Executive Preview Base Camp & Leadership Summit
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1 Executive Preview Base Camp & Leadership Summit Georgia Leadership Institute for School Improvement, Inc.(GLISI). All rights reserved. Not to be used or reproduced without written permission.
2 Welcome Cohort Season Partners! Bibb Bulloch Carroll DeKalb Elbert Emanuel Fayette Gwinnett Macon Meriwether Monroe Morgan Murray Paulding
3 Welcome Cohort Season Partners! Pelham City State Schools Tattnall Teach for America Washington Wayne Wilkinson
4 Who is in the House Today?? 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
5 GLISI s Dynamic Team IIC Coordinator: Georgia Wilson Performance Consultants: Jackie Beasley JoAnn Brown Yvonne Frey Gale Hey Sue Holt Mildred McCoy Liz Rieken
6 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
7 Executive Preview Goals During our time together we will Review GLISI s team based improvement process and 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
8 Start with Why WHAT? HOW? WHY? Source: Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action (2009)
9 Start with Why
10 Leaders There hold Those are a leaders position who lead and of inspire those power who us. or influence. lead. Source: Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action (2009)
11 Whether individuals or organizations, we We follow those who lead not for them, follow those who lead not because we have but for ourselves. to, but because we want to. Source: Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action (2009)
12
13 Iyonna s Story
14
15 What is Your Transformation Story?
16 GLISI s Core Belief: Leadership Matters and Performance Counts Effective District Leadership Effective School Leadership Effective Teacher Leadership ensure sustained high quality teaching and learning leading to all students academic success and college and career readiness
17 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
18 Strategic Improvement Planning Assessment and Evaluation Services Base Camp and Leadership Summit In District Consultation and Support To learn more, visit
19 Break
20 Why Base Camp and Leadership Summit?
21 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?
22 Align the System Where We Are Where We Want To Be
23 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
24 Leadership for System Improvement
25 Leadership for System Improvement Creating a Performance Culture
26 Leadership for System Improvement Vision of Change
27 Leadership for System Improvement Team Development
28 Leadership for System Improvement Data Analysis
29 Leadership for System Improvement Cause Analysis
30 Leadership for System Improvement Suite of Solutions
31 Leadership for System Improvement Measuring & Monitoring
32 Leadership for System Improvement Continuous Improvement
33 Leadership for System Improvement Student Achievement
34 Continuous Improvement is the Key Student Achievement Results! GLISI is committed to developing world class leaders during changing times and conditions!
35 Cohort Season Highlights Base Camp and Leadership Summit
36 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
37 This is Your Cohort Experience! Your Team Your Time Your Data And ultimately Your Work and Your Results
38 Focus on Performance Based Work Performance Goals Essential Content Performance Tasks Daily Team Performance Time
39 Leadership for System Improvement
40 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?
41 Team Development PLC ramp up High performing team best practices
42 Analyzing Data Module Putting faces on the data What s the problem?
43 Analyzing Causes Getting clear on root causes Connecting root causes to interventions, actions and initiatives
44 Suite of Solutions Best practice case studies Job alike sessions
45 Measuring & Monitoring Modeling impact check process Practicing with a current solution
46 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
47 Role of the Performance Consultant Serves 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
48 Pre Work: Reading Assignment Capture the Human Side of Learning: Data Makeover Puts Students Front and Center (Sharratt & Fullan 2013)
49 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
50
51 Pre Work: Access High School Feedback Reports
52 High School Feedback Reports
53 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
54 We ve Got a New Website! Visit us at
55 Accessing Base Camp & Leadership Summit Tools
56
57
58 Additional Resources
59 Break
60
61 Evaluation Design 4 Results of improved behavior 3 Application of knowledge and skills 2 Improvements in knowledge, skills and abilities 1 Reaction to the training Note: Based on Kirkpatrick s Four Levels of Evaluation
62 CDFF Results Overall, I am satisfied with this training experience. (n=421) 100% I would recommend GLISI s Base Camp and Leadership Summit to a colleague. (n=419) 100%
63 Pre Post Results Item Cohorts Survey Pre Post Results Difference Cohort 43 Difference Cohort 44 Difference Cohort 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* * p<0.01 Note: Differences of a point or greater are highlighted in gray.
64 Follow Up Results Has anything about your approach to teaching and learning changed since participating in GLISI's Base Camp and Leadership Summit? (n=54) 9% 91% No Yes
65 What are the action steps to prepare your team for a successful Base Camp and Leadership Summit experience?
66 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
67 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
68 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
69 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
70 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
71 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
72 Action 6: Recognize and Celebrate Success Publish and disseminate successes to key stakeholders: Students Teachers Board of Education Parents Community
73 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
74 Your Commitment: 100% Participation You as the Leading Learner and primary Change Leader Attend all sessions Model full engagement Actively lead the District Team Reinforce norms and protocols
75 What Are Your Questions & Concerns?
76 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).
77 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)
78 ABCs of Leading Implementation Aspirations What results do you want to see? Barriers What are the potential barriers to achieving these results? Commitments What are you willing to do to realize your aspirations and mitigate the barriers?
79 Important: Co Developer Feedback Please complete the on line Co Developer Feedback Form after the Superintendents and IICs sessions
80 Gourmet Lunch Enjoy!! Superintendent and IIC Sessions will begin at 12:45
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