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2012 - 2013

2012 - 2013. Coming Together is a Beginning Keeping Together is Progress Working Together is Success. The Power of the Dream. Leadership Institute August 23, 2012. Celebrating Success!. Staff Development Expectations. Be punctual Be an active participant Silence cell phones

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2012 - 2013

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  1. 2012 - 2013 Coming Together is a Beginning Keeping Together is Progress Working Together is Success The Power of the Dream

  2. Leadership Institute August 23, 2012

  3. Celebrating Success!

  4. Staff Development Expectations • Be punctual • Be an active participant • Silence cell phones • Refrain from texting • Demonstrate mutual respect for others and their ideas • No laptops unless required for training purposes • Only one conversation should go on at once (unless subgroups/large groups are working on a topic)

  5. Institute Objectives • Leading in a Culture of Change • Building and Sustaining our Vision • Establishing a Climate of Trust • Building and Sustaining High Functioning Teams • Defining Next Steps

  6. What’s the Common Theme?

  7. What’s the Common Theme?

  8. What’s the Common Theme?

  9. What’s the Common Theme?

  10. What’s the Common Theme?

  11. Change is like____________because________________.

  12. Schools are Living Systems • Change is Inevitable: Growth is Optional • The human aspect of school change is the most difficult, yet essential element of overall success. -Blankstein, 2004

  13. Root Causes of Resistance • Excess Uncertainty • Loss of Routine • We’ve Seen this Before • Concerns about Future Competence • More Work -McShane, 2008

  14. Supporting and Embracing Change • Schools will not improve unless and until those who work in them embrace change and work toward a common vision. • Vision is the manifestation of our individual and shared values. • In order to be an effective change agent, you have to be clear about the driving force behind your actions. Blankstein, 2004

  15. What Do you Value? • Read the value listed on each card and consider it carefully. • Choose 10 values that are most important to you. • Out of those 10 values, choose the 5 that best define you. • Out of those 5 values, choose the 3 that are at the core of who you are. • Rank order your top three values.

  16. What Do you Value? • Values are deeply held commitments that become the driving force behind your actions and are reflected in your day-to-day behavior. • Values give you an internal compass and they manifest the way you are in the world of work. -Conzemius, 2002

  17. Acting in Accordance with our Values • The ultimate success of our collective efforts will rest on the degree to which we can act in accordance with our values. (values that align with our vision) • When plans, decisions, and actions align with our values, there is increased energy, commit, and focus. • If we want to build shared responsibility in our schools, we need to make our values explicit. Our values should exemplify the VISION. - Conzemius, 2002

  18. Vision Statement • A vision clearly articulates expectations for the entire learning community. • Every decision made, every program implemented, every policy instituted, and all goals should be aligned with the vision. • The vision establishes a standard of excellence and transcends the status quo. • It provides motivation for change and fuel for the challenge. • Vision without action is meaningless.

  19. j Vision Statement

  20. What Are the Two Descriptors?

  21. Vision Equals Teamwork • Our vision cannot be accomplished without coming together as a TEAM.

  22. Why Teamwork? • Reduction in isolation • Increased commitment to the established goals and increased vigor in working to strengthen priorities • Shared and collective responsibility for student success • More job satisfaction, higher morale, and lower rates of absenteeism • Commitment to making significant and lasting changes Sticks in a BUNDLE are UNBREAKABLE!

  23. Team Development Performing

  24. How Do We Become a High Performing Team?

  25. Trust • Meaningful growth and change cannot be sustained in the absence of TRUST. • If there is little or no TRUST, there is no foundation for permanent success. • Trust is a necessary condition for effective cooperation, teamwork, and communication.

  26. Trust “There is one thing that is common to every individual, relationship, team, and family throughout the world- one thing which if removed, will destroy the most successful organization, the most influential leadership…that one thing is TRUST.” -Covey, 2006

  27. Trust Actions that Hinder Trust Actions that Build Trust Solves problems Forgives others and keeps growing Respects individual differences We need each other Deals openly and honestly with others Makes decisions based on values Expresses appreciation Keeps promises- Is consistent and dependable • Blames others • Get even when others cross them • You must agree with me • I don’t need you • Speaks negatively of others behind their back • Makes decisions based on emotions • Takes individual credit for accomplishments • Breaks promises- Is unreliable

  28. Conflict

  29. Conflict • When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer.

  30. Conflict • Is conflict ever positive? • What is an example of healthy conflict? • What happens to make it quality conflict?

  31. Conflict

  32. Commitment

  33. Commitment • The need for consensus • Fear if failure • Lack of communication Attributes that Hinder Commitment

  34. Commitment: Communication Verbal- 7% Vocal- 35% Visual- 58%

  35. Communication Barriers • Listen autobiographically (not listening) • Judgment • Not clearly understanding fully and failing to ask questions • Preconceived ideas • Inattentive body language • Interrupting others while speaking • Bad mood • Assumptions

  36. Accountability

  37. Accountability • Peer to peer accountability is the primary and most effective source of accountability on a team. • At its core, accountability is about having the courage to confront someone about their deficiencies and then to stand in the moment and deal with their reaction. • Honor the dignity of people and show, through words and actions, that everyone is valued and important.

  38. Results

  39. Results • The ultimate point of building greater trust, conflict, commitment, and accountability is one thing: the achievement of results. • The only way for a team to really be a team and to maximize its output, is to ensure that everyone is focused on the same priorities and is rowing in the same direction.

  40. Attributes of a HIGH Performing TEAM

  41. Valuable Lessons from Geese

  42. Closing the Knowing-Doing Gap

  43. Coming Together is a Beginning Keeping Together is Progress Working Together is Success!

  44. Leadership Institute Dates • September 20, 2012 • October 8, 2012 • November 29, 2012 • December 20, 2012

  45. Eduphoria! PDAS Training Session September 6, 2012 Vice Principals: 8:00-12:00 Principals: 1:00-5:00 Admin Tech Lab- Room 278

  46. Crucial Conversations

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