Office of Institutional Education Programs (OIEP), WVDOE

1. Office of Institutional Education Programs (OIEP), WVDOE On continuing to become the best correctional education program in the country: Implementing a model of professional development based on trust, autonomy and peer coaching in a virtual environment; Assessing personal and program development status, needs and growth from the bottom up and inside out; Individual development based on self review, personal initiative, peer coaching andissuebased topics selected by the participants and/or the group; Studentperformanceas one measure of program success • Dr. Fran Warsing, Superintendent Dr. Ted Price,WVU

2. According to the literature, principals are instructional leaders, Fullan, 2008 And DuFour, 2005, has suggested that the instructional leaders must: • be viewed as an expert, authority based on knowledge, skill and experience • overcome staff’s resistance to change techniques and/or strategies • be a skilled strategic planner, anticipating future trends • be able to establish priorities • involve the educational community to plan and organize the work: implement performance measurements monitor formative and summative assessments assess alternative methods of evaluating student achievement make staff feel involved and their opinions valued make regular classroom visits to gain respect of teachers collaborate with principals, teachers and district personnel • have a broad repertoire of political skills involvement in the community in policy matters be a good communicator to effectively tell the school story

3. Vision (draft) • The Office of Institutional Education Programs (OIEP) is the premier correctional education program in the country. We provide the best programs, have the best trained leaders and staff and our students receive a world class education that is personalized in development, delivery and results.

4. "Leadership is the art of getting others to do something that you want them to do because they want to do it.” Eisenhower Why should anyone be led by you? Harvard Business Review—”classic article” Four unexpected qualities of great leaders: Reveal weaknesses Rely heavily on intuition Manage with “tough empathy” Capitalize on their differences

5. Why • Because we have to or because there is/are compelling reason(s)---we have compelling reasons • Reason(s)---I want to be the best professional I can be. We want our staff and students to have the best trained leaders. We want to be the best correctional education program in the country---demonstrating state of the art leadership development in correctional education to ourselves, the state and the country

6. Why • Chicago study teases out keys to improvement: • Strong leadership---principals are “strategic, focused on instruction and inclusive of others in their work”; • A welcoming attitude toward parents, and a formation of connections with the community; • Development of professional capacity, which refers to the quality of the teaching staff, teachers’ believe that schools can change, and participation in good professional development and collaborative work; • A learning climate that is safe, welcoming, stimulating and nurturing to all students; and • Strong instructional guidance and materials

7. What Personal Professional Organizational Development that is: self initiated, peer coached and peer reviewed, virtual and online, collaboratively mentored, vision oriented, and based on newly developed leadership standards

8. Beliefs • Personal development leads to professional development leads to organizational development • Personal development begins with self reflection—autonomy is a critical element to growth • Peers can help in the professional development process—feedback is crucial element in coaching • Inside out and from bottom to top is most effective in terms of personal/professional development • We are strong because we are a team

9. Are You Part of a Professional Learning Community? “…the most promising strategy for substantive school improvement is developing the capacity for school personnel to function as a professional learning community (PLC).” Robert Eaker, Richard DuFour, and Rebecca DuFour, Getting Started: Reculturing Schools to Become Professional Learning Communities

10. How Implementing a model of professional development based on trust, autonomy and peer coaching in a virtual environment; Assessing program development status, needs and growth from the bottom up and inside out; Individual development based on self review and personal initiative, peer coaching and involving personal andissuebased topics selected by the participants and/or the group

11. A Study of Leaders in Top Organizations: Research says--- • “Top organizations have gone beyond the basics of grooming strong leaders and have come up with new ways to test their employees in the marketplace because they believe the quality of leadership within an organization helps meet the expectations of stakeholders and employees, and sets the stage for growth, so developing the next generation of effective leaders is perhaps the most important undertaking of a forward-thinking organization.

12. What's most interesting about this study The majority of organizations are similar in the way they approach development, and what factors differentiate the best. An RBL study listed six components that differentiate the top versus the less successful organizations.

13. Centralized Efforts Top organizations centralize their management of talent. This simple logic makes a huge difference in the variety of experiences leaders have in top organizations because businesses, geographies and functions can't deprive their best talent from moving across boundaries in order to optimize that organization.

14. Top Executive Involvement If you want to develop leaders, you need to involve leaders. Members of the senior executive team teach, coach and mentor the leaders every month. In addition, these same senior executives sponsor the recruiting efforts.

15. Focus On a Few Key Processes Top organizations live by the precept of finding and hiring top talent vs. fixing and developing mediocre talent. When you've got the right talent in the door, you need robust performance management with lots of feedback. Finally, you need to expose people to a variety of development experiences that build knowledge, perspective and skills.

16. Strategic Focus Top organizations are never laissez faire about leadership development — they see talent as crucial to strategic success and they are unrelenting in their approach to building talent. Leadership development is centralized and intentional about developing a series of experiences that build good functional leaders and general managers.

17. Build Leaders and Leadership Most organizations are primarily focused on building individual leaders through assessment of individual leader competencies and training and development to improve those competencies. Top organizations also build robust leadership capability that supports a culture of integration and opportunity to develop from within.

18. Create Value for Stakeholders Competencies are the means to deliver results and value to stakeholders not the end state of development. Top organizations desire to build leaders not to just become better people, but to become better people who know how to provide value to employees, customers, investors and other stakeholders.

19. Research Norm Smallwood is co-founder of The RBL Group, a strategic HR and leadership systems advisory firm. He is author, with Dave Ulrich and Kate Sweetman, of the 2009 Harvard Business Press title, The Leadership Code: Five Rules to Lead By and with Dave Ulrich of the 2007 title, Leadership Brand.

20. Centralized Efforts Expose people to a variety of development experiences that build knowledge, perspective and skills. What would this look like in OIEP?

21. Top Executive Involvement Leadership development is centralized and intentional about developing a series of experiences that build good functional leaders and general managers. What would this look like in OIEP?

22. Focus On a Few Key Processes Top organizations also build robust leadership capability that supports a culture of integration and opportunity to develop from within. What would this look like in OIEP?

23. Create Value for Stakeholders Top organizations desire to build leaders not to just become better people, but to become better people who know how to provide value to employees, customers, investors and other stakeholders. What would this look like in OIEP?

24. Summary • Conclusions: What did we learn, so what, now what?

25. What did we learn? • Researchers have learned a great deal about leadership. Some common factors stand out: the approach (task versus people) you select; your followers’ ability, maturity, and willingness; the situational requirements; and your own skills, abilities, and values. Still, no one has discovered a secret formula for creating great leaders. To be an effective leader, you will need to work hard at all aspects of leadership—not just one. You should commit to modeling high values, building trust, influencing others, motivating and focusing on results, as you learn and grow as a leader. Your ultimate mission is to transform your staff and their students to help them adapt to an ever-changing world.

26. The SurveyTrust vs. Change • “At first blush, trust and change don't seem to pull in opposite directions, but they do: Implementing organizational change--whether it's moving offices around or massive reengineering--can damage trust and commitment. Old work groups are sundered, new bosses have new standards, the world's in flux, and it's look out for No. 1. Even positive change can weaken trust: It was those wedding bells, after all, that broke up that old gang of mine. Yet without trust, change is impossible.”

27. The SurveyThe Purpose Barbara D’Matio, Transformative Leadership To determine if alternative and traditional education school leader’s leadership behavior differs in terms of what they belief is important toleadschools effectively and how well they perform certain skills (self assessed) related to those areas participant’s rank as most/least important.

28. Next Steps So What? If your school and central office said, “On a scale of 1 to 10, my job satisfaction is a 9 or 10”, what areas are ranked as most important? Personal Satisfaction and Resilience Now What? Reeves & Allison, Renewal Coaching Fieldbook(2010) and Renewal Coaching (2009)

29. The Leadership Code • Being an effective leader starts with the self. If you want to build leadership in your organization, you need to model what you want others to know and do.

30. Final Comments • Thank you • March 18, 2010