leader development institute october 27, 2010 robin largue [email protected] janet...
TRANSCRIPT
Leader Development Institute
October 27, 2010
Robin Largue
Janet Pilcher
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.
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.
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.
In this environment of very rapid change, we have had to evolve
quickly.
ALIGNMENT +
ACTION +
ACCOUNTABILITY__________________________
ALWAYS
Always
NeverNever SometimesSometimes UsuallyUsually AlwaysAlways
Always
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
Execution FrameworkEvidence-Based LeadershipSM
Standardization AcceleratorsMust Haves®
Performance Gap
Objective Evaluation
System
Leader Development
Foundation Breakthrough
STUDER GROUP®:
Aligned Goals Aligned Behavior Aligned Process
Rev 9.1.10
Barriers to Change
Denial
Rationalization
Blame
Uniqueness
Unwillingness
Not Skilled
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
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.
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.
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.
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.
Being silent is another form of We/They.
“People wish to be settled; but only as far as they are unsettled, is there any hope for them.”
Ralph Waldo Emerson
Phases of Competency
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
What are your “Take Aways”?
Four Steps to Solutions
Areas of Strength to Leverage (Parent Survey)
The major strengths of the Santa Rosa County School District are:
Academic achievement of students
Safe schools
Source of pride for the community
Parent Satisfaction Survey September 2010
The district mean: 3.95
Highest 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.
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 district
More opportunities for positive communication with parents
Better ways for school staff to communicate with parents about student performance
Parent Satisfaction Survey September 2010
Lowest Scored Items
Superintendent is an effective leader.
The principal is an effective leader.
I receive positive phone calls and notes about my child from this school.
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
Employee Engagement Survey September 2010
The district mean: 3.81
Highest 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.
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.
Employee Engagement Survey September 2010
Lowest Scored Items
The 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.
Managing Up
Stopping the WE/THEY
Take a look in the mirror
Managing Up-Communicating Effectively Exercise
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.
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?
Debrief Survey Roll Out
What worked well?
What questions do you still have?
Leader Rounding
Connecting to Staff
How do we explain things…
WHAT
WHY
HOW
WHAT
HOW
WHY
Instead…
WHAT
WHY
HOW
WHY
WHAT
HOW
Purpose
Purpose of Rounding – to build relationships and improve processes
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
Why do we do leader rounding?
Process Improvement – execution and consistency
Reward and Recognition
92% of people respond to reward and recognition
What gets rewarded gets repeated
Communicate things that are right
Be specific
Senior leaders write notes; direct supervisors say it personally
NegativeNegative1 compliment1 compliment1 criticism1 criticism
1 to 11 to 1
NeutralNeutral2 2 complimentscompliments1 criticism1 criticism
2 to 12 to 1
Positive!Positive!3 3 complimentscompliments1 criticism1 criticism
3 to 13 to 1
Source: Tom Connellan, “Inside the Magic Kingdom”, pgs 91-95
Sample Rounding Stoplight Report
Monthly Brief
Message from Principal
What’s Working Well
Areas to Improve
Special Recognition
Rounding Process Survey
Leader Rounding
How did you explain “why” you are rounding?
Debrief Leader Rounding Process
Debrief using Rounding Survey
Questions and Comments on Leader Rounding
Where are the gaps?
Take Aways
What is your take away from this last segment on managing up or leader rounding?
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