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Tuesday, August 7, 2012 Candace F. Raskin, Ph.D., Professor

Tuesday, August 7, 2012 Candace F. Raskin, Ph.D., Professor Melissa Krull, Ph.D., Assistant Professor. Welcome - . Candace Raskin http://animoto.com/play/nDBVM2SbtY5HkKoGUHLd8g Welcome, facilitator introductions Why this institute? What’s the moral imperative?.

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Tuesday, August 7, 2012 Candace F. Raskin, Ph.D., Professor

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  1. Tuesday, August 7, 2012 Candace F. Raskin, Ph.D., Professor Melissa Krull, Ph.D., Assistant Professor

  2. Welcome - • Candace Raskin • http://animoto.com/play/nDBVM2SbtY5HkKoGUHLd8g • Welcome, facilitator introductions • Why this institute? • What’s the moral imperative?

  3. Who are the Members of this Institute? • Find someone you don’t know. • Pair up with them. • Interview them… • Who are you? • Why are you a principal or school leader? • What inspires you to lead? • What stops you, if anything, from achieving the strongest results for every student? • What’s your favorite song?

  4. Today August 7th • Introductions • Institute Overview & Strands • Our Mission, Our Vision, Our Beliefs, Our Behaviors that lead to Our Results? • Lunch • Can we lead through our strengths? • Marcus Buckingham • How Can We Lead Ourselves, Others & Change? • Overview for Tomorrow

  5. Principal Institute’s Mission Every participating leader ensures, access, fairness, equity and opportunity—every child, every day.

  6. Principal Institute Vision In an era of unprecedented educational challenge and need, further prepare early career principals to lead with fearlessness, skill, self knowledge and racial competence so that under their leadership, EVERY child fully achieves.

  7. Equity and Achievement Understanding the relationship between race and learning…

  8. Developing Others Becoming a leader who can lead the development of others through coaching, mentoring and difficult conversations

  9. Change Processes Initiating, facilitating and sustaining change

  10. Developing Self Leading through reflection, 360 Assessment and deeper understanding of your leadership style

  11. High Leverage Leadership Practices High level best practice instruction that leads to results

  12. Political Leadership Navigating political will while staying true to the right work and doing what’s best for students

  13. Communicating It Right Communicating so others will listen, follow and believe

  14. Cone of Silence http://www.youtube.com/watch?v=g1eUIK9CihA Public Knowledge: This information is not confidential and is stated as such by the person speaking.. Permission Granted: This information was shared confidential. Someone asks for permission to repeat it and permission is granted. Cohort confidential: This information is confidential. It can never be repeated outside the Cohort meeting. Attila the Hun: The speaker can state “Attila the Hun” after sharing something that they never want to be spoken of again, even in the cohort meeting…

  15. What Does a Breach Look Like? • Discussing cohort matters with anyone including a spouse or significant other. No quoting others. • Discussions outside of our cohort can be overheard or intercepted. No email, voice mail regarding our matters when it’s confidential • Never talk about a cohort member when they are not present. Similar to gossiping. • Even long after the cohort is over, continue to honor the cone of silence.

  16. Mission – Vision – Beliefs – Behaviors and Results

  17. Principal Institute’s Mission Every participating leader ensures, access, fairness, equity and opportunity—every child, every day.

  18. What is your school’s mission? • Does your school’s mission have the phrase “all students”? • If so, does every faculty member show it? • Can you prove from data that your school advocates for all children and youth?

  19. Principal Institute Vision In an era of unprecedented educational challenge and need, further prepare early career principals to lead with fearlessness, skill, self knowledge and racial competence so that under their leadership, EVERY child fully achieves.

  20. What is your school’s vision? • Does your school’s vision – • provide a link between the present and the future? • Serve to energize and motivate? • Provide meaning for the work? • Set a standard of excellence?

  21. Let’s Eat…

  22. The Construction Process… Mission Vision Behaviors Beliefs Results

  23. If we believe every leader in this institute can and will generate better achievement results than they currently have… Then every leader is held accountable with high expectations and equal access to all opportunities…

  24. Beliefs to Behaviors to behaviors K-12 Administration

  25. If you believe… Then we behave… • Work with a belief that was identified at your table….. • What’s the belief? • What’s the behavior that should coincide with the belief?

  26. Beliefs for our Institute • At your table share your beliefs – select your top 5 beliefs and write them on post it notes and post • Each table will report out • Select a representative from your group • The rest of you get a break • Small Group Report

  27. Behaviors for our Institute • Each table will generate the top two behaviors to coincide with the belief assigned. • Report to the whole group • On chart paper write your belief and your top two behaviors.

  28. Leading Self - Leading Others - Leading Change

  29. Leading Self - Leading Others - Leading Change Marcus Buckingham

  30. Leading Self - Leading Others - Leading Change • Think of the most influential leader • List four characteristics of this leader • Think about yourself • List four characteristics you display as a leader • Think about yourself again • List two or three words you wish described you

  31. What Strengths Finder is all about! • Understanding your strengths • Understanding the strengths of others • In Order To... • Build stronger relationships • Value and integrate our differences • Increase leadership, team and influence effectiveness

  32. Insight on Your Strengths • Your Strengths • Activity #1 Writing Exercise • Activity #2 Exploring Signature Strengths

  33. Leading Self - Leading Others - Leading Change • Executing • Relationships • Influence • Strategic Thinker

  34. Leading Self - Leading Others - Leading Change • Activity #3 • Look at your top strength • What area does it fall in? • Executing • Relationships • Influence • Strategic Thinker • Get into your like group team?

  35. Leading Self - Leading Others - Leading Change In your like group • Answer the following questions- • What are the strengths of your domain? • What does your domain bring to a team? • What irritates you about other domains? • What do you do that irritates other domains? • What other domain do you need most on your leadership team?

  36. Leading Self - Leading Others - Leading Change Journal: • Were you surprised by any of your strengths? • Describe one thing you learned as a result completing this exercise . • List one or two things that you will do in starting the school year based on the knowledge of your strengths?

  37. Journal • What is your main take away from today?

  38. Day Two Overview • Revisit Behaviors and Beliefs • Principal Panel • Mapping out plan for your schools • Lunch and working on plans in pairs • Chimamanda Edichie: The Danger of a Single Story • Reframing

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