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PRINCIPALS WORKSHOP Team Building Leadership By Conrad L. Gill Southern Union Conference Director of Education July 21, 2005.

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Presentation on theme: "PRINCIPALS WORKSHOP Team Building Leadership By Conrad L. Gill Southern Union Conference Director of Education July 21, 2005."— Presentation transcript:

1 PRINCIPALS WORKSHOP Team Building Leadership By Conrad L. Gill Southern Union Conference Director of Education July 21, 2005

2 Educational (Administrators) Delivering GREAT Education that is: G od Centered R esults Oriented, in an E nvironment that Nurtures A ligned with the Journey to Excellence, and is a T eam Effort

3 Does Team Building Depends On Collaboration…? ALWAYS ? SOMETIMES ? NEVER ?

4 Does Team Building Depends On Honesty…? ALWAYS ? SOMETIMES ? NEVER ?

5 Does Team Building Depends On Relationships & Right Actions…? ALWAYS ? SOMETIMES ? NEVER ?

6 Does Team Building Depends On Insight...? ALWAYS ? SOMETIMES ? NEVER ?

7 Does Team Building Depends On Staff Satisfaction...? ALWAYS ? SOMETIMES ? NEVER ?

8 Does Team Building Depends On Trust…? ALWAYS ? SOMETIMES ? NEVER ?

9 A trifling matter, and fussy of me, but we all have our little ways. Milne, The House at Pooh Corner

10 Treat people as if they were what they ought to be… and you help them become what they are capable of being. Johann W. von Goethe

11 Group yourselves into TEAMS of 4 Principals.. Take a few minutes to get acquainted; and then select the following: A Team Leader A Team Encourager A Team Recorder A Team Reporter

12 Please Remember, Every Person born into this world represents something new, something that never existed before. It is the duty of every person (Leader) to know that there has never been anyone like him (her) in the world, for if there had been, there would be no need to be. Every single person is a new thing in the world. Martin Buber

13 Everyone has an invisible sign hanging from (her)his neck saying, Make Me Feel Important! Never forget this message when working with people. Mary Kay Ash

14 Sooo… Please Identify the 2 most important things your Group feels a principal must do to build a GREAT team...

15 Weve heard many GREAT ideas. Can We Agree On The Following TEAM Statement.. Nobody is a whole Team… We need each other. You need someone and someone needs you. Isolated islands were not. To make this thing called life work, we gotta lean and support. And relate and respond. And give and take. And confess and forgive. And reach out and embrace and reply….

16 TEAM Statement Continued.... Since none of us is a whole, independent, self-sufficient, super- capable, all powerful hotshot, lets quit acting like we are. Lifes lonely enough without our playing that silly role. The game is over. Lets link up. --Chuck Swindoll

17 Inch by inch its a CINCH, but Yard by yard its HARD Now, May I please TELL you a Question? (smile)

18 What TYPE of Team Leader Are You

19 HANDOUT EXERCISE.. Wait.. Wait.. Wait.. For Instructions Before You Start!

20 Working In your TEAM Group… Individually compare each of the 4 learner/leader types on your hand out (one bullet at a time) and check the bullets that you feel best identify you. Discuss with your team members your learning/leader TYPE responses & preference(s) Compare & Contrast!

21 Sooo… What Do You Need To Focus On To Become a GREAT Team Leader

22 YOUR LEARNING AND LEADERSHIPS TYPE DETERMINES THE TEAM BUILDING OPPORTUNITIES AND SKILLS YOU MUST STRIVE TO ACHIEVE!

23 Type One Principal LEADERSHIP EMPHASIS Community Morale is important Gives others power Helps people to become self-actualized Believes content/policy and people are equally important

24 Type One Principal LEADERSHIP EMPHASIS Has open door policy, welcomes ideas Has strong group process skills Sees education as an opportunity for self- actualization Manages the sharing of meaning

25 Type One Principal LEADERSHIP EMPHASIS Mission of schoolsto create a place where teachers, learners and all customers will achieve optimal growth Leads by valuing the mission and the people in the organization Judges people by their ability to be authentic

26 Type One Principal PRIORITY TASKS To be an advocate for individual kids and teachers To make staff development a collective priority To create a comfortable, feeling environment, with evidence of productive work, and a strong emphasis on personal interaction

27 Type One Principal PRIORITY TASKS To listen, to communicate To build consensus, decision-making in the group To express a clear vision Gets high job satisfaction from strong agreement among the total staff on the schools mission, and from the faculty working together as a community

28 Type One Principal DIFFICULTIES Personal confrontations Dealing with group conflict Imposing structure Having to make unpopular decisions

29 Type One Principal DIFFICULTIES Using veto power to overrule a group decision Planning without support groups Having to act quickly Completing paper work

30 Type Two Principal LEADERSHIP EMPHASIS Transfer of knowledge through accurate, precise teaching systems Order, predictability are important Principles and procedures must be clear Are systematic planners Emphasizes curriculum and scheduling

31 Type Two Principal LEADERSHIP EMPHASIS Places high priority on tradition Has partially open door policy Sees education as the acquisition of knowledge in order that learners may achieve excellence Has high reporting skills, and is accurate and precise

32 Type Two Principal LEADERSHIP EMPHASIS Mission of schoolsto foster high content engagement, and academic excellence Leads by organizing procedures and coordinating curriculum Judges people by their professionalism

33 Type Two Principal PRIORITY TASKS To enhance curriculum articulation To organize procedures for predictability To create a knowledge and research base To align people and procedures To create an orderly, productive climate

34 Type Two Principal PRIORITY TASKS To create reliable and appropriate communication To reduce curriculum fragmentation To foster the use of content resources Get high job satisfaction from a clearly defined curriculum and procedures for making it a reality

35 Type Two Principal DIFFICULTIES Accepting diversity as a positive aspect of organizational structure Communicating and dealing with feelings Social interaction (often fabricated, duty- driven & cold) Dealing with a subtle, interpersonal aspects of organizational climate

36 Type Two Principal DIFFICULTIES Risk-taking Seeing humor in mistakes and problems Accepting criticism Creating community, sometimes inadvertently forms cliques with personnel like him/her Not open to change opportunities, sees change as creating problems

37 Type Three Principal LEADERSHIP EMPHASIS Productive outcomes (a hands on doer) Is realistic and pragmatic Believes results drive the system Tends to be a bottom-line person Emphasizes consistency and fairness

38 Type Three Principal LEADERSHIP EMPHASIS Has high work ethic Is a straight-forward communicator Sees education as the doorway for students personal and economic accomplishments Is a good decision-maker who deals with conflict

39 Type Three Principal LEADERSHIP EMPHASIS Mission of schoolsto produce skilled, competent people who are life-long learners Leads by modeling behavior Judges people by how well they get the job done

40 Type Three Principal PRIORITY TASKS To create an efficient environment, a business-like atmosphere To monitor the parts to produce a smooth whole To see that people stay on task, to provide resources and materials To deal with conflict openly

41 Type Three Principal PRIORITY TASKS To be just To keep people aware of the bottom line To update efficiency To act whenever possible, avoiding putting things on hold Gets high job satisfaction from a smoothly running organization

42 Type Three Principal DIFFICULTIES Tends to be critical, and underestimates personal needs of staff Staying open to alternatives and ambiguities until the decision is made Excludes consensus building Lacks social grace, literal to a fault

43 Type Three Principal DIFFICULTIES Sometimes puts efficiency over people and content Uncomfortable with metaphors and symbols Has difficulty waiting for results Sees their styles negative characteristics as acceptable behaviors

44 Type Four Principal LEADERSHIP EMPHASIS Continually renewing the vision Very field sensitive, sees the whole picture Encourages diversity Teaches/leads with symbols, metaphors, models. Highly skilled communicator Creates opportunities through enthusiasm and shines the light on others

45 Type Four Principal LEADERSHIP EMPHASIS Expects people to integrate content through action Has strong belief in engaging everyone in the mission of the school Sees education as most important opportunity people have to better their lives Manages change and innovation

46 Type Four Principal LEADERSHIP EMPHASIS Mission of schoolsto encourage creative people to dare and to create opportunities for personal, academic, and social learning Leads by energizing and influencing Judges people by how well they understand the wholeness of the schools mission and how they actualize this mission in their own unique ways

47 Type Four Principal PRIORITY TASKS To innovate creatively To foster the schools reputation for excellence in the community To create a whole-school culture, energetic and positive To create equal opportunity

48 Type Four Principal PRIORITY TASKS To generate options To always be accessible To highlight and reward publicly all excellence in people or products Gets high job satisfaction from innovative projects that work

49 Type Four Principal DIFFICULTIES Being forced to be confined to The Book Doing paper work, especially budgets Consistency with follow-through Communicating their thinking process to the group

50 Type Four Principal DIFFICULTIES Assuming everyone knows what they expect Attending to detailsnot realistic with budget, or limitations of people and timelines Expects everyone to adapt/experience as they do Needs unconventional reinforcement rather than formal evaluation

51 Our Team Building Depends On Knowing Ourselves AND Also Knowing the Characteristics of Our Team Members -- CL Gill

52 Yes, Team Building Depends On Collaboration… Collaboration & Communication, ALWAYS !

53 Yes, Team Building Depends On Honesty… Honesty and Forthrightness, ALWAYS, Even if Our Response Is, I Cant Answer/Tell You Right Now..

54 Yes, Team Building Depends On Relationships & Right Actions… Relationship Building Through Understanding Our Personnel and, ALWAYS, Doing the RIGHT Thing..

55 Yes, Team Building Depends On Insight... Insight, ALWAYS, to Realize That We are Each Unique Creatures with Different Gifts & Talents…

56 Yes, Team Building Depends On Staff Satisfaction... Staff Satisfaction Is Achieved When Individuals are Matched with their Strengths, and Should, ALWAYS, be Our Goal…

57 Yes, Team Building Depends On Trust… Build Trust in Your Staff, ALWAYS. Trust Them Enough to Allow Them to Fail…. Then Ask Them, In The Spirit of Christ, What They Have Learned!

58 Yes, Team Building ALWAYS Depends On: C ollaboration H onesty R elationships and Right Actions I nsight S taff Satisfaction T rust CL Gill

59 Our Prayer is that the Loving Attributes of CHRIST Will Also Become Ours! C ollaboration H onesty R elationships and Right Actions I nsight S taff Satisfaction T rust CL Gill

60 Educational (Administrators) Delivering GREAT Education that is: G od Centered R esults Oriented, in an E nvironment that Nurtures A ligned with the Journey to Excellence, and is a T eam Effort


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