Presentation on theme: "SHARED LEADERSHIP… OPPORTUNITIES DISCOVERED Leadership that Benefits ALL Young Learners LuAnn Shields Pam Laubenstein Robin Miller Young Prairie Children."— Presentation transcript:
SHARED LEADERSHIP… OPPORTUNITIES DISCOVERED Leadership that Benefits ALL Young Learners LuAnn Shields Pam Laubenstein Robin Miller Young Prairie Children Preschool - Early Childhood Education Program Indian Prairie School District #
District 204 Snapshot Unit District 21 Elementary Schools 6 Middle Schools 3 High Schools Preschool (2 sites) 1 Alternative High School
Prairie Children Preschool Indian Prairie #204 Continuum of Services: Speech/Language Services Phono Class Inclusive Classrooms Self-Contained Classrooms
Prairie Children Preschool Indian Prairie #204 EthnicityFall 07Spring 09 White61%50% Asian22%24% Black6% Hispanic8%14% Multi-Racial2%4% Demographics:
Todays Focus I. Change versus Transition II. Creating The Vision III. Implementing A High Performance Model IV. Sustainable School Improvement
Part I: Change versus Transition Our dilemma is that we hate change and love it at the same time; what we want is for things to remain the same but get better. - Sydney Harris
Change ExternalAction Transition InternalResponse Is It Change Or Transition?
Change vs. Transition Change Change is the external action of doing something different than what is already being done.
Change vs. Transition Transition Transition is the internal way or attitude on how we respond to change. It is the feeling associated with the change.
Fears Associated With Change Fear of the unknown Fear of not being in control Fear of being inadequate Fear of leaving a comfort zone
Change gives all of us the opportunity to grow and learn together for greater outcomes. ~Anonymous
Part II: Creating the Vision Phase I - Evaluating the current environment/situation Phase II - Diagnosing the Problem Phase III - Developing the Action Plan Phase IV - Maintaining Effective Coaching
Phase I Four Areas to Evaluate Know Where You Stand Give staff a voice Get feedback via survey – evaluate the culture & conditions Make the survey anonymous to encourage open and honest feedback Know Where You Want to Go Vision of what you want in the future Data to support
Phase I Four Areas to Evaluate (Cont.) Review performance Acknowledge the difference between desired outcomes and current outcomes External influences for change Regulations, board, superintendent, community, parents, etc. OWN ALL OF IT!
Phase II Diagnosing The Problem Analyze strengths & weaknesses from survey Understand application of strengths to progress the vision Identify areas of focus from the weaknesses that will hinder vision Create a sense of urgency for change Establish best practices
Phase III Developing The Action Plan Clarify the Purpose & Mission Define Roles & Responsibilities Link Staff Goals to Building Initiatives
Phase III Developing The Action Plan (Cont.) Identify Measurable Outcomes Share the Plan with Staff Support Development of Skills
Phase IV Effective Coaching for High Performance Keeping Leadership in the Forefront Coaching Positive Performance Coaching Performance Improvement Hold Each Other Accountable Continuous Improvement Implementing A High Performance Model
Part III: Implementing a High Performance Model Structure Expectations Skills Attitude
Expectation 90% leadership 10% staff Skill 20% leadership 80% staff Structure 80% leadership 20% staff Attitude 10% leadership 90% staff High Performance Copyright of Leadership Results, Inc.
Implementing a High Performance Model Expectations (90% leadership 10% staff) Goals High Performance Activities Strategic Initiatives Strategic Direction Vision, Mission, Purpose, Values
Implementing a High Performance Model Vision – What you want to be Mission – How to get there Purpose – Why you exist Values – Rules to play by
Opportunities Discovered Expectations (90% leadership 10% staff) Specific & Measurable Program Goals High Performance Activities Specific & Measurable Staff Goals
Opportunities Discovered Expectations (90% leadership 10% staff) Skill of Leaders Change Management Time Management Coaching people for performance Skill of Staff Identify coaching opportunities
Opportunities Discovered Values (How) Results (What) Coach Cherished and Honored Out Copyright of Leadership Results, Inc.
Implementing a High Performance Model Structure (80% leadership 20% staff) Systems Processes Resources Communication Structures Physical Layout Equipment Department Structure
Opportunities Discovered Structure Practices for consistent performance Meeting management Communication plan Values of how we work together
Skills (20% leadership 80% staff) Staff Goals Linked to Initiatives Staff Leadership Instructional Practices Professional Development Ongoing Coaching Implementing a High Performance Model
Attitude (10% leadership 90% staff) Habit of Thought Thinking Processes Beliefs Values Feelings Opinions Mood OWN IT! Implementing a High Performance Model
Part IV: Sustaining School Improvement Leadership Curriculum Interventions Assessment Technology
Sustaining School Improvement Sustaining School Improvement Professional Development Culture Community Structure/Budget Linkages to Elementary
Next Steps Collaborative Teams Program-Wide Problem Solving Special Education Service Delivery Consistency of Instruction
If you find a path with no obstacles, it probably doesnt lead anywhere. - Frank A. Clark