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1All participants are on mute. The Quadrant D Leader A Disposition for Action Dr. Kathleen Weigel, Principal, Atlantic Community High School, FloridaTo 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 telephoneUse mic & speakersIf using mic & speakers make sure your volume is turned up so you can hearIf using the telephoneDial: Access Code:Audio PIN: unique PIN shown in audio control panel on screenTechnical difficulties? Contact Debra Light at (518)All participants are on mute.
2Webinar GuidelinesAll participants are on mute during the entire webinar.Presentation portion will be 45 minutesQuestions and Answers portion will be 15 minutesTo 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 with the PowerPoint presentation and helpful resources
3Rapidly Improving Schools Characteristics High Expectations and RelationshipsData-driven DecisionsAccountabilityArticulated CurriculumRigorous and Relevant InstructionPersonalized LearningProfessional Learning CommunitiesPartnershipsSchool ClimateLeadership
4What would good leadership look like? ActivityActivityWhat would good leadership look like?
5Definition of Leadership 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." Never doubt that a small group of citizens can change the world. Indeed it is the only thing that ever has.”Margaret Mead
7D C A B Quadrant D Leadership KNOWLEDGE Greater Reflection Best PracticesforFutureNeeds ofStudentsABAPPLICATION
8Increasing from A/B to C/D Quadrant D LeadershipIncreasing from A/B to C/DBecome more data-driven in decision.Broaden student achievement indicators (Learning Criteria for 21st Century Learners).Raise student expectations.Commit to rigor and relevant learning for every student.Develop curriculum around whole student needs.Become more future-focused on student learning needs.46
9Greater leadership action through staff empowerment and collaboration Quadrant D LeadershipDGreater leadership action through student involvement and responsibilityKNOWLEDGECGreater leadership action through staff empowerment and collaborationABAPPLICATION
10Increasing from A/C to B/D Quadrant D LeadershipIncreasing from A/C to B/DCreate and empower leadership teams around groups of students and school functions.Facilitate team building activities.Be open to new possibilities.Credit others for success.Involve and listen to students in school practices.Consistently tap and develop future school leaders.46
11Quadrant D Leadership Comparing Leadership Traditional Leaders Manage the Current SystemChange the System to Achieve ResultsUse Past Experience to Solve ProblemsLearn New Ways to Adapt and ChangePromote Standard ProceduresAdapt to Unique SituationsReplicate Practices w/ FidelityCreate New Practices to Meet NeedsLook to Superiors for AnswersLook to Staff Take Actions46Rely on Each OtherRely on Expertise
12C D A B Quadrant D Leadership Creative Adaptive Leadership Leadership KNOWLEDGECreativeLeadershipAdaptiveLeadershipABAuthoritativeLeadershipCollaborativeLeadershipAPPLICATION
13Reflection what Leadership looks like in each Quadrant ActivityActivityReflection what Leadership looks like in each Quadrant
14Characteristics of Staff by Leadership Quadrant Quadrant D LeadershipCharacteristics of Staff by Leadership QuadrantIndependentTurf ProtectiveProactiveCDInitiative TakersOpen/SharingProactiveKNOWLEDGECompliantTurf ProtectiveReactiveAInterdependentOpen/SharingReactiveBAPPLICATION
15Leadership Tasks in Each Quadrant ActivityActivityLeadership Tasks in Each Quadrant
16C D A B Quadrant D Leadership 5,6,9,12 1,2,15,16 7,8,11,13 3,4,10,14 KNOWLEDGE5,6,9,121,2,15,16AB7,8,11,133,4,10,14APPLICATION
17C D A B Quadrant D Leadership Culture-driven School Driving Forces of Action by Leadership QuadrantCDKNOWLEDGEConflict-drivenSchoolCulture-driven SchoolABRule-driven SchoolTradition-drivenSchoolAPPLICATION
18Typical Student Achievement Partial Traditional Success Quadrant D LeadershipTypical Student AchievementCDKNOWLEDGEIslands of InnovationRapidly ImprovingABPartial Traditional SuccessLevel or DecliningAPPLICATION
19Source of Leader Learning All Staff Learn Internal to School Quadrant D LeadershipSource of Leader LearningCDLeader LearnsExternal to SchoolAll Staff LearnExternal to SchoolHighKNOWLEDGEABLeaderKnowledgeableLittle New LearningAll Staff Learn Internal to SchoolLowLowHighAPPLICATION
20Sports Roles as a Metaphor Quadrant D LeadershipSports Roles as a MetaphorCDPlayerCoachHighKNOWLEDGEABLowRefereeCheerleaderLowHighAPPLICATION
21Four Quadrants of Leadership Task - Data Driven School ImprovementCDSchool teams collect and analyze additional data to state test, Teams and individuals constantly innovating to work toward school goals.Set school goalsImplement Research-based program to increase achievementHighABLowDistribute test scores and tell staff to work on improvementsTeams analyze data and develop plans for improvementLowHigh
22ActivityWhat are situations where individual leadership should focus in one quadrant?
23Situations Where Each Quadrant Is Effective Quadrant D LeadershipSituations Where Each Quadrant Is EffectiveQuadrant AStudent 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.
24Situations Where Each Quadrant Is Effective Quadrant D LeadershipSituations Where Each Quadrant Is EffectiveQuadrant BConditions 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.
25Situations Where Each Quadrant Is Effective Quadrant D LeadershipSituations Where Each Quadrant Is EffectiveQuadrant CGaps in achievement among different groups of students.Staff clinging to status quo and traditional instruction.Poor student achievement.Low student expectations.
26Situations Where Each Quadrant Is Effective Quadrant D LeadershipSituations Where Each Quadrant Is EffectiveQuadrant DNeed for innovative approach.Moving from good to great school.Sustaining school improvement efforts.Low student engagement.Shortage of prospective leaders.New school planning.
27Leadership Capacity Building Three Spheres ofLeadership Capacity BuildingMentalModelsSkills andAbilitiesTools andProcesses
28Leadership Skills and Abilities Personal/Social/EmotionalCoherent VisionInstructionEmpowermentCommunityOrganization/ManagementPolitical/Finance/LegalICLE Expertise10
29Activity Instructional Leadership in Each Quadrant What leadership tools are available to you in each Quadrant?
30ICLE Quadrant D Leadership Data DrivenCustomizedAction OrientedData Starting PointsSchool Needs AssessmentWe Lead SurveyData Analysis ReportBenchmark Tasks for RRRQuadrant D Leadership InventoryModelsUnderstand and ApplyToolsPractice/ReflectSkillsPractitioner PerspectiveLeadership ChallengesAction PlansData CollectionOngoing Coaching
31We Lead Data (N=14,927) Coherent Vision All STATEMENT Goal FocusDecision MakingAll STATEMENT88% 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 school’s goals.. (Us)59% The school’s mission and vision are reviewed on a regular basis with the staff. (Them)
32We Lead Data (N=14,927) Coherent Vision All STATEMENT Goal FocusDecision MakingAll STATEMENT68% Decisions at this school are based on the needs of students.69% I am provided with the opportunity to be involved in this school’s improvement planning.49% Staff morale at this school is high.
33Years working in schools Coherent Vision1st year2-5 years6-10 years11-20 yearsOver 20Decisions at this school are based on the needs of students.78%70%68%Adults in this building work together effectively to achieve this school’s goals.71%73%Staff morale is high at this school.69%57%52%48%49%
34We Lead Data Instructional Leadership All STATEMENT Curriculum and InstructionProfessional DevelopmentFidelity of ImplementationInstructional LeadershipAll STATEMENT58% 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.
35We Lead Data Instructional Leadership All STATEMENT Curriculum and InstructionProfessional DevelopmentFidelity of ImplementationInstructional LeadershipAll STATEMENT76% 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.
36We Lead Data Instructional Leadership All STATEMENT Curriculum and InstructionProfessional DevelopmentFidelity of ImplementationInstructional LeadershipAll STATEMENT49% 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.
37We Lead Data Empowerment Trust Communication Relationships All STATEMENT61% 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.
38Contrasting Roles of Leaders Quadrant D LeadershipContrasting Roles of LeadersCDPrimaryDirectorSecondaryProducerAdventurerPrimaryInnovatorSecondaryFacilitatorAdventurerHighKNOWLEDGEPrimaryMonitorSecondaryProducerPlannerPrimaryMentorSecondaryFacilitatorPlannerABLowLowHighAPPLICATION
39Quadrant D Leadership Survey ActivityActivityQuadrant D Leadership Survey
40Leadership SurveyBefore doing survey, go to last page and indicate your current role and predict which Leadership Quadrant you think is your preference.Complete the survey, rate each group of three statements.Summarize your results.Plot your results on the graph.
43Characteristics of Staff by Leadership Quadrant Quadrant D LeadershipCharacteristics of Staff by Leadership QuadrantCDKNOWLEDGECreativeLeadershipAdaptiveLeadershipABAuthoritativeLeadershipCollaborativeLeadershipAPPLICATION
44Quadrant D Leadership Comparing Leadership Traditional Leaders Manage the Current SystemChange the SystemLearn New Ways to Adapt and ChangeUse Past Experience to Solve ProblemsAdapt to Unique SituationsPromote Standard ProceduresCreate New Practices to Meet NeedsReplicate Practices w/ FidelityLook to Superiors for AnswersLook to Staff Take ActionsRely on ExpertiseRely on Each Other46
45Peer Review of Student Work Quadrant D LeadershipLeadership ToolsManagement ToolsStaff ReviewsAnalyzing Test DataSchool ImprovementPlansStaff AssignmentsModelingVisionToolsProfessionalDevelopmentLearning CriteriaClassroomWalkthrougthsR/R Mental ModelEmpowermentToolsMentoringTeam BuildingTeacher TeamsRecognitionCulture ToolsCelebrationsPeer Review of Student WorkInstructionalCoachingPLC
46Peer Review of Student Work Quadrant D LeadershipLeadership ToolsModelingVisionToolsProfessionalDevelopmentLearning CriteriaClassroomWalkthrougthsR/R Mental ModelCulture ToolsCelebrationsPeer Review of Student WorkInstructionalCoachingPLCCDHighKNOWLEDGEManagement ToolsStaff ReviewsAnalyzing Test DataSchool ImprovementPlansStaff AssignmentsEmpowermentToolsMentoringTeam BuildingTeacher TeamsRecognitionABLowLowHighAPPLICATION
48" Never doubt that a small group of citizens can change the world " 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.”Margaret MeadCarl Jung
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50Thank you for attending! www.LeaderEd.com Quad D Leadership DevelopmentWorkshopsTrain-the-trainerOn-going initiatives(518) |
51Lead Whole Staff Survey Coherent VisionInstructional LeadershipEmpowermentIt’s Time to Lead!
52K-12 Fall Symposium October 23-25, 2009 San Diego reFOCUSrePOSITIONreINVENTK-12 Fall Symposium October 23-25, 2009 San Diego
53Leadership Academy January 29-31, 2010 New Orleans