Everyone needs support when they take new risks

1. Everyone needs support when they take new risks 1

2. Relationship Framework 2

3. Relationship Model 0. Isolated 1. Known 2. Receptive 3. Reactive 4. Proactive 5. Sustained 6. Mutually Beneficial 3

4. Relationship Model - Student Support 4

5. ?? ?? ?? ?? ?? ?? ? ?? ?? ?? ?? ?? We Learn/We Teach Survey

6. In The Classroom Relationship Building Negotiated With Respect Engaged Encouraged Positive Reinforcement Source of Encouragement Private Conversations Mandated Without Question Passive and Quiet Discouraged Negative Punishment Absolute Attention Public Pronouncements 6 34

7. Supportive RelationshipsSuccessful Practices • Behaviors • Initiatives • Structures 7 36

8. Supportive Behaviors • Showing Respect • Taking Interest • Active Listening • Frequent Contact • Encouragement • Avoiding “Put Downs” • Displaying Student Work • Writing Encouraging Notes • Identifying Unique TalentsCelebrating AccomplishmentsServing As Role ModelUsing One-to-One CommunicationEncouraging Students to Express Opinions/IdeasCreating Inviting Classroom ClimateExhibiting EnthusiasmUsing Positive HumorStudents Praising Peers 36

9. Supportive Initiatives • Character Education • Beginning of the Year Student Social Activities • Team Building • Mentoring • Rewards, Recognition, Incentives • Student Advocacy • Advisement Program 36

10. Supportive Initiatives, cont’d. • Peer Mediation • Students as Teachers • Family, Community, Business Partnerships • Service Learning • Extra and Co-curricular Activities • Sports Programs 36

11. Supportive Structures • Small Learning Community • Alternative Scheduling • Team Teaching • Teacher Continuity • School-based Enterprise • Professional Learning Community 36

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13. Relationships Relevance Rigor

14. Eugene White “When you have high expectations, you have to have high support.”

15. Margaret Mead " Never doubt that a small group of citizens can change the world. Indeed it is the only thing that ever has.”

16. Rigor/Relevance - All Quadrant D Leadership

17. Four Quadrants of Leadership Decision Framework Staff Involvement

18. Four Quadrants of Leadership DECISION FRAMEWORK D C Anticipation Future-focused and Proactive High B A Preservation Rear View-focused and Reactive Low

19. Four Quadrants of Leadership D C Top Down Hierarchy Distributed Leadership B A Low High STAFF INVOLVEMENT

20. Four Quadrants of Leadership DECISION FRAMEWORK C D Rapidly Improving Islands of Innovation Anticip-ation A B Traditional Pockets of Success Level or Declining Preserv-ation Individual Team STAFF INVOLVEMENT

21. Four Quadrants of Leadership Leadership Tasks DECISION FRAMEWORK C D Role Modeling Establish Expectations Hold Individuals Accountable Grant Applications Assign Jobs Share Vision Distribute Data Support Prof. Learning Hold Celebrations Inspire with Vision Work in Teams Hold Teams Accountable Clarify Roles Analyze Data Anticip-ation A B Issue Procedures Do Close Inspection Issue Orders Write Memos Reprimand Publicize Success Coach Preserve Traditions Hire Qualified People Share Best Practices Reduce Staff Meetings Avoid Risks Preserv-ation Individual Team STAFF INVOLVEMENT

22. Leadership for Rigor Relevance and Relationships Resource Kit

23. Change Model Envision Discover Support CHANGE Create Develop Build

24. Money, time and regulations are NOT true barriers… They are symptoms of the attitudes of people! People are the only real obstacles. If we can change people, anything is possible!

25. Leadership Activities

26. If people are apathetic… Envision “Vision without action is a dream. Action without vision is simply passing the time. Action with Vision is making a positive difference.” Joel Barker

27. If people are apathetic…Dream the Possible Envision • Focus on the future • Don’t lay blame • Be Enthusiastic • Keep Message Simple • Repeat, Repeat, Repeat!

28. If people are unproductive, with low morale… Discover “The real act of discovery consists not in finding new lands but seeing with new eyes.” Marcel Proust

29. If people are unproductive, with low morale…focus on the competence of the organization Discover • Focus on the positive • Reflect on what works well • Ask “What if” questions • Focus on and work from what is known

30. If people are committed to status quo… Create “The goal isn't to live forever, the goal is to create something that will. “ Chuck Palahniuk

31. If people are committed to status quo…design solutions through kaleidoscope thinking Create • Encourage divergent thinking • Provide extensive information • Allow open participation • Recognize that it is okay • to feel uncomfortable

32. If people are confused or anxious… Build "You lead today by building teams and placing others first." Jeff Immelt

33. If people are confused or anxious…forge a consensus for change Build • Encourage convergent thinking • Use consensus decision-making • Give adequate lead time • Be empathetic to human needs

34. If people are fearful, frustrated, lacking confidence… Develop “When you shift people's perceptions, their actions follow." Rayona Sharpnack

35. If people are fearful, frustrated, lacking confidence…cultivate the growth of people Develop • Use outside people to start • Use inside people to carry out • Use skilled communicators • Get verbal commitment to change

36. If people are tentative, slow implementors… Support “Some people change when they see the light, others when they feel the heat.” Caroline Schoeder

37. If people are tentative, discouraged…sustain people through implementation Support • Provide adequate resources • Give recognition & rewards • Consider individual differences • Expect results & inspect progress

38. Leadership Tasks

39. Raising the Level of Rigor and Relevance

40. Rigor/Relevance Framework D C High RIGOR A B Low Low High RELEVANCE

41. Increasing Rigor and Relevance • Rubrics • Reading • Reflective Thought • Revision • Research • Resilience • Relationships • Reschedule • Rejuvenation • Rewards

42. Increasing Student Engagement 43

43. Engagement-based Learning and Teaching • Build Relationships • Reflect on Grading and Rewards • Commit to Guiding Principles • Practice Student Habits • Develop Foundation Skills Preconditions

44. Engagement-based Learning and Teaching • Design for Rigor/Relevance • Personalize Learning • Use Active Learning Strategies • Have Literacy Focus • Attend to Classroom Environment Pedagogy

45. Observation of Student Engagement Walkthrough Checklist • Observe • Positive Body Language • Consistent Focus • Verbal Participation • Student Confidence • Fun and Excitement • Perceive • Individual Attention • Clarity of Learning • Meaningfulness of Work • Rigorous Thinking • Performance Orientation

46. Lovers never send form letters. 47

47. The Missing Ingredient Purpose and Passion

48. International Center for Leadership in Education, Inc. Nicole Hochholzer Email- nhochholzer@hotmail.com 1587 Route 146 Rexford, NY 12148 Phone (518) 399-2776 E-mail - info@LeaderEd.com www.LeaderEd.com