLeader
Development
Foundation Breakthrough
STUDER GROUP®:
Aligned Goals Aligned Behavior Aligned Process
Rev 9.1.10
![Page 10: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/10.jpg)
Barriers to Change
DenialRationalizationBlameUniquenessUnwillingnessNot Skilled
![Page 11: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/11.jpg)
Phases of Change
PHASE 1:The
Honeymoon
PHASE 2:Reality Sets In
PHASE 3:The Uncomfortable
Gap
PHASE 4:Consistency
What to expect: Sense of
excitement Right “to do” list Things will get
better (hope) Quick fixes are
implemented Skeptics
What to expect: We/they Inconsistency Bigger than I
thought This will impact
me Some are getting
it Some are not
What to expect: The performance
gap is evident Tougher decisions
must be made Process
improvement increases
Inconsistencies become obvious
What to expect: High performing
results Everyone
understands the keys to success
Disciplined people and disciplined processes
Proactive leadership
![Page 12: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/12.jpg)
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.
![Page 13: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/13.jpg)
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.
![Page 14: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/14.jpg)
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.
![Page 15: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/15.jpg)
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.
![Page 16: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/16.jpg)
Being silent is another form of We/They.
![Page 17: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/17.jpg)
“People wish to be settled; but only as far as they are unsettled, is there any hope for them.”
Ralph Waldo Emerson
![Page 18: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/18.jpg)
Unconsciously unskilled
(incompetent)
Consciously unskilled
(incompetent)
Consciously skilled
(competent)
Unconsciously skilled
(competent)
Phases of Competency
![Page 19: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/19.jpg)
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
![Page 20: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/20.jpg)
What are your “Take Aways”?
![Page 21: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/21.jpg)
Four Steps to Solutions
Deny the data.
Accept the data, but think it is someone else’s problem.
Accept the data and the problem, but think a solution can’t be found.
Accept the data.Accept the problem. Accept the solution.
![Page 22: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/22.jpg)
Areas of Strength to Leverage (Parent Survey)
The major strengths of the Santa Rosa County School District are: Academic achievement of students Safe schoolsSource of pride for the community
![Page 23: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/23.jpg)
Parent Satisfaction Survey September 2010
The district mean: 3.95Highest 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.
![Page 24: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/24.jpg)
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 districtMore opportunities for positive communication with parentsBetter ways for school staff to communicate with parents about student performance
![Page 25: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/25.jpg)
Parent Satisfaction Survey September 2010
Lowest Scored ItemsSuperintendent is an effective leader.The principal is an effective leader.I receive positive phone calls and notes about my
child from this school.
![Page 26: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/26.jpg)
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
![Page 27: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/27.jpg)
Employee Engagement Survey September 2010
The district mean: 3.81Highest 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.
![Page 28: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/28.jpg)
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.
![Page 29: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/29.jpg)
Employee Engagement Survey September 2010
Lowest Scored ItemsThe 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.
![Page 30: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/30.jpg)
Managing Up
Stopping the WE/THEYTake a look in the mirrorManaging Up-Communicating Effectively Exercise
![Page 31: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/31.jpg)
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.
![Page 32: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/32.jpg)
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?
![Page 33: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/33.jpg)
Debrief Survey Roll Out
What worked well?What questions do you still have?
![Page 34: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/34.jpg)
Leader Rounding
Connecting to Staff
![Page 35: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/35.jpg)
How do we explain things…
WHAT
WHY
HOW
WHAT
HOW
WHY
![Page 36: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/36.jpg)
Instead…
WHAT
WHY
HOW
WHY
WHAT
HOW
![Page 37: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/37.jpg)
Purpose
Purpose of Rounding – to build relationships and improve processes
![Page 38: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/38.jpg)
Rounding for Outcomes - Employees
Align Questions to fit Desired Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
![Page 39: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/39.jpg)
Why do we do leader rounding?
Process Improvement – execution and consistencyReward and Recognition
92% of people respond to reward and recognitionWhat gets rewarded gets repeatedCommunicate things that are rightBe specificSenior leaders write notes; direct supervisors say it personally
![Page 40: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/40.jpg)
Negative1 compliment1 criticism
1 to 1
Neutral2 compliments1 criticism
2 to 1
Positive!3 compliments1 criticism
3 to 1
Source: Tom Connellan, “Inside the Magic Kingdom”, pgs 91-95
![Page 41: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/41.jpg)
Sample Rounding Stoplight Report
![Page 42: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/42.jpg)
Monthly Brief
Message from PrincipalWhat’s Working WellAreas to ImproveSpecial Recognition
![Page 43: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/43.jpg)
Rounding Process Survey
![Page 44: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/44.jpg)
Leader Rounding
How did you explain “why” you are rounding?
![Page 45: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/45.jpg)
Debrief Leader Rounding Process
Debrief using Rounding Survey
![Page 46: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/46.jpg)
Questions and Comments on Leader RoundingWhere are the gaps?
![Page 47: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/47.jpg)
Take Aways
What is your take away from this last segment on managing up or leader rounding?
![Page 48: Leader Development Institute October 27, 2010](https://reader036.fdocuments.us/reader036/viewer/2022062501/5681668e550346895dda6235/html5/thumbnails/48.jpg)
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