Transcript Slide 1

Day 2
Summer Leader
Development
Institute (LDI)
Dr. Robin Largue
Dr. Janet Pilcher
© 2010 Studer Group
How?
Accountability
Transparency (Communication)
Training
Tools
Accountability Measures
Pillar
Area
Tool
Quality
Student Achievement
FCAT
People
Employee Satisfaction with Work Environment
Survey
Service
Parent Satisfaction with Schools
Satisfaction by School Leaders w/ District services
Survey
Support Card
Finance
Effectiveness and efficiencies
Cost/Revenue
Employee Satisfaction Measure - Survey
Who completes? All employees except the Superintendent
Employees complete the survey responding about the department
or school in which their direct supervisor resides
When is it completed?
Baseline – September 2010
Every December and April
How is it analyzed?
Top Box Loyalty
By district and by each school/department
How are results shared?
Roll out of data to teachers
District report
Employee Satisfaction Questions
I have the materials and supplies to do my job.
My principal/supervisor has provided feedback on
my strengths as an employee.
Principal/supervisor led staff meetings make
efficient use of time and are productive.
My principal/supervisor recognizes good
performance.
My principal/supervisor demonstrates a genuine
concern for my welfare.
(cont.)
My principal/supervisor makes the best use of
available funds.
My principal/supervisor consults me on the
decisions that affect my job.
The expectations for judging my performance are
clear.
My principal/supervisor provides the support
needed to accomplish my work objectives.
My principal/supervisor has provided feedback
concerning areas for improving my performance.
(cont.)
The superintendent is committed to the
professional development of school employees.
The superintendent manages district finances
effectively.
The superintendent implements Board policies and
procedures.
The superintendent uses a variety of methods to
promote effective communication throughout the
district.
(cont.)
The superintendent makes informed decisions
based on the best interest of the district.
The superintendent is clear and effective regarding
his role in communicating the vision and mission of
the district.
The superintendent has integrity and is honest.
Parent Satisfaction Measure - Survey
Who completes – all parents who have children in schools in Santa
Rosa County
When is it administered?
Baseline – September 2010
Every March/April
How is it analyzed?
Top Box Loyalty
For the district and for each school
How is it communicated?
Roll out of data to teachers
District Report
Through a newsletter to parents by school leaders
Parent Satisfaction Survey Questions
1. My child’s learning is a high priority at this school.
2. School rules/discipline plans are enforced
consistently at this school.
3. I regularly receive feedback from school staff on
how well my child is learning.
4. My family is treated with respect at this school.
5. My child has every opportunity to be successful at
this school.
(cont.)
6. My child has the necessary classroom supplies
and equipment for effective learning.
7. I would recommend this school to other parents.
8. This school provides a safe environment for my
child to learn.
9. My child is recognized for good work and
behavior at this school.
10. The school is clean and well maintained.
(cont.)
11.The teachers, staff, and administration at this
school demonstrate a genuine concern for my
child.
12.I am proud to say I have a student at this school.
13. I receive positive phone calls or notes about my
child from the school.
14.The principal at this school is approachable and
reachable.
(cont.)
15.The principal at this school is an effective leader.
16. The Superintendent of the Santa Rosa School
District is an effective leader.
17. The Superintendent of the Santa Rosa School
District makes decisions that are in the best
interest of children and parents of the district.
Roll Out of Survey Data
Roll Out of Survey Results
Remember: Employees respond to questions
thinking about their immediate supervisor (person
who does their evaluation)
Supervisors roll out to department employees
Principals roll out to school employees
Training for this roll out process will occur on
September 9 (one group) and September 28
(second group)
Satisfaction of School Leaders with District
Support Services
Who completes? School leaders (principals and assistant
principals)
When is it administered?
Each month
How is it analyzed?
Top Box Loyalty
By department
How is it communicated?
Report sent (by superintendent’s office data person)
each month to district and school leaders
Support Card
Sample
Accessibility
Accuracy
Attitude
Operations
Timeliness
Ronald J. Doncaster - NewtonWellesley Hospital - Director,
Operations Management
Services; Director, PHC PI 617.243.5682
Definitions of Scale for Support Card
Accessibility – Can we reach a live person or use
an electronic tool to reach someone?
Accuracy – Did we receive the right
product/service or was a variation communicated?
Attitude – Was it a nice experience? Did you
receive a service with a smile?
Operations – Do day to day operations run
efficiently and effectively?
Timeliness – Was the response or solution
delivered when promised?
Applying Support Card
Steps for District Leaders of Departments to Inform
Staff
Expectations Meeting
Meetings to Discuss Results
Use this to find out how to get better
Transparency
© 2010 Studer Group
Communicate without We/They
Teach leaders not to answer tough questions by
throwing another person/leader under the bus
The best way to answer tough questions is to be
transparent and factual. If difficult, teach leaders to
tell employees they need to research it and get
back with them.
Tough questions need to be answered consistently
by leaders.
Transparency – Communication
Explain why a certain decision was made
Connect back to purpose, worthwhile work and
making a difference
– Values
– Skill
– Recognition
– Consequences
– Money
Align to goals and measures (helps with cascading
and connecting communication in an organization)
Transparency - Communication
How
Employee Forums – Town Hall Meetings
Monthly Briefs
Meetings
What to include:
Statement about current external environment issues
Results on goals
Recognition for specific performances
Manage Up from rounding and manage what you do up
– provide information that I listened and acted
Transparency – Communication Tools
Superintendent’s communication with district
employees and community
Town Hall Meetings
Web casts
Monthly Briefs to his direct reports
Leaders’ communication with direct reports
– Monthly Brief (see handout)
Practice
Using what you know up to this point, individually
begin writing a paragraph that explains to staff
what this journey is all about.
Share your paragraphs with your group members.
Debrief with whole group.
Transparency - Communication
Effective Meetings – (will provide training in future
LDIs)
Alignment of meeting agendas to pillar goals
Need for a linkage grid after each meeting (so that
everyone knows what their assignments are and
why before coming to the next meeting)
Practice
On or after August 16th what will you include on an
agenda at your first meeting?
How does what you include align to the district pillar
goals?
How would you explain that what you are covering
helps the district achieve its goals?
Training
Leadership Development Institutes (LDI)
When – Summer 2010; 2 in fall; 1 in spring
Why – to train on how to implement tactics and tools
to help leaders achieve goals
Tools
© 2010 Studer Group
Tools for Today
People - Employee Satisfaction
Leader Rounding
Service
Parent Satisfaction
– 3 to 5 positive phone calls home to parents a week
– Monthly newsletter to parents
Quality
Student Achievement
– Focusing on student engagement
Tools – Employee Satisfaction
TEACHER PREFERENCE CARD
Teacher Name:
What are the three most important things to you when you are teaching?
1.
2.
3.
What is one item you would like to have improved?
(Adapted from Studer Group, 2001)
Wow!!!! Card
Name:
Date:
Today you WOWED me when you
Thank You!
Submitted by:
(Adapted from Studer Group, 2001)
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
Leader Rounding
87 percentile – employee rounded on monthly
79 percentile – employee rounded on quarterly
55 percentile – every six months (twice a year)
50 percentile – never rounded on
Rounding for Outcomes - Employees
Concern and Care
What is Working Well
Align Questions
to fit Desired
Outcomes of the
Organization
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Different Purpose than a Classroom
Walkthrough
Purpose of Rounding – to build relationships and
improve processes
Purpose of Classroom Walkthroughs – to get a
pulse check on instructional practices of teachers
Page 32 in book
3 to 1
3 compliments
1 criticism
Positive!
2 to 1
2 compliments
1 criticism
Neutral
1 to 1
1 compliment
1 criticism
Negative
Source: Tom Connellan, “Inside the Magic Kingdom”, pgs 91-95
Verification:
Employee Rounding Log
What is working well?
Staff / physician to
recognize?
Any systems needing
improvement?
Do you have the tools and
equipment to do the job?
Anything else I can do for
you right now?
Senior Leader
Scouting Report
Accomplishments
New equipment
Staff to recognize
Current Expense
Management Results
Tough Questions
External Environment
Employee Satisfaction
Parent Satisfaction
Student Achievement
Sample Rounding
Stoplight Report
Steps for Validating Rounding Occurs
Validate on leaders who are your direct reports
Meet with each leader monthly to review
– Rounding Logs
– Stop Light Reports
– And document ways leaders have recognized good
performance and behavior of employees
Role Play
Rounding
Practice
Get a partner and round on your partner by asking
What’s working well for you in the district?
Do you have the resources, tools, equipment you need
to do your job? Probe for specifics.
What could we do to help you do your job better? Any
barriers that are getting in your way?
Is there anyone in particular that has been helpful to you
in the district?
Then, change roles
In your groups, use the rounding information to create a
Stop Light Report
Leader Rounding Tips
Focus on high performing areas.
What gets recognized, gets repeated.
Put rounding in your daily/weekly plan. Create a
plan for rounding.
If your validating your leaders’ rounding create a
plan for how that will occur.
Share wins with the organization.
Follow-up on issues identified.
Reward Desired Performance
Thank You Notes
Objective
Evaluation
System
Leader
Development
Aligned Goals
Must
Haves®
Performance
Gap
Aligned Behavior
Standardization Accelerators
Aligned Process
Top 5 Workplace Incentives
1. Written Thanks From
2.
3.
4.
5.
Manager/Executive
Team Leader
Personal Thanks From
Manager
Promotion for
Performance
Public Praise
Morale-Building
Meetings
Study conducted by Dr. Gerald Graham, Management Professor at Wichita State University
Motivating Today’s Employees, Bob Nelson
Talent+, 1998
Recognize and Reward Behavior
Reinforces positive behavior
Creates role models for other staff
Shows staff how they can make a difference
Creates improved results across organization
Reality
People like specific feedback
Complimented and recognized behavior will be
repeated
There is more to a job than pay!
It is okay to be uncomfortable as you begin to
compliment
What Excuses Do People Have for Not
Complimenting Employees?
If I give too many compliments staff will get a big
head.
I never received a compliment, what should others
receive one. They should have to tough it out like I
did.
I don’t have time to for all this complimenting
business.
I feel silly doing this.
They should be thankful they have a job.
Practice
Think of someone in the district who has been very
helpful to you.
Take your thank you card and write him or her a
note being very specific about the action,
performance or behavior you are thanking them
for.
When you get home, mail it to them.
Who Rounds on Who?
Superintendent rounds on direct reports. When
rounding on departments or in schools get scouting
report from department leader or principal.
Validate direct reports are rounding effectively
Then tell others why you went to particular areas
and what you found
Manage up your work
(cont.)
Senior leaders (assistant superintendents) round
on managers and directors and validate that
managers and directors are rounding on their
direct reports.
Managers and Directors round on employees.
Principals round on teachers and staff.
Rounding - Addressing the Visibility Issue
Research shows the key to success is the direct
supervisor. They are the ones to be visible to
employees more than the need for senior leaders.
Are senior leaders Park Rangers?
Practice
In your group, ask each person to determine who
they would round on and if applicable, who they
are responsible for validating that rounding is
occurring.
Debrief with whole group.
Tools – Communication With Parents
(Chapter 5)
Make 3 to 5 positive phone calls home to parents
each week.
Create a monthly newsletter sent to parents
What‘s been going on this month
Achievements of students
Recognition of teachers
Tools – Student Achievement – Future
Resource
More on Student Achievement and Student
Engagement
Who’s Engaged:
Climb the Learning Ladder to See
August 2010
Tools – Quality – Student Achievement
Student Engagement Framework
Teacher Reflection
Handout
What Effective Teaching Looks Like?
Marzano Study
Black and Wiliam Study
Learning Ladder
Effective Teacher GPA
Handout
Non Example and Example of Effective
Instruction
Handout
Critical Learning Point
Unconsciously Unskilled
Consciously Unskilled
Critical Learning Point
Consciously Skilled
Unconsciously Skilled
Coaching Probe Tool
Probes
Do you see the learning targets
written on the board? Describe.
Do you see evidence of
instruction aligned to the
learning targets? Describe.
Do you see students receiving
feedback in class on the
learning targets? Describe
Do students look like they are
taking control of their learning?
Describe.
Do students seem to
understand the classroom
procedures? Describe.
Notes
Time Exercise
Handout
Connecting Back to Purpose
What Are We Doing?
Creating a great place for teachers to teach and
staff to work so that students learn at their highest
levels and parents are satisfied with their child’s
education
– Quality – Student Achievement
– People – Employee Satisfaction
– Service – Parent Satisfaction and Principals’
Satisfaction with District Services
Expectations
Robin lead coach to help all leaders with three
goals
employee satisfaction
parent satisfaction
satisfaction of school leaders with district support
services
Expectations
When We Leave What Will the District Leadership Team Be Expected
to Do
Complete Leader Evaluation Goals and Measures (by Sept 15)
Roll Out Baseline Survey Employee Satisfaction Results to Staff
(First week in October with surveys given in Sept)
Administer monthly support card to school leaders, analyze results
and communicate in a Monthly Brief (last week in Sept)
Complete leader rounding process each month (ask questions,
record information, complete Stoplight Report, reward and
recognize people)
– Begin rounding in September
– Begin validation in October
Expectations
When We Leave What Will School Leaders Be Expected to Do
Roll out baseline survey employee satisfaction results (first week in
October)
Roll out baseline survey parent satisfaction results (first week in
October)
Complete leader rounding process (begin in September)
Send Monthly Brief to staff (complete first one at end of first week of
school to introduce this communication tool – see example)
Encouraged to do:
Monthly newsletter to parents
3 to 5 positive phone calls home a week by leader trying to get
teachers to do this in each class
“Working together we can all
help students learn that they
have purpose, can do
worthwhile work and make a
difference in the lives of
others and the world we live
in.”