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What? So what? Now what? Questions to Help SAM Teams Achieve Their Goals Dr. Kevin Ballard, EdD; NBCT Seventh Annual National SAM/Principal Conference.

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Presentation on theme: "What? So what? Now what? Questions to Help SAM Teams Achieve Their Goals Dr. Kevin Ballard, EdD; NBCT Seventh Annual National SAM/Principal Conference."— Presentation transcript:

1 What? So what? Now what? Questions to Help SAM Teams Achieve Their Goals Dr. Kevin Ballard, EdD; NBCT Seventh Annual National SAM/Principal Conference Hotel Del Coronado ~ San Diego, California February 1, 2014 Kevin Ballard

2 Lifelong Learning What more would you like to learn from your experience as a SAM administrator or a member of a SAM team? What have you learned from your experience as a SAM administrator or as a member of a SAM team? Kevin Ballard

3 What is SAM? “SAM is a professional development process using a unique set of tools to change a principal’s focus from school management tasks to instructional leadership—activities directly connected to improving teaching and learning.” content/uploads/2012/07/SAM-Info.pdf Kevin Ballard

4 Primary Activities of SAM Teams Collect data Analyze data Use data What? So what? Now what? Kevin Ballard 4

5 Goal To help SAM teams use three questions – What? So what? Now what? – to be more reflective, purposeful, and effective by engaging in a reiterative process in which they collect, analyze, and use data to inform decisions. What? So what? Now what? Kevin Ballard

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8 What? Kevin Ballard

9 What? An integral part of the SAM process to change a principal’s focus from school management tasks to instructional leadership is to collect data about how much instructional, management, and personal time a principal uses. Kevin Ballard

10 What? Kevin Ballard

11 Instructional Descriptors Student Supervision Work With Student(s) Feedback: Directive Office Work/Prep Walkthrough Observation Feedback: Non-Directive Parents/Guardians Decision Making Committees, Groups, Meetings District: Meetings, Supervisor, Others External: Officials, Others Modeling/Teaching Professional Development Planning, Curriculum, Assessment Celebration What? General Management Student Supervision Student Discipline Employee Supervision Office Work/Prep Building Management Parents/Guardians Decision Making Committees, Meetings District: Meetings, Supervisor, Others External: Officials, Others Celebration Management Descriptors Kevin Ballard

12 What? Kevin Ballard

13 What? Kevin Ballard

14 First Responders – What? Walkthroughs – What? TimeTrack – What? SAM meetings – What? Did ___ – What? Did not do ___ – What? What? Kevin Ballard

15 What? Merely doing something and collecting data is not an effective and efficient way to change a principal’s focus from school management tasks to instructional leadership. Kevin Ballard

16 Merely collecting data does not help SAM teams reach their goals “to change a principal’s focus from school management tasks to instructional leadership.” Therefore, successful SAM teams analyze data to make meaning of their data. So what? Kevin Ballard

17 So what? Kevin Ballard

18 Leading change to create high performing, results driven organizations A principal can be more effective by using his/her TimeTrack data to inform decision making and determine next steps with a teacher or group to focus on the team’s goals The SAM team must regularly consider and reflect on the impact of the principal’s instructional leadership work using TimeTrack data and charts Discuss the impact of the leader’s time on an individual teacher’s practice Discuss the impact of the leader’s time on a group’s practice Discuss the impact of the leader’s time on a student or parent’s practice So what? Kevin Ballard

19 TimeTrack Review: Seven Questions 1.Is the team at/above goal? 2.Is the team scheduling at/above goal in advance? 3.Is the team connecting events with individual teachers and groups? 4.Is a TimeTrack daily meeting scheduled every day? 5.Do you see evidence of follow-up scheduling? 6.Are events reconciled? 7.Is the principal/SAM scheduling the descriptors they said they wanted to do more of? So what? Kevin Ballard

20 Interpretive Questions What are you learning about yourself through this experience? What things could you have done/could you do to increase your instructional time? What things could you have done/could you do to increase your principal’s instructional time? What are things that you might have done/could do in the next month to find ways to provide meaningful feedback to your teachers? So what? Kevin Ballard

21 First Responders – What? So what? Walkthroughs – What? So what? TimeTrack – What? So what? SAM meetings – What? So what? Did ___ – What? So what? Did not ___ – What? So what? So what? Kevin Ballard

22 So what? Merely collecting and analyzing data is not an effective and efficient way to change a principal’s focus from school management tasks to instructional leadership. Kevin Ballard

23 Merely collecting and analyzing data does not help SAM teams reach their goals “to change a principal’s focus from school management tasks to instructional leadership.” Therefore, successful SAM teams use the findings of their data analysis to engage in reflective practice and to inform their decisions; thereby, continuing the reiterative process of collecting, analyzing, and using data to inform decisions. Now what? Kevin Ballard

24 “Making an impact means taking action.” (Pam Salazar) Vision Inquiry Action ACTION – MAKE IT HAPPEN – GO! Now what? Kevin Ballard

25 Have a vision of your goal Now what? Kevin Ballard

26 “Begin with the end in mind.” (Stephen Covey) Backwards planning – (McTigghe and Wiggins) The focus is on learning by having a good design which is based on the development and use of good strategies and best practices which are supported by data. Now what? Find effective and efficient ways to reach your goal Kevin Ballard

27 Now what? Kevin Ballard

28 Collect Analyze Use Now what? Kevin Ballard

29 Now what? Collect Analyze Use Kevin Ballard

30 Now what? Collect Analyze Use Kevin Ballard

31 Now what? Analyze Use Collect “Creating organizational cultures that value learning, coaching and continuous improvement.” Kevin Ballard

32 “Intentionally lead and approach change through multiple perspectives, identify high leverage change strategies, and achieve an early-win to success.” (Bert Hendee) “…. understanding develops and deepens as a result of rethinking and reflection (i.e., to dig deeper into the Big Ideas), and to refine and reflect their work based on feedback.” (McTighe and Wiggins) Now what? Kevin Ballard

33 Ways to rethink Shift perspective Reconsider key assumptions Confront alternate versions Reexamine the argument and evidence Consider new information Now what? Kevin Ballard

34 Decisional Questions What things will you do differently between now and a specified future date? What things will you do to increase your instructional time in your goal areas? What can you do during this next month to contribute to your principal’s future success? What are your next steps? What actions/ideas has this triggered for you? What are you going to do to ensure that the two of you have the required daily meeting every day? Now what? Kevin Ballard

35 Now what? Three Easy Questions for Daily Meetings for Every Event SAM Daily Meeting - Kevin Ballard

36 Now what? Kevin Ballard

37 Now what? Kevin Ballard

38 Now what? Kevin Ballard

39 First Responders – What? So what? Now what? Walkthroughs – What? So what? Now what? TimeTrack – What? So what? Now what? SAM meetings – What? So what? Now what? Did ___ – What? So what? Now what? Did not ___ – What? So what? Now what? So what? Kevin Ballard

40 Now what? Merely collecting and analyzing data is not an effective and efficient way to change a principal’s focus from school management tasks to instructional leadership. Change requires using data. Kevin Ballard

41 What? So what? Now what? Collect data Analyze data Use data What? So what? Now what? Kevin Ballard

42 What did I learn? So what does this learning mean to me? Now what will I do with that I learned? What? So what? Now what? Kevin Ballard

43 What? So what? Now what? Kevin Ballard

44 Dr. Kevin Ballard, EdD; NBCT Dr. Kevin Ballard is a National Board Certified teacher in library media. He is the Information Specialist for a middle school in Illinois, where he is also the SAM. Kevin is also a certified advanced facilitator for the University of Phoenix where he has taught more than 200 undergraduate classes since Additionally, Kevin a professional church musician who has directed vocal choirs, handbells, chamber orchestras, and contemporary worship bands. He is active in the American Guild of Organists and the National Association of Pastoral Musicians. Dr. Ballard received his doctorate in higher education and adult learning from Walden University, his master's degree in educational leadership from the American College of Education, his master’s degree in adult education and distance learning from the University of Phoenix, his master’s in music performance from Mankato State University, and his bachelor’s in curriculum and instruction from Dr. Martin Luther College. Kevin can be contacted at Kevin Ballard


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