1. Day 2 Summer Leader Development Institute (LDI)
Dr. Robin Largue
Dr. Janet Pilcher

2. How?
Accountability
Transparency (Communication)
Training
Tools

3. Accountability Measures
Pillar
Area
Tool
Quality
Student Achievement
FCAT
People
Employee Satisfaction with Work Environment
Survey
Service
Parent Satisfaction with Schools
Satisfaction by School Leaders w/ District services
Support Card
Finance
Effectiveness and efficiencies
Cost/Revenue

4. Employee Satisfaction Measure - Survey
Who completes? All employees except the Superintendent
Employees complete the survey responding about the department or school in which their direct supervisor resides
When is it completed?
Baseline – September 2010
Every December and April
How is it analyzed?
Top Box Loyalty
By district and by each school/department
How are results shared?
Roll out of data to teachers
District report

5. Employee Satisfaction Questions
I have the materials and supplies to do my job.
My principal/supervisor has provided feedback on my strengths as an employee.
Principal/supervisor led staff meetings make efficient use of time and are productive.
My principal/supervisor recognizes good performance.
My principal/supervisor demonstrates a genuine concern for my welfare.

6. (cont.) My principal/supervisor makes the best use of available funds.
My principal/supervisor consults me on the decisions that affect my job.
The expectations for judging my performance are clear.
My principal/supervisor provides the support needed to accomplish my work objectives.
My principal/supervisor has provided feedback concerning areas for improving my performance.

7. (cont.)
The superintendent is committed to the professional development of school employees.
The superintendent manages district finances effectively.
The superintendent implements Board policies and procedures.
The superintendent uses a variety of methods to promote effective communication throughout the district.

8. (cont.)
The superintendent makes informed decisions based on the best interest of the district.
The superintendent is clear and effective regarding his role in communicating the vision and mission of the district.
The superintendent has integrity and is honest.

9. Parent Satisfaction Measure - Survey
Who completes – all parents who have children in schools in Santa Rosa County
When is it administered?
Baseline – September 2010
Every March/April
How is it analyzed?
Top Box Loyalty
For the district and for each school
How is it communicated?
Roll out of data to teachers
District Report
Through a newsletter to parents by school leaders

10. Parent Satisfaction Survey Questions
My child’s learning is a high priority at this school.
School rules/discipline plans are enforced consistently at this school.
I regularly receive feedback from school staff on how well my child is learning.
My family is treated with respect at this school.
My child has every opportunity to be successful at this school.

11. (cont.)
My child has the necessary classroom supplies and equipment for effective learning.
I would recommend this school to other parents.
This school provides a safe environment for my child to learn.
My child is recognized for good work and behavior at this school.
The school is clean and well maintained.

12. (cont.)
11. The teachers, staff, and administration at this school demonstrate a genuine concern for my child. 12. I am proud to say I have a student at this school. 13. I receive positive phone calls or notes about my child from the school. 14. The principal at this school is approachable and reachable.

13. (cont.)
15. The principal at this school is an effective leader. 16. The Superintendent of the Santa Rosa School District is an effective leader. 17. The Superintendent of the Santa Rosa School District makes decisions that are in the best interest of children and parents of the district.

14. Roll Out of Survey Data Roll Out of Survey Results
Remember: Employees respond to questions thinking about their immediate supervisor (person who does their evaluation)
Supervisors roll out to department employees
Principals roll out to school employees
Training for this roll out process will occur on September 9 (one group) and September 28 (second group)

15. Satisfaction of School Leaders with District Support Services
Who completes? School leaders (principals and assistant principals)
When is it administered?
Each month
How is it analyzed?
Top Box Loyalty
By department
How is it communicated?
Report sent (by superintendent’s office data person) each month to district and school leaders

16. Support Card Sample Accessibility Accuracy Attitude Operations
Timeliness
Ronald J. Doncaster - Newton-Wellesley Hospital - Director, Operations Management Services; Director, PHC PI

17. Definitions of Scale for Support Card
Accessibility – Can we reach a live person or use an electronic tool to reach someone?
Accuracy – Did we receive the right product/service or was a variation communicated?
Attitude – Was it a nice experience? Did you receive a service with a smile?
Operations – Do day to day operations run efficiently and effectively?
Timeliness – Was the response or solution delivered when promised?

18. Applying Support Card
Steps for District Leaders of Departments to Inform Staff
Expectations Meeting
Meetings to Discuss Results
Use this to find out how to get better

19. Transparency

20. Communicate without We/They
Teach leaders not to answer tough questions by throwing another person/leader under the bus
The best way to answer tough questions is to be transparent and factual. If difficult, teach leaders to tell employees they need to research it and get back with them.
Tough questions need to be answered consistently by leaders.

21. Transparency – Communication
Explain why a certain decision was made
Connect back to purpose, worthwhile work and making a difference
Values
Skill
Recognition
Consequences
Money
Align to goals and measures (helps with cascading and connecting communication in an organization)

22. Transparency - Communication
Meeting Title Here (on Notes Master)
How
Employee Forums – Town Hall Meetings
Monthly Briefs
Meetings
What to include:
Statement about current external environment issues
Results on goals
Recognition for specific performances
Manage Up from rounding and manage what you do up – provide information that I listened and acted
© 2010 Studer Group

23. Transparency – Communication Tools
Superintendent’s communication with district employees and community
Town Hall Meetings
Web casts
Monthly Briefs to his direct reports
Leaders’ communication with direct reports
Monthly Brief (see handout)

24. Practice
Using what you know up to this point, individually begin writing a paragraph that explains to staff what this journey is all about.
Share your paragraphs with your group members.
Debrief with whole group.

25. Transparency - Communication
Effective Meetings – (will provide training in future LDIs)
Alignment of meeting agendas to pillar goals
Need for a linkage grid after each meeting (so that everyone knows what their assignments are and why before coming to the next meeting)

26. Practice
On or after August 16th what will you include on an agenda at your first meeting?
How does what you include align to the district pillar goals?
How would you explain that what you are covering helps the district achieve its goals?

27. Training Leadership Development Institutes (LDI)
When – Summer 2010; 2 in fall; 1 in spring
Why – to train on how to implement tactics and tools to help leaders achieve goals

28. Tools

29. Tools for Today People - Employee Satisfaction Service Quality
Leader Rounding
Service
Parent Satisfaction
3 to 5 positive phone calls home to parents a week
Monthly newsletter to parents
 Quality
Student Achievement
Focusing on student engagement

30. Tools – Employee Satisfaction
TEACHER PREFERENCE CARD
Teacher Name: What are the three most important things to you when you are teaching? What is one item you would like to have improved?
(Adapted from Studer Group, 2001) Wh

31. Wow!!!! Card Name: Date: Today you WOWED me when you Thank You!
Submitted by:
(Adapted from Studer Group, 2001)

32. Why do we do leader rounding?
Process Improvement – execution and consistency
Reward and Recognition
92% of people respond to reward and recognition
What gets rewarded gets repeated
Communicate things that are right
Be specific
Senior leaders write notes; direct supervisors say it personally

33. Leader Rounding 87 percentile – employee rounded on monthly
79 percentile – employee rounded on quarterly
55 percentile – every six months (twice a year)
50 percentile – never rounded on

34. Rounding for Outcomes - Employees
Meeting Title Here (on Notes Master)
Meeting Title Here (on Notes Master)
Align Questions to fit Desired Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
© Studer Group® 34 34 34

35. Different Purpose than a Classroom Walkthrough
Purpose of Rounding – to build relationships and improve processes
Purpose of Classroom Walkthroughs – to get a pulse check on instructional practices of teachers
Page 32 in book

36. 3 to 1 3 compliments 1 criticism Positive! 2 to 1 2 compliments
Neutral
1 to 1
1 compliment
1 criticism
Negative
Source: Tom Connellan, “Inside the Magic Kingdom”, pgs 91-95

37. Meeting Title Here (on Notes Master)
Verification:
Meeting Title Here (on Notes Master)
Employee Rounding Log
What is working well?
Staff / physician to recognize?
Any systems needing improvement?
Do you have the tools and equipment to do the job?
Anything else I can do for you right now?
© Studer Group®

38. Senior Leader Scouting Report
Meeting Title Here (on Notes Master)
Accomplishments
New equipment
Staff to recognize
Current Expense Management Results
Tough Questions
External Environment
Employee Satisfaction
Parent Satisfaction
Student Achievement
© Studer Group®

39. Sample Rounding Stoplight Report
Meeting Title Here (on Notes Master)
© Studer Group®

40. Steps for Validating Rounding Occurs
Validate on leaders who are your direct reports
Meet with each leader monthly to review
Rounding Logs
Stop Light Reports
And document ways leaders have recognized good performance and behavior of employees

41. Role Play
Rounding

42. Practice Get a partner and round on your partner by asking
What’s working well for you in the district?
Do you have the resources, tools, equipment you need to do your job? Probe for specifics.
What could we do to help you do your job better? Any barriers that are getting in your way?
Is there anyone in particular that has been helpful to you in the district?
Then, change roles
In your groups, use the rounding information to create a Stop Light Report

43. Meeting Title Here (on Notes Master)
Leader Rounding Tips
Meeting Title Here (on Notes Master)
Focus on high performing areas.
What gets recognized, gets repeated.
Put rounding in your daily/weekly plan. Create a plan for rounding.
If your validating your leaders’ rounding create a plan for how that will occur.
Share wins with the organization.
Follow-up on issues identified.
© Studer Group®

44. Reward Desired Performance
Meeting Title Here (on Notes Master)
Thank You Notes
Objective Evaluation System
Must Haves®
Leader Development
Performance Gap
Standardization
Accelerators
Aligned Goals
Aligned Behavior
Aligned Process
© Studer Group®

45. Top 5 Workplace Incentives
Meeting Title Here (on Notes Master)
Written Thanks From Manager/Executive Team Leader
Personal Thanks From Manager
Promotion for Performance
Public Praise
Morale-Building Meetings
Study conducted by Dr. Gerald Graham, Management Professor at Wichita State University
Motivating Today’s Employees, Bob Nelson
Talent+, 1998
© Studer Group®

46. Recognize and Reward Behavior
Meeting Title Here (on Notes Master)
Reinforces positive behavior
Creates role models for other staff
Shows staff how they can make a difference
Creates improved results across organization
© Studer Group®

47. Meeting Title Here (on Notes Master)
Reality
Meeting Title Here (on Notes Master)
People like specific feedback
Complimented and recognized behavior will be repeated
There is more to a job than pay!
It is okay to be uncomfortable as you begin to compliment
© Studer Group®

48. What Excuses Do People Have for Not Complimenting Employees?
If I give too many compliments staff will get a big head.
I never received a compliment, what should others receive one. They should have to tough it out like I did.
I don’t have time to for all this complimenting business.
I feel silly doing this.
They should be thankful they have a job.

49. Practice
Think of someone in the district who has been very helpful to you.
Take your thank you card and write him or her a note being very specific about the action, performance or behavior you are thanking them for.
When you get home, mail it to them.

50. Who Rounds on Who?
Superintendent rounds on direct reports. When rounding on departments or in schools get scouting report from department leader or principal.
Validate direct reports are rounding effectively
Then tell others why you went to particular areas and what you found
Manage up your work

51. (cont.)
Senior leaders (assistant superintendents) round on managers and directors and validate that managers and directors are rounding on their direct reports.
Managers and Directors round on employees.
Principals round on teachers and staff.

52. Rounding - Addressing the Visibility Issue
Research shows the key to success is the direct supervisor. They are the ones to be visible to employees more than the need for senior leaders.
Are senior leaders Park Rangers?

53. Practice
In your group, ask each person to determine who they would round on and if applicable, who they are responsible for validating that rounding is occurring.
Debrief with whole group.

54. Tools – Communication With Parents (Chapter 5)
Make 3 to 5 positive phone calls home to parents each week.
Create a monthly newsletter sent to parents
What‘s been going on this month
Achievements of students
Recognition of teachers

55. Tools – Student Achievement – Future Resource
More on Student Achievement and Student Engagement
Who’s Engaged:
Climb the Learning Ladder to See
August 2010

56. Tools – Quality – Student Achievement
Student Engagement Framework

57. Teacher Reflection
Handout

58. What Effective Teaching Looks Like?
Marzano Study
Black and Wiliam Study

59. Learning Ladder

60. Effective Teacher GPA
Handout

61. Non Example and Example of Effective Instruction
Handout

62. Critical Learning Point
Unconsciously Unskilled
Consciously Unskilled
Critical Learning Point
Consciously Skilled
Unconsciously Skilled

63. Coaching Probe Tool Probes Notes
Do you see the learning targets written on the board? Describe.
Do you see evidence of instruction aligned to the learning targets? Describe.
Do you see students receiving feedback in class on the learning targets? Describe
Do students look like they are taking control of their learning? Describe.
Do students seem to understand the classroom procedures? Describe.

64. Time Exercise
Handout

65. Connecting Back to Purpose
What Are We Doing?
Creating a great place for teachers to teach and staff to work so that students learn at their highest levels and parents are satisfied with their child’s education
Quality – Student Achievement
People – Employee Satisfaction
Service – Parent Satisfaction and Principals’ Satisfaction with District Services

66. Expectations Robin lead coach to help all leaders with three goals
employee satisfaction
parent satisfaction
satisfaction of school leaders with district support services

67. Expectations
When We Leave What Will the District Leadership Team Be Expected to Do
Complete Leader Evaluation Goals and Measures (by Sept 15)
Roll Out Baseline Survey Employee Satisfaction Results to Staff (First week in October with surveys given in Sept)
Administer monthly support card to school leaders, analyze results and communicate in a Monthly Brief (last week in Sept)
Complete leader rounding process each month (ask questions, record information, complete Stoplight Report, reward and recognize people)
Begin rounding in September
Begin validation in October

68. Expectations When We Leave What Will School Leaders Be Expected to Do
Roll out baseline survey employee satisfaction results (first week in October)
Roll out baseline survey parent satisfaction results (first week in October)
Complete leader rounding process (begin in September)
Send Monthly Brief to staff (complete first one at end of first week of school to introduce this communication tool – see example)
Encouraged to do:
Monthly newsletter to parents
3 to 5 positive phone calls home a week by leader trying to get teachers to do this in each class

69. Meeting Title Here (on Notes Master)
“Working together we can all help students learn that they have purpose, can do worthwhile work and make a difference in the lives of others and the world we live in.”
© Studer Group