“Organizations are no longer built on force, but on trust.”

1. “Organizations are no longer built on force, but on trust.” Peter Drucker

2. Maximize Student Learning Through Effective Collaboration Maximize Student Learning Through Effective Collaboration

3. Maximize Student Learning Through Effective Collaboration Teacher Leadership Maximize Student Learning Through Effective Collaboration Curriculum Supervisors Principals & Directors Superintendent & Deputy Superintendent Superintendent & Deputy Superintendent Maximize Student Learning Principals & Directors Maximize Student Learning Curriculum Supervisors Teacher Leadership

4. PLC Work

5. Complete Not Compete “…teachers should be organized into structures that allow them to engage in meaningful collaboration that is beneficial to them and their students. The fundamental question in organizing teams is this: Do the people on this team have shared responsibility for responding to the critical questions in ways that enhance the learning of their students? The effectiveness of any particular team structure will depend on the extent to which it supports teacher dialogue and action aligned with those questions.” - Learning By Doing

6. “A collaborative systematic process in which educators work together interdependently to analyze and to impact their professional practice in order to achieve better results for their students, their team, and their school.” - Learning By Doing Supportive Not Suspicious

7. Research Findings of... • James Collins • Michael Fullan • Philip Schlechty • Richard Elmore • Bob Marzano • Harvard PELP Project

8. Research Findings Indicate • Students learn more… • When those who teach them are very clear and very committed to ensuring each student acquires the intended knowledge, skills and dispositions of each course, grade level and unit of instruction.

9. Research Findings Indicate • Students learn more… • When their teachers check for understanding on an ongoing basis and use frequent team-developed common formative assessments rather than individually created summative assessments.

10. Research Findings Indicate • Students learn more… • When their school has timely, directive and systematic interventions that guarantee them additional time and support for learning when they experience difficulty.

11. Research Findings Indicate • Students learn more… • When their teachers work in collaborative teams rather than in isolation.

12. Research Findings Indicate • Students learn more… • When members of those collaborative teams work interdependently to achieve specific, results-oriented goals linked to student learning, goals for which they are mutually accountable.

13. Research Findings Indicate • Students learn more… • When each teacher has the benefit of frequent and timely information on the achievement of his/her students, user-friendly information that helps the teacher determine the strengths and weaknesses of various instructional strategies.

14. Research Findings Indicate • Students learn more… • When professional development in the school is job-embedded and structures are in place to help teachers learn from one another as part of their routine work practice.

15. “Organizations are no longer built on force, but on trust.” Peter Drucker

16. 2nd half

17. “Organizations are no longer built on force, but on trust.” Peter Drucker

18. Patrick Lencioni : Overcoming the Five Dysfunctions of a Team: Death By Meeting Building an effective cohesive team is extremely hard, but it is also simple. What I mean is that teamwork doesn’t require great intellectual insights or masterful tactics. More than anything else it comes down to courage and perseverance. Teamwork requires levels of courage, discipline, and emotional energy to be successful.

19. Patrick Lencioni : Overcoming the Five Dysfunctions of a Team: Death By Meeting When people come together and set aside their individual needs for the good of the whole, they can accomplish what might have looked impossible on paper. They do this by eliminating the politics and confusion that plague most organizations. When it comes to helping people find fulfillment in their work, there is nothing more important than teamwork. Building better teams has an impact that goes far beyond your office.

20. The 8th Habit Stephen Covey Almost all the work of the world is done through relationships with people and in organizations. But what is communication like when there is not trust? It is impossible. It’s like walking through a minefield. What if your communication is clear and precise, yet there is not trust? You’ll always be looking for hidden meanings and the hidden agenda. A lack of trust is the very definition of a bad relationship. Low trust is the great hidden tax. In fact, this hidden tax is greater than all taxes and interest combined – hidden and unhidden.

21. The 8th Habit Stephen Covey Now, what is communication like when there is high trust? It’s easy, it’s effortless, and it’s instantaneous. What about when there’s high trust and you make mistakes? They hardly matter. People know you. “don’t worry about it, I understand.” “Forget it. I know what you mean. I know you.”

22. The 8th Habit Stephen Covey Trust is the glue of life. It is the glue that holds organizations, cultures and relationships together. Trust is about honesty: people who aren’t afraid to tell the truth about themselves are not going to engage in the kind of political behavior that wastes everyone’s time and energy.

23. High Performing Results Accountability of each team member Commitment to a common purpose Ability to work through conflict Trust Attributes of a Collaborative, High Performing Team

24. Attributes of a Collaborative, High Performing Team Ability to work through conflict Trust

25. Attributes of a Collaborative, High Performing Team Commitment to a common purpose Ability to work through conflict Trust

26. High Performing Results Attributes of a Collaborative, High Performing Team Accountability of each team member Commitment to a common purpose Ability to work through conflict Trust

27. Attributes of a Collaborative, High Performing Team High Performing Results Accountability of each team member Commitment to a common purpose Ability to work through conflict Trust

28. Members of Teams with an Absence of Trust... • Conceal their weaknesses and mistakes from one another • Hesitate to ask for help or provide constructive feedback • Hesitate to offer help outside their own areas of responsibility • Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them

29. Members of Teams with an Absence of Trust... • Fail to recognize and tap into one another's skills and experiences • Waste time and energy managing their behaviors for effect • Hold grudges • Dread meetings and find reasons to avoid spending time together

30. Members of Trusting Teams... • Admit weaknesses and mistakes • Ask for help • Accept questions and input about their areas of responsibility • Give one another the benefit of the doubt before arriving at a negative conclusion • Take risks in offering feedback and assistance

31. Members of Trusting Teams... • Appreciate and tap into one another's skills and experiences • Focus time and energy on important issues, not politics • Offer and accept apologies without hesitation • Look forward to meetings and other opportunities to work as a group

32. Teams that Fear Conflict... • Have boring meetings • Create environments where back-channel politics and personal attacks thrive • Ignore controversial topics that are critical to team success • Fail to tap into all the opinions and perspective of team members • Waste time and energy with posturing and interpersonal risk management

33. Teams that Engage in Conflict... • Have lively, interesting meetings • Extract and exploit the ideas of all team members • Solve real problems quickly • Minimize politics • Put critical topics on the table for discussion

34. Everyday Conflict • Disagreement • Conflict • Power Struggle

35. What do you do when talking turns tough? • Step Out: Make it Safe: Then Step Back In Crucial Conversations • Both stakes and emotions are high, can start down an unhealthy path of • Silence: masking, avoiding, withdrawing • Violence: controlling, labeling, attacking

36. Communication Strategies to Step Out • Apologize when appropriate: “eat crow while it is still warm” • When your behavior has caused doubt about your motives or commitment to the team • Skill of Contrasting: A don’t/do statement • Articulates what you don’t intend • Reinforces what you do want to happen in the conversation • Provides context and proportion.

37. Step Back In: Making it Safe • Recommit to your Mutual Purpose • What motivates us both in this conversation? • What are our agreements? • What common goals are we working toward that can be enhanced by our interdependence?

38. Awareness Test

39. A Team that Commits... • Creates clarity around direction and priorities • Aligns the entire team around common objectives • Develops an ability to learn from mistakes • Takes advantage of opportunities • Moves forward without hesitation • Changes direction without hesitation or guilt

40. A Team that Fails to Commit... • Creates ambiguity among the team about the direction and priorities • Watches windows of opportunity close due to excessive analysis and unnecessary delay • Breeds lack of confidence and fear of failure • Revisits discussions and decisions again and again • Encourages second-guessing among team members

41. A Team that Avoids Accountability... • Creates resentment among team members who have different standards of performance • Encourages mediocrity • Misses deadlines and key deliverables • Places an undue burden on the team leader as the sole source of accountability

42. A team that Holds OneAnother Accountable … • Identifies potential problems quickly by questioning one another’s approaches without hesitation • Establishes respect among team members who are held to the same high standards • Avoids excessive bureaucracy

43. A team that is not Focused on Results • Stagnates/fails to grow • Rarely achieves excellence • Loses achievement-oriented employees • Encourages team members to focus on their own careers and individual goals • Is easily distracted

44. A team that Focuses on Collective Results • Retains achievement-oriented employees • Cares deeply about the common purpose and enjoys success • Avoids distractions • Achieves its goals at a high level

45. …a “culture of discipline within an ethic of entrepreneurship… fosters autonomy and creativity (PLC work) all within a systematic framework that stipulates clear, non-discretionary priorities and parameters (State standards).” James Collins Good to Great

46. “Organizations are no longer built on force, but on trust.” Peter Drucker

47. Webster Administrative Leadership We believe as a team, we will model trust, respect, and support for each other and for stakeholders in the district. We believe collaboration is the core of leadership. We will encourage and support inspired interdependence and a positive working environment in the pursuit of excellence. We will model solutions focused problem solving through sustained, collective thinking. We believe that district administrators set the tone for an inclusive culture that enables a common vision district wide.

48. Leadership Styles Leader mobilizes people toward a vision. Authoritative Leader creates harmony and builds emotional bonds. Affiliative Leader forges consensus through participation. Democratic Leader develops people for the future. Coaching

49. have a dream WE X I • What do we want students to learn? • How will we know they have learned? • How and when we will respond when students do not learn? • How we will extend and enrich the learning for student who demonstrate proficiency?

50. Reflection • Reflection of 2007-2008 School year as teacher leader…. • Job description • Purpose of reflection…. • Development of Rubric for ’08 – ‘09