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©2015‐2016 Georgia Leadership Institute for School Improvement, Inc.(GLISI).All rights reserved. Not to be used or reproduced without written permission.
Executive PreviewBase Camp & Leadership Summit 2015‐2016
Welcome 2015‐16 Cohort Season Partners!
• Bibb
• Bulloch
• Carroll
• DeKalb
• Elbert
• Emanuel
• Fayette
• Gwinnett
• Macon
• Meriwether
• Monroe
• Morgan
• Murray
• Paulding
Welcome 2015‐16 Cohort Season Partners!
• Pelham City
• State Schools
• Tattnall
• Teach for America
• Washington
• Wayne
• Wilkinson
• Superintendents and Designees
‐ Introduce yourself telling us your district, how long you have served in your role, and your #1 priority for this school year
‐ As you introduce your colleague(s), share briefly what you admire most about him or her as a leader
Who is in the House Today??
GLISI’s Dynamic Team
IIC Coordinator:
• Georgia Wilson
Performance Consultants:
• Jackie Beasley
• JoAnn Brown
• Yvonne Frey
• Gale Hey
• Sue Holt
• Mildred McCoy
• Liz Rieken
Supported by…• Gale Hulme, Executive Director• Leslie Hazle Bussey, Chief of Staff• Mary Anne Charron, Chief Program Officer• Patty Heitmuller, Director of Leadership Program Development• Letishia Seabrook Jones, Director of Strategic Consulting• Meca Mohammed, Director of Research and Evaluation• Robert Gaines, Communications and Development Manager• James Osanyinbi, Research and Evaluation Specialist• Jennie Welch, Marketing Analyst• Barbara Bush, Financial Business Manager• Nanci Foster, Administrative Assistant
Executive Preview Goals
During our time together we will…
• Review GLISI’s team‐based improvement process and 2015‐16 Base Camp and Leadership Summit updates
• Examine the process, roles and responsibilities for preparing your team to experience success at Base Camp and Leadership Summit
WHAT?
HOW?
Start with Why
WHY?WHY?
Source: Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action (2009)
Start with Why
There are leaders and those who lead.
Source: Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action (2009)
Leaders hold a position of power or influence.Those who lead inspire us.
Whether individuals or organizations, we follow those who lead not because we have
to, but because we want to.
Source: Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action (2009)
We follow those who lead not for them,but for ourselves.
Iyonna’s Story
What is Your Transformation Story?
GLISI’s Core Belief: Leadership Matters and Performance Counts
EffectiveDistrict
Leadership
EffectiveDistrict
Leadership
…ensure sustained high quality teaching and learning leading to all students’ academic success
and college and career readiness
…ensure sustained high quality teaching and learning leading to all students’ academic success
and college and career readiness
EffectiveSchool
Leadership
EffectiveSchool
Leadership
EffectiveTeacher
Leadership
EffectiveTeacher
Leadership
“How” We Do Our Work…
Mission
We develop world‐class education leaders who advance student achievement and organizational effectiveness
Vision
Georgia will lead the nation in systemically improving education leadership, a key driver of student success
Base Camp and Leadership Summit
In‐DistrictConsultation and
Support
Assessment and Evaluation Services
Strategic Improvement Planning
To learn more, visit www.glisi.org
Break
Why Base Camp and Leadership Summit?
Key Assumption
To reduce variability in results, reduce variability in the system… and reduce it “up.”
Graphic: Maybe something with results where they are highest at the end of the graph or showing an upward trend?
Align the System
Where We Are
Where We Want To Be
Base Camp and Leadership Summit Purpose
To equip teams with the skills to drive instructional improvement to ensure all students’ academic success and college and career readiness
Leadership for System Improvement
Creating a Performance Culture
Leadership for System Improvement
Vision of Change
Leadership for System Improvement
Team Development
Leadership for System Improvement
Data Analysis
Leadership for System Improvement
Cause Analysis
Leadership for System Improvement
Suite of Solutions
Leadership for System Improvement
Measuring& Monitoring
Leadership for System Improvement
Continuous Improvement
Leadership for System Improvement
Student Achievement
Leadership for System Improvement
Continuous Improvement is the Key
GLISI is committed to developing world‐class leaders during changing times and conditions!
StudentAchievement
Results!
Cohort Season 2015‐16 Highlights
Base Camp and Leadership Summit
Dates of Base Camp and Leadership Summit Evergreen Conference Center
Cohort 46:
Base Camp – September 14‐16, 2015
Leadership Summit – November 2‐4, 2015
Cohort 47:
Base Camp – October 12‐14, 2015
Leadership Summit – December 7‐9, 2015
Cohort 48:
Base Camp – January 11‐13, 2016
Leadership Summit – February 22‐24, 2016
This is Your Cohort Experience!
And ultimately…Your Work and Your Results
Your Team Your Time Your Data
Focus on Performance‐Based Work• Performance Goals
• Essential Content
• Performance Tasks
• Daily Team Performance Time
Leadership for System Improvement
Vision of Change
• “Start with Why”
• Transformation Stories
‐ Who do we aspire to be?
‐ Who are we now?
‐ How does my story connect with the organization’s current and emerging stories?
Team Development
• PLC “ramp up”
• High‐performing team best practices
Analyzing Data Module
• Putting faces on the data
• What’s the problem?
Analyzing Causes
• Getting clear on root causes
• Connecting root causes to interventions, actions and initiatives
Suite of Solutions
• Best practice case studies
• Job‐alike sessions
Measuring & Monitoring
• Modeling impact check process
• Practicing with a current solution
Maximizing Team Performance Time: “BYOT”
“Bring Your Own Tools” including current or “in process” improvement plan along with additional data (GAPSS, TKES, perception, etc.) to assess current work in light of new learning during Team Performance Times
Role of the Performance ConsultantServes as a coach to help you…
• Develop your team for maximum learning
• Internalize the elements of the improvement process
• Engage in performance tasks to apply learning
• Examine current improvement practices in light of new learning
• Plan for effective implementation
Pre‐Work: Reading Assignment
Capture the Human Side of Learning: Data Makeover Puts Students Front and Center (Sharratt & Fullan – 2013)
Reading Assignment Activities
Activating Activity
• Why should you put faces on the data?
• How do you put faces on the data?
• What are the top three leadership skills needed to do this?‐ District Level?‐ School Level?‐ Classroom Level?
Text‐Rendering Activity
• Protocol
Pre‐Work: Access High School Feedback Reports
High School Feedback Reports
Postcards from the Future
It is five years from now…
• Write yourself a postcard that describes the transformations you have witnessed as the result of your collective efforts to align your district’s work to ensure all students’ academic success and college and career readiness
Postcards from the Future
We’ve Got a New Website!
Visit us at www.glisi.org
www.glisi.orgAccessing Base Camp &Leadership Summit Tools
Additional Resources
Break
Evaluation Design
1 Reaction to the training
2 Improvements in knowledge, skills and abilities
3 Application of knowledge and skills
4 Results of improved behavior
Note: Based on Kirkpatrick’s Four Levels of Evaluation
Overall, I am satisfied with this training experience.
(n=421)
I would recommend GLISI’s Base Camp and Leadership Summit to a colleague.
(n=419)
100%
100%
CDFF Results
Pre‐Post Results
ItemDifferenceCohort 43
DifferenceCohort 44
DifferenceCohort 45
1. I know what steps I need to take to develop team norms. 1.01* 0.85* 0.90*2. I know what steps to take to transform a data set into knowledge about the effectiveness of instruction. 0.71* 0.92* 1.03*3. I am comfortable facilitating data‐driven conversations with my peers. 0.52* 0.67* 0.87*4. I understand how to use multiple data sources to surface the areas where students are struggling. 0.68* 0.84* 1.00*5. I have the skills to effectively identify root causes of student performance needs. 0.84* 0.93* 1.22*6. I know what to do to find a research‐based instructional solution to address student performance needs. 0.55* 0.85* 0.77*7. I understand how to utilize student data/information to create student performance goals. 0.67* 0.96* 0.97*8. I know what steps are most effective for conducting impact checks to monitor implementation of solutions designed to advance student learning.
1.14* 1.11* 1.37*
9. I understand how to make course corrections to ensure improvement efforts are on track to achieve desired results. 0.84* 0.95* 1.13*
10. I know what strategies to use to help my colleagues share responsibility for desired results. 0.84* 0.96* 1.13*11. I understand what it takes to create a performance culture. 0.99* 1.03* 1.22*12. I know how to create a sense of urgency for all students’ academic success. 0.92* 0.86* 1.08*13. I am familiar with my school’s improvement plan. 0.44* 0.59* 0.73*14. I know which student achievement needs my school’s improvement plan targets. 0.45* 0.75* 0.73*15. I know my role in implementing the school improvement plan. 0.62* 0.68* 0.63*
Cohorts 43‐45 Survey Pre‐Post Results
* p<0.01Note: Differences of a point or greater are highlighted in gray.
9%
91%
Has anything about your approach to teaching and learning changed since participating in GLISI's Base
Camp and Leadership Summit?(n=54)
No Yes
Follow‐Up Results
What are the action steps to prepare your team for a successful Base Camp and Leadership Summit experience?
Six Actions for Success
1. Thoughtfully select your Cohort Team
2. Hold your Cohort Team accountable
3. Lead the initiative to prepare all students for academic success and college and career readiness
4. Provide district office support for full implementation of the Leadership for System Improvement Framework
5. Plan, measure, monitor and communicate implementation
6. Celebrate successes
Action 1: Team Selection
• Think carefully about team composition and how you will support the team
• Select and lead the Cohort Team before, during and after Base Camp and Leadership Summit to adopt the team‐based improvement process
• Use the team‐based improvement process to implement the initiative to prepare all students for academic success and college and career readiness
• Remember the importance of an appropriate Superintendent Designee and IIC – two separate roles. Designee needs to be an individual with district decision making authority
Action 2: Accountability
• Hold team members accountable for completing pre‐work, session assignments and for providing evidence of implementation of the team‐based improvement process
• Use the Kick‐off (Orientation) Meeting Sample Plan as a guide for sharing expectations with team members and engaging them in pre‐work activities
• Utilize the IIC Implementation Plan to guide the team‐based improvement process in your district
Action 3: Lead and Sustain the Focus
• Lead the initiative to prepare all students for academic success and college and career readiness
• Develop and implement a plan to connect previous teams to the initiative
Action 4: Provide Support & Modeling
• Support school leaders with the time and resources they need to implement the components of the Leadership for System Improvement Framework
• Model the team‐based improvement process and initiative at the district‐level
Action 5: Plan, Measure, Monitor &Communicate
• Plan, measure, monitor, and communicate the pervasive use of teaming to drive school improvement throughout the district
• Plan, measure, monitor, and communicate adoption of the initiative to prepare all students for academic success and college and career readiness
Action 6: Recognize and Celebrate Success
• Publish and disseminate successes to key stakeholders:
– Students
– Teachers
– Board of Education
– Parents
– Community
Your Commitment: 100% Participation• All team members
‐ On site, on time, on task for entire event – including evenings‐ Complete pre‐work in preparation for the event‐ Complete all tasks / activities assigned at the event ‐ Complete post‐event assignments and activities
• You as the Leading Learner and primary Change Leader‐ Attend all sessions‐ Model full engagement‐ Actively lead the District Team‐ Reinforce norms and protocols
Your Commitment: 100% Participation
What Are Your Questions & Concerns?
What is the Knowing‐Doing Gap?
“Why does knowledge of what needs to be done so frequently
fail to result in action or behavior that is consistent with
that knowledge?”
There is a gap between what we know and what we do…
Source: Jeffrey Pfeffer and Robert Sutton,The Knowing‐Doing Gap (2000).
Bridging the Gap
“For successful organizations, there is no knowing‐doing gap. There is no difference between how they think, who they are, and what they do.”
Source: Alan M. Webber, Why Can’t We Get Anything Done? (2000 – Fast Track)
ABCs of Leading Implementation
• AspirationsWhat results do you want to see?
• BarriersWhat are the potential barriers to achieving these results?
• CommitmentsWhat are you willing to do to realize your aspirations and mitigate the barriers?
Important: Co‐Developer Feedback
• Please complete the on‐line Co‐Developer Feedback Form after the Superintendents’ and IICs’ sessions
Gourmet Lunch… Enjoy!! Superintendent and IIC Sessions will begin at
12:45
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