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1 The Quadrant D Leader A Disposition for Action Dr. Kathleen Weigel, Principal, Atlantic Community High School, Florida To hear this webinar you will.

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Presentation on theme: "1 The Quadrant D Leader A Disposition for Action Dr. Kathleen Weigel, Principal, Atlantic Community High School, Florida To hear this webinar you will."— Presentation transcript:

1 1 The Quadrant D Leader A Disposition for Action Dr. Kathleen Weigel, Principal, Atlantic Community High School, Florida To hear this webinar you will need to choose your audio mode. Go to the control panel in the upper right corner of your screen and click the button of how you will be listening. Your choices: Use telephone Use mic & speakers If using mic & speakers make sure your volume is turned up so you can hear If using the telephone Dial: 916-233-3089 Access Code: 681-296-566 Audio PIN: unique PIN shown in audio control panel on screen Technical difficulties? Contact Debra Light at (518) 723-2071. www.LeaderEd.com All participants are on mute.

2 2 Webinar Guidelines All participants are on mute during the entire webinar. Presentation portion will be 45 minutes Questions and Answers portion will be 15 minutes To ask a question type it in the question control panel in the upper right corner of your screen. Content questions will be answered in the order they were received at the end of the webinar presentation. We will send you a follow up email with the PowerPoint presentation and helpful resources

3 3 High Expectations and Relationships Data-driven Decisions Accountability Articulated Curriculum Rigorous and Relevant Instruction Personalized Learning Professional Learning Communities Partnerships School Climate Leadership Rapidly Improving Schools Characteristics

4 Activity What would good leadership look like? Activity

5 5 Margaret Mead " Never doubt that a small group of citizens can change the world. Indeed it is the only thing that ever has. School leadership is not a position but a disposition for taking action. One role of school leaders is to broaden the acceptance of leadership among many staff who share a common vision. Quadrant D Leadership is the collaborative responsibility for taking action to reach the future oriented goal of the intellectual, emotional and physical needs of each student. Definition of Leadership

6 6 KNOWLEDGEKNOWLEDGE KNOWLEDGEKNOWLEDGE AA BB D C Quadrant D Leadership APPLICATION

7 7 KNOWLEDGEKNOWLEDGE KNOWLEDGEKNOWLEDGE AA BB D C Quadrant D Leadership APPLICATION Greater Reflection Best Practices for Future Needs of Students

8 8 46 Quadrant D Leadership Increasing from A/B to C/D Become more data-driven in decision. Become more data-driven in decision. Broaden student achievement indicators (Learning Criteria for 21st Century Learners). Broaden student achievement indicators (Learning Criteria for 21st Century Learners). Raise student expectations. Raise student expectations. Commit to rigor and relevant learning for every student. Commit to rigor and relevant learning for every student. Develop curriculum around whole student needs. Develop curriculum around whole student needs. Become more future-focused on student learning needs. Become more future-focused on student learning needs.

9 9 KNOWLEDGEKNOWLEDGE KNOWLEDGEKNOWLEDGE AA BB D C Quadrant D Leadership APPLICATION Greater leadership action through staff empowerment and collaboration Greater leadership action through student involvement and responsibility

10 10 46 Quadrant D Leadership Increasing from A/C to B/D Create and empower leadership teams around groups of students and school functions. Create and empower leadership teams around groups of students and school functions. Facilitate team building activities. Facilitate team building activities. Be open to new possibilities. Be open to new possibilities. Credit others for success. Credit others for success. Involve and listen to students in school practices. Involve and listen to students in school practices. Consistently tap and develop future school leaders. Consistently tap and develop future school leaders.

11 11 46 Comparing Leadership Quadrant D Leaders Change the System to Achieve Results Adapt to Unique Situations Learn New Ways to Adapt and Change Create New Practices to Meet Needs Look to Staff Take Actions Rely on Each Other Quadrant D Leadership Traditional Leaders Manage the Current System Promote Standard Procedures Use Past Experience to Solve Problems Replicate Practices w/ Fidelity Look to Superiors for Answers Rely on Expertise

12 12 KNOWLEDGEKNOWLEDGE KNOWLEDGEKNOWLEDGE Quadrant D Leadership APPLICATION AABB D C Authoritative Leadership Collaborative Leadership Creative Leadership Adaptive Leadership

13 Activity Reflection what Leadership looks like in each Quadrant Activity

14 14 KNOWLEDGEKNOWLEDGE KNOWLEDGEKNOWLEDGE AABB D C Quadrant D Leadership APPLICATION Characteristics of Staff by Leadership Quadrant Independent Turf Protective Proactive Initiative Takers Open/Sharing Proactive Compliant Turf Protective Reactive Interdependent Open/Sharing Reactive

15 Activity Leadership Tasks in Each Quadrant Activity

16 16 KNOWLEDGEKNOWLEDGE KNOWLEDGEKNOWLEDGE AABB D C Quadrant D Leadership APPLICATION 5,6,9,12 7,8,11,13 3,4,10,14 1,2,15,16

17 17 KNOWLEDGEKNOWLEDGE KNOWLEDGEKNOWLEDGE Quadrant D Leadership APPLICATION AABB D C Rule-driven School Tradition- drivenSchool Conflict- drivenSchool Culture-driven School Driving Forces of Action by Leadership Quadrant

18 18 KNOWLEDGEKNOWLEDGE KNOWLEDGEKNOWLEDGE Quadrant D Leadership APPLICATION AABB D C Level or Declining Partial Traditional Success Islands of Innovation Rapidly Improving Typical Student Achievement

19 19 KNOWLEDGEKNOWLEDGE AB DC Quadrant D Leadership HighLow High APPLICATION Source of Leader Learning Leader Knowledgeable Little New Learning All Staff Learn Internal to School Leader Learns External to School All Staff Learn External to School

20 20 KNOWLEDGEKNOWLEDGE AB DC Quadrant D Leadership HighLow High APPLICATION Sports Roles as a Metaphor Referee Cheerleader Player Coach

21 21 AB DC Four Quadrants of Leadership HighLow Task - Data Driven School Improvement Low High Distribute test scores and tell staff to work on improvements Teams analyze data and develop plans for improvement Set school goals Implement Research- based program to increase achievement School teams collect and analyze additional data to state test, Teams and individuals constantly innovating to work toward school goals.

22 Activity What are situations where individual leadership should focus in one quadrant?

23 23 Quadrant D Leadership Situations Where Each Quadrant Is Effective Student safety and security issues. Compliance with ethical and legal requirements. Dismissal of staff. Significant student behavior disruptions. Introduction of new state mandates. Need for fiscal controls. School maintenance issues. Quadrant A

24 24 Quadrant D Leadership Situations Where Each Quadrant Is Effective Conditions of low morale, such as layoffs or fiscal cuts. Hiring and mentoring new staff. Changes in school community such as changing demographics. Introduction of new programs, such as a new reading programs. Frequent turnover in school leadership. Quadrant B

25 25 Quadrant D Leadership Situations Where Each Quadrant Is Effective Gaps in achievement among different groups of students. Staff clinging to status quo and traditional instruction. Poor student achievement. Low student expectations. Quadrant C

26 26 Quadrant D Leadership Situations Where Each Quadrant Is Effective Need for innovative approach. Moving from good to great school. Sustaining school improvement efforts. Low student engagement. Shortage of prospective leaders. New school planning. Quadrant D

27 Three Spheres of Leadership Capacity Building Skills and Abilities Tools and Processes Mental Models

28 Leadership Skills and Abilities Personal/Social/Emotional Coherent Vision Instruction Empowerment Community Organization/Management Political/Finance/Legal 10 ICLE Expertise

29 Activity Instructional Leadership in Each Quadrant What leadership tools are available to you in each Quadrant?

30 30 ICLE Quadrant D Leadership Data Driven Data Starting Points School Needs Assessment We Lead Survey Data Analysis Report Benchmark Tasks for RRR Quadrant D Leadership Inventory Customized Models Understand and Apply Tools Practice/Reflect Skills Practitioner Perspective Leadership Challenges Action Oriented Action Plans Data Collection Ongoing Coaching

31 AllSTATEMENT 88%My day-to-day actions are aligned with the mission and vision of this school. (I) 70%Adults in this building work together effectively to achieve this schools goals.. (Us) 59%The schools mission and vision are reviewed on a regular basis with the staff. (Them) We Lead Data (N=14,927) Coherent Vision Goal Focus Decision Making

32 AllSTATEMENT 68%Decisions at this school are based on the needs of students. 69%I am provided with the opportunity to be involved in this schools improvement planning. 49%Staff morale at this school is high. We Lead Data (N=14,927) Coherent Vision Goal Focus Decision Making

33 Years working in schools Coherent Vision 1 st year2-5 years6-10 years11-20 yearsOver 20 Decisions at this school are based on the needs of students. 78%70% 68%70% Adults in this building work together effectively to achieve this schools goals. 78%70% 71%73% Staff morale is high at this school. 69%57%52%48%49%

34 AllSTATEMENT 58%Changes in curriculum and instructional practices are coordinated districtwide. 57%I take an active role in curriculum planning at this school. 58%I am supported when I recommend changes to my curriculum and instruction. We Lead Data Curriculum and Instruction Professional Development Fidelity of Implementation Instructional Leadership

35 AllSTATEMENT 76%Professional development is aligned to school goals. 83%The school environment supports learning. 90%Staff are expected to adapt their practices to meet the needs of all students. 74%Continuous improvement is driven by school administration. We Lead Data Curriculum and Instruction Professional Development Fidelity of Implementation Instructional Leadership

36 AllSTATEMENT 49%School administrators implement change without undue stress. 95%I solve problems effectively. 60%School administrators solve problems effectively. 26%Staff are resistant to new ideas. 96%I am open to new ideas. We Lead Data Curriculum and Instruction Professional Development Fidelity of Implementation Instructional Leadership

37 AllSTATEMENT 61%The right people are in leadership roles at this school. 60%The school administration creates a climate of trust. 69%I trust my colleagues will act in my best interest. 63%I trust that school administrators will act in my best interest. 52%Poor staff performance is not tolerated at this school. Empowerment Trust Communication Relationships We Lead Data

38 38 KNOWLEDGEKNOWLEDGE AB DC Quadrant D Leadership Primary Director Secondary Producer Adventurer HighLow High APPLICATION Contrasting Roles of Leaders Primary Innovator Secondary Facilitator Adventurer Primary Monitor Secondary Producer Planner Primary Mentor Secondary Facilitator Planner

39 Activity Quadrant D Leadership Survey Activity

40 Leadership Survey 1.Before doing survey, go to last page and indicate your current role and predict which Leadership Quadrant you think is your preference. 2.Complete the survey, rate each group of three statements. 3.Summarize your results. 4.Plot your results on the graph.

41 Leadership Survey III IIIIII II II I I IIII IIIII 3 9 4 10 8 2 2 8 6 8 3 1 4 2 2 2 2

42 Leadership Survey

43 43 KNOWLEDGEKNOWLEDGE KNOWLEDGEKNOWLEDGE Quadrant D Leadership APPLICATION AABB D C Authoritative Leadership Collaborative Leadership Creative Leadership Adaptive Leadership Characteristics of Staff by Leadership Quadrant

44 44 46 Comparing Leadership Quadrant D Leaders Change the System Adapt to Unique Situations Learn New Ways to Adapt and Change Create New Practices to Meet Needs Look to Staff Take Actions Rely on Each Other Traditional Leaders Manage the Current System Promote Standard Procedures Use Past Experience to Solve Problems Replicate Practices w/ Fidelity Look to Superiors for Answers Rely on Expertise Quadrant D Leadership

45 Leadership Tools Empowerment Tools Mentoring Team Building Teacher Teams Recognition Management Tools Staff Reviews Analyzing Test Data School Improvement Plans Staff Assignments Culture Tools Celebrations Peer Review of Student Work Instructional Coaching PLC Modeling Vision Tools Professional Development Learning Criteria Classroom Walkthrougths R/R Mental Model

46 46 KNOWLEDGEKNOWLEDGE AB DC Quadrant D Leadership HighLow High APPLICATION Leadership Tools Empowerment Tools Mentoring Team Building Teacher Teams Recognition Culture Tools Celebrations Peer Review of Student Work Instructional Coaching PLC Modeling Vision Tools Professional Development Learning Criteria Classroom Walkthrougths R/R Mental Model Management Tools Staff Reviews Analyzing Test Data School Improvement Plans Staff Assignments

47 47 KNOWLEDGEKNOWLEDGE KNOWLEDGEKNOWLEDGE AA BB D C Quadrant D Leadership APPLICATION

48 48 Margaret Mead " Never doubt that a small group of citizens can change the world. Indeed it is the only thing that ever has. Your vision will become clear only when you can look into your own heart. Who looks outside, dreams; who looks inside, awakes. Carl Jung

49 49 Questions and Answers This is the end of the presentation portion. Submit questions at this time and stay on to hear the answers. If you are logging off, thank you for attending and we will email you with follow-up information. For more information www.LeaderEd.com

50 50 Thank you for attending! www.LeaderEd.com (518) 399-2776 | Info@LeaderEd.com Quad D Leadership Development Workshops Train-the-trainer On-going initiatives

51 51 Its Time to Lead! Lead Whole Staff Survey Coherent Vision Coherent Vision Instructional Leadership Instructional Leadership Empowerment Empowerment

52 52 K-12 Fall Symposium October 23-25, 2009 San Diego reFOCUSrePOSITIONreINVENTwww.LeaderEd.com

53 53 Leadership Academy January 29-31, 2010 New Orleans www.LeaderEd.com


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