Transcript building a high performing instructional leadership team

HANCOCK CENTRAL SCHOOL
INSTRUCTIONAL
LEADERSHIP
TEAM
SEPTEMBER 14, 2012
Building on our Success
Organization, Process, and Focus
AGENDA
Welcome and Opening
Characteristics of High Performing Teams
Establishing Team Norms
Reflecting on Beliefs
Creating Focus
Operational Expectations
Looking Ahead 2012-13—Developing the Plan of Action
http://vimeo.com/user7931682
BUILDING A HIGH PERFORMING
INSTRUCTIONAL LEADERSHIP TEAM
Organization, Process, and Focus
Purpose:
To enhance the use of high
performing leadership teams as a
contributing structure towards a
culture of high expectations….
By:
Drawing on the rich experience of
each member
Engaging members through a
variety of structures
Using current research and
resources on collaboration, teaching
and learning, and compliance
Think of a team you have served on that you
consider highly effective, very rewarding,
and memorable?
WHAT MADE IT THAT WAY?
When we serve
as a TEAM, there
are BENEFITS
for the:
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members
Team
school district
CHILDREN
CHARACTERISTICS of HIGH PERFORMING TEAMS
A SYNTHESIS OF THE LITERATURE
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The team shares common vision, mission, goals and is
committed to achieving them. Members understand why the
team exists and are dedicated to accomplishing goals.
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The team creates an informal , comfortable climate of TRUST.
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Everyone accepts responsibility for participating.
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Communication is open. There are few hidden agendas.
Members listen well. Ideas are accepted without criticism.
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Individuals are VALUED as unique resources. Differences in
style are celebrated as benefits to a high performing team.
Diversity of opinions, ideas, and approaches are encouraged.
Flexibility and sensitivity are recognized as necessary and are
practiced.
CHARACTERISTICS of HIGH PERFORMING TEAMS
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Conflict and disagreement are viewed as healthy and natural—
they are surfaced, not avoided, with an emphasis on resolution,
not on personalities.
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Decisions are reached through consensus.
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Roles and responsibilities are clearly defined, distributed, and
carried out. Leadership is shared.
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The team works with the larger organization and is responsive to
external (and internal) change.
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The team regularly “self assesses,” seeking to improve itself by
examining processes, practices, and results. An attitude of
continuous improvement prevails.
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Team members create a climate where successes are celebrated.
Forming
Norming
Storming
Performing
RULES,
GUIDELINES,
STANDARDS,
THAT GOVERN GROUP
INTERACTION . . .
Be child-centered
Bring positive energy to the task
*Maintain professional responsibility
and integrity
Work collaboratively to reach consensus
*Be prepared; review materials; represent your colleagues;
be informed; be on time; avoid side conversations
Building a Culture For High
Expectations
To improve student learning through
rigorous study, focused collaboration, and
implementation of:
Professional Development
Common Core Learning Standards
Evaluation Systems
Data Driven Instruction
Curriculum—
www.engageny.org
http://engageny.org/resource/yearlong-draft-curricular-maps-in-elaand-mathematics/
http://engageny.org/news/nyscommon-core-k-8-social-studiesframework-is-now-posted-for-publicreview-and-comment/
Instruction—Network team visit
Learning Objectives
Active Engagement of all Learners
Gradual Release of Responsibility
(GRRM)
Monitoring/Checking for
Understanding
Formative and Summative
Assessment
Questioning
Differentiation
CONSENSUS…
TOWARDS A COMMON, WORKING DEFINITION
“YOU MIGHT HAVE CONSENSUS IF”…
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All group members contribute/participate
Everyone's opinion is heard and encouraged
Differences are viewed as helpful
Everyone can paraphrase the issue
Those who disagree seek to understand
All members agree to support the final decision
All members take responsibility for implementation
All members seek the success of the decision
CONSENSUS DOES NOT MEAN…
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A unanimous vote
The decision is everyone’s first choice
Everyone agrees
Resistance will be overcome
Minds will change
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FREQUENCY OF MEETINGS
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First Wednesday: 10/3
11/7
12/5
1/2
2/6
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LENGTH OF MEETINGS
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AGENDA
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3/6
Collaboratively designed
MEMBER RESPONSIBILITY
4/3
5/1
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Runs the meeting
Plans Process aligned with agenda
Gives good directions
Keeps group feeling smart
Monitors process
Is committed to process
Refocuses team as needed
Checks for balanced participation
Handles blockers with skill
Paces the team
N E U T R A L OR N O T?
The beaver
is very skilled at its craft.
It knows exactly
what to do
to fix a dam.
The last thing it needs
is someone
on the bank
shouting out
dam instructions.
-Author unknown
 Professional
Development
Offerings
 Next
meeting: Wed, 10/3 at 2:30
PM
 Between
now and then
 Questions,
Comments
Together we’ll grow . . .