Goal:Impact the Campus System

School TurnaroundChange in the Performance of an Organization

Documented Quick

Dramatic Sustained

Turnaround Principal Institute

Regional levelBuild a pipeline of turnaround leaders to

turnaround low performing schools

Turnaround Leader or LeaderWhat’s the Difference?

Turnaround Leader or LeaderWhat’s the Difference?

Predict Successin a particular job or role

a pattern of thinking, feeling, acting or speaking

that

Adopted New 19 TAC Chapter 149, Commissioner's Rules Concerning Educator Standards, Subchapter

BB,Administrator Standards, §149.2001, Principal Standards

Turnaround Leader

Competencies

Actions

Achievement

Initiative and Persistence

Monitoring and Directiveness

Planning Ahead

Impact and Influence

Team Leadership

Developing Others

Analytical Thinking

Conceptual Thinking

Turnaround Leader

Competencies

Action

Gathering Data for Customized Support

What are we hearing from our campus leaders regarding a critical competency such as Developing Others?

Developing Others Protecting Your Time

• Hardest to do• Easy to put on paper – hard to get in there• Difficulty with time• It’s been hard – I’ve done 3• Not so good • I like the idea of putting it down• Sometimes it’s just easiest to knock that off • It makes sense but it’s hard• My time becomes everyone else’s time • If I come back to my office, forget it, it won’t happen • Has to be right at the beginning of my day

Developing Others Feedback to Develop Others

• Common Planning Time• I pull aside• I know I need to be in the classrooms• Leaving notes • Conversations have been totally different• Open air data • It’s doable now that I’m not thinking evaluative, the clarity helped, it’s developmental • I have found out things I didn’t even know were going on• I try to give them feedback, even if it’s in the hallway• Trying to focus on the positive in the feedback, it’s hard• I want to let them know they’re doing a good job• I know post piece is important; I think I’m seeing I don’t really know how to do

Turnaround Principal Institute

• Identifies campus leaders who demonstrate Turnaround Competencies

• Develops leaders based on continuous data collection (i.e onsite visits, surveys) for customized resources, products and services

• Supports a cohort of leaders via a practitioner’s lens using research, tools, resources to create job embedded, face to face and on-site support

ToImpact the System

Quick, Dramatic, Documented, and Sustained

School Turnaround!

Impacting the System Turnaround Leaders take Action:

Encouraged District wide initiative

Change in interview processes

Provide actionable feedback

Manage time

Committed to teacher feedback (tools/resources)

Think in terms of competencies