Lawrence County Instructional Leadership Team

1. Lawrence County Instructional Leadership Team �The Way of the Shepherd� Summer Meeting: Day 1 Thursday, June 10, 2010 ��The principles of the Way of the Shepherd still work after thousands of years because the basic needs of people have remained essentially the same,� he explained. �as to why more people don�t shepherd their people, Jack answered that himself. Great leadership comes at a price that too few are willing to pay.����Written as a story of a cub reporter�s interview with the most respected CEO in America, The Way of the Shepherd: 7 Ancient Secrets to Managing Productive People by Kevin Leman and William Pentak is a short, easy to read text full of useful principles to effective leadership and supervision. Theodore McBride, CEO of General Technologies, a Texas based organization, shares the lessons he learned as a young MBA student from his mentor � an eccentric yet brilliant professor, Jack Neumann.��Through a series of safe and supportive mentoring sessions, most of which revolve around Jack�s small flock of prized sheep, Dr. Neumann helps Ted explore the secrets of becoming an effective shepherd-leader in his new position as a supervisor of nine employees at General Technologies. ��The principles of the Way of the Shepherd still work after thousands of years because the basic needs of people have remained essentially the same,� he explained. �as to why more people don�t shepherd their people, Jack answered that himself. Great leadership comes at a price that too few are willing to pay.����Written as a story of a cub reporter�s interview with the most respected CEO in America, The Way of the Shepherd: 7 Ancient Secrets to Managing Productive People by Kevin Leman and William Pentak is a short, easy to read text full of useful principles to effective leadership and supervision. Theodore McBride, CEO of General Technologies, a Texas based organization, shares the lessons he learned as a young MBA student from his mentor � an eccentric yet brilliant professor, Jack Neumann.��Through a series of safe and supportive mentoring sessions, most of which revolve around Jack�s small flock of prized sheep, Dr. Neumann helps Ted explore the secrets of becoming an effective shepherd-leader in his new position as a supervisor of nine employees at General Technologies.

2. Sheperd #1: Know the Condition of Your Flock �Follow the status of your people as well as the status of the work. �Get to know your flock, one person at a time. �Engage your people on a regular basis. �Keep your eyes and ears open, question, and follow through. You have to really care about your people. If they�re nothing but �stinking sheep� to you, they�ll never do their best work for you and they won�t stay in your fold for long. People don�t care how much you know until they know how much you care.You have to really care about your people. If they�re nothing but �stinking sheep� to you, they�ll never do their best work for you and they won�t stay in your fold for long. People don�t care how much you know until they know how much you care.

3. The �Me Bag� Activity

4. Introductions

5. LCILT Outcomes for 2010-2011 1. Focus on student achievement as top district priority 2. Revise district curriculum to incorporate common core standards Develop/Revise curriculum maps by content area and grade level Monitor for gaps/overlaps through vertical and horizontal curriculum teaming Incorporate Understanding By Design lesson planning components 3. Incorporate Rick Stiggins Classroom Assessment for Student Learning into classroom practice

6. LCILT Outcomes for 2010-2011 4. Use assessment data to drive instructional decisions Analysis of student work protocols implemented in all schools Analysis of formative and summative assessments 5. Target research-based instructional strategies to be incorporated into classroom practice 6. Develop team concept for Leadership Team by incorporating Professional Learning Communities

7. LCILT Outcomes for 2010-2011 � 7. Build leadership capacity by supporting and encouraging teacher leaders 8. Build a community of professional readers 9. Promote high expectations for staff and students � 10. Maximize resources, including utilization of technology EQ & LT � refer to agendaEQ & LT � refer to agenda

8. �The Party� Activity

9. The 21 Irrefutable Laws of LeadershipJohn C. Maxwell

10. �The Law of the Lid�

11. #1 The Law of the Lid Leadership ability is the lid that determines a person�s level of effectiveness. Your leadership ability will determine the impact that you have on an organization. The lower your ability to lead, the lower the lid on your potential.

12. LCILT Group Picture/Lunch

13. Questions for Reflection during Lunch . . . What are the leadership lids in my life? How will I lift those lids? What do I need to do? Who are the lid-lifters in my life? What have been the lid lifting experiences of my life? How do I lift the lid for others?

14. �The Law of Influence�

15. #2 The Law of Influence The power to influence lies in the ability to get people to participate. If no one is following, you are not a leader. Management is part of being a leader, just because you can manage something well does not mean you can lead.

16. Myths About Leadership and Influence� The Management Myth Leaders may manage, but managers aren�t leaders. The Entrepreneurial Myth Leaders may be entrepreneurial, but entrepreneurs aren�t necessarily leaders. The Pioneer Myth Leaders may be pioneers, but pioneers often are not leaders.

17. Myths About Leadership and Influence� The Knowledge Myth Leaders are knowledgeable, but knowledge doesn�t make a leader. The Position Myth Leaders may hold important positions, but a position doesn�t make a leader.

18. Sheperd #2:Discover the SHAPE of your sheep �Your choice of people can make flock management easier or harder.� Start with healthy people, or you�ll inherit someone else�s problem.� Know the SHAPE of your people to make sure they�re in the right fold.

19. SHAPE S = Strengths H = Heart A = Attitude P = Personality E = Experiences Strengths � deal with skills H � �While your strengths reflect your abilities, your heart reflects your passion� -It doesn�t matter how strong you are in a given area, if you�re not motivated to exercise that strength, so I want to know what my people are passionate about. If I put them in areas that reflect their passions, they�ll arrive to work like they�ve been shot out of a cannon. They�ll begin to think of their job more as a cause than as a place to draw a paycheck.�Strengths � deal with skills H � �While your strengths reflect your abilities, your heart reflects your passion� -It doesn�t matter how strong you are in a given area, if you�re not motivated to exercise that strength, so I want to know what my people are passionate about. If I put them in areas that reflect their passions, they�ll arrive to work like they�ve been shot out of a cannon. They�ll begin to think of their job more as a cause than as a place to draw a paycheck.�

20. PLC/Hopes/Fears

21. Professional Learning Community ��educators committed to working collaboratively in ongoing processes of collect inquiry and action research to achieve better results for the students they serve. Professional learning communities operate under the assumption that the key to improved learning for students is continuous, job-embedded learning for educators� (DuFour, DuFour, Eaker, & Many, 2006).

22. Six Characteristics of PLCs: Shared Mission/Vision/Values, and Goals - all Focused on Student Learning A Collaborative Culture with a Focus on Learning. Collective Inquiry into Best Practice and Current Reality Action Orientation: Learning by Doing A Commitment to Continuous Improvement Results Orientation Shared Mission/Vision/Values, and Goals - all Focused on Student Learning A Collaborative Culture with a Focus on Learning Collective Inquiry into Best Practice and Current Reality Action Orientation: Learning by Doing A Commitment to Continuous Improvement -Gathering evidence of current levels of student learning -Developing strategies and ideas to build on strengths and address weaknesses in that learning. -Implementing the strategies and ideas. -Analyzing the impact of the changes to discover what was effective and what was not. -Applying the new knowledge in the next cycle of continuous improvement. Results Orientation Focus is on learning, not teaching. Shared Mission/Vision/Values, and Goals - all Focused on Student Learning A Collaborative Culture with a Focus on Learning Collective Inquiry into Best Practice and Current Reality Action Orientation: Learning by Doing A Commitment to Continuous Improvement -Gathering evidence of current levels of student learning -Developing strategies and ideas to build on strengths and address weaknesses in that learning. -Implementing the strategies and ideas. -Analyzing the impact of the changes to discover what was effective and what was not. -Applying the new knowledge in the next cycle of continuous improvement. Results Orientation Focus is on learning, not teaching.

23. Mission/Vision Refer to handoutRefer to handout

24. Break

25. Mountains � Valleys Activity

26. Tomorrow�s Assignment: Read Part 2: Building a Vision�. and review Emily�s story. Be prepared to share thoughts.

27. DISMISS � Have a great evening!

28. References Dufour, Dufour, Eaker, and Many: Learning by Doing Dufour, Dufour, Eaker: Revisiting Professional Learning Communities John Maxwell: The 21 Irrefutable Laws of Leadership Kevin Leman & William Pentak: The Way of the Shepherd S. Chappuis, J. Chappuis, R. Stiggins,: Classroom Assessment for Student Learning Graves County Schools