TELL Inquiry Action Study Teams Face to Face 2:

Copyright © 2015 New Teacher Center. All Rights Reserved. Connector: Elevator Speech Join someone in the room not from your school and each share your elevator speech. Listeners: Use the handout to take notes on your takeaway from the elevator speech. Before you head back to your school teams, give your colleague the notes you took about their elevator speech. Return to your school teams and share learning and notes.

Copyright © 2015 New Teacher Center. All Rights Reserved. Today’s Agenda Elevator Speech and Feedback NTC/the work/the grant Change Management: Kotter’s Framework Vision Urgency/Complacency Communication Needs Assessment/Development of Tasks

Copyright © 2015 New Teacher Center. All Rights Reserved. Norms Stay Engaged Speak our Truth Experience Discomfort Expect and Accept Non-Closure Listen for Understanding Self-monitor Electronics

Copyright © 2015 New Teacher Center. All Rights Reserved. Objectives Practice and refine our ability to speak about the initiative Learn what needs to be in place to give change a chance Discuss urgency, communication and needs of our specific initiative

Copyright © 2014 New Teacher Center. All Rights Reserved. Change Management KOTTER’S FRAMEWORK

Copyright © 2015 New Teacher Center. All Rights Reserved. Reflection Think back on a time in your school when you were a part of a new initiative and it didn’t really get off the ground Could be directive from the district, school leadership, your team, grade level, etc. Share with an “eyeball” partner your experience

Copyright © 2015 New Teacher Center. All Rights Reserved. Leading Change: Stages 1 & 2 1. Establishing a sense of urgency Examining the market and competitive realities Identifying and discussing crises, potential crises, or major opportunities 2. Creating the guiding coalition Putting together a group with enough power to lead the change Getting the group to work together like a team

Copyright © 2015 New Teacher Center. All Rights Reserved. Leading Change: Stages 3 & 4 3. Developing a vision and strategy Creating a vision to help direct the change effort Developing strategies for achieving that vision 4. Communicating the change vision Using every vehicle possible to constantly communicate the new vision and strategies Having the guiding coalition role model the behavior expected of employees

Copyright © 2015 New Teacher Center. All Rights Reserved. Leading Change: Stages 5 & 6 5. Empowering broad-based action Getting rid of obstacles Changing systems or structures that undermine the change vision Encouraging risk taking and nontraditional ideas, activities, and actions 6. Generating short term wins Planning for visible improvements in performance or ‘wins’ Creating those wins Visibly recognizing and rewarding people who made the wins possible

Copyright © 2015 New Teacher Center. All Rights Reserved. Leading Change: Stages 7 & 8 7. Consolidating gains and producing more change Using increased credibility to change all systems, structures, and policies that don’t fit together and don’t fit the transformation vision Hiring, promoting, and developing people who can implement the change vision Reinvigorating the process with new projects, themes, and change agents 8. Anchoring new approaches in the culture Creating better performance through customer- and productively- oriented behavior, more and better leadership, and more effective management Articulating the connections between new behaviors and organizational success Developing means to ensure leadership development and succession

Copyright © 2015 New Teacher Center. All Rights Reserved. Leading Change Kotter’s 8 Required Steps 1.Establish a sense of urgency 2.Create a guiding coalition 3.Develop a vision and strategy 4.Communicate the change vision 5.Empower broad-based action 6.Generate short term wins 7.Consolidate gains and produce more change 8.Anchor new approaches in the culture

Copyright © 2015 New Teacher Center. All Rights Reserved. Further Reflection Given this new information on Change Management, where do you think the initiative lost momentum in your example? Discuss with your eyeball partner.

Copyright © 2014 New Teacher Center. All Rights Reserved. A Quick Review

Copyright © 2015 New Teacher Center. All Rights Reserved. Communicating a Vision for Your Initiative Three important purposes: 1.Clarifies the general direction for change. 2.Motivates people to take action in the right direction. 3.Coordinates the actions of different people in a fast and efficient way.

Copyright © 2015 New Teacher Center. All Rights Reserved. What is in an Effective Vision? CharacteristicsDescription Imaginable Conveys a picture of what the future will look like Desirable Appeals to the long-term interests of employees, customers, stockholders, and others who have a stake in the enterprise Feasible Comprises realistic, attainable goals Focused Is clear enough to provide guidance in decision making Flexible Is general enough to allow individual initiative and alternative responses in light of changing conditions Communicable Is easy to communicate; can be successfully explained within five minutes

Copyright © 2015 New Teacher Center. All Rights Reserved. Key Elements in Communicating Vision Simplicity Lead by example Metaphor, analogy and example Multiple forums Repetition Explain inconsistencies Give and take. Talk and listen.

Copyright © 2014 New Teacher Center. All Rights Reserved. To create urgency, understand complacency. Coupled with Vision is Urgency

Copyright © 2015 New Teacher Center. All Rights Reserved. Understanding Complacency A feeling of contentment or self satisfaction, especially when coupled with an unawareness of danger or trouble Content with the status quo Afraid of change Anger from failed attempts at change in the past Protective device

Copyright © 2015 New Teacher Center. All Rights Reserved. Sources of Complacency (Kotter, 2012) Too much happy talk Human nature – stress, busy-ness Kill-the-messenger or low confrontation culture Lack of external feedback Absence of a crisis Too many visible resources Low overall performance standards Org. structures that narrow responsibilities Wrong performance indexes Complacency STATUS QUO Complacency STATUS QUO

Copyright © 2015 New Teacher Center. All Rights Reserved. Ways to Raise the Urgency Level 1.Create a crisis. 2.Eliminate obvious examples of excess. 3.Set targets so high they can not be reached by conducting business as usual. 4.Stop measuring performance on narrow goals. Hold people accountable for broader measures. 5.Send more data about customer satisfaction and financial performance to more employees. Compare to competitors.

Copyright © 2015 New Teacher Center. All Rights Reserved. Ways to Raise the Urgency Level (continued) 6.Insist that people talk regularly to unsatisfied customers. 7.Use others to force more relevant data and honest discussion into management meetings. 8.Stop management “happy talk.” 9.Bombard people with information on future opportunities and rewards that we are unable to pursue currently.

Copyright © 2015 New Teacher Center. All Rights Reserved. ? Discussion Questions ? What can your team do to elevate a sense of urgency in this initiative? How might messaging need to change depending on who you are speaking to? In what ways might you need to adapt to maintain urgency over time?

Copyright © 2014 New Teacher Center. All Rights Reserved. Increase the market share of the communication with the change vision. How can I contribute my voice and actions to communicating the change?

Copyright © 2015 New Teacher Center. All Rights Reserved. The Change Vision May Get Lost.. 2,300,000 words Communication to an employee in three months 13,400 words One 30-minute speech, one hour-long meeting, one 600-word article and one 2,000 word memo 0.58% Percent of the communication market share

Copyright © 2015 New Teacher Center. All Rights Reserved. Key Communication Strategy: REPETITION … REPETITION … REPETITION Deliver the message many times, many ways A sentence here, a paragraph there, two minutes in the middle of a meeting, five minutes at the end of a conversation, three quick references in a faculty meeting…it all adds up Repeat… Repeat … Repeat …

Copyright © 2015 New Teacher Center. All Rights Reserved. Communication: An Effective Strategy for Increasing True Urgency Give people important facts Good data and facts can define new needs and goals Can win minds but not hearts Win over hearts Communicate not only facts, but emotionally compelling needs Can excite and arouse determination

Copyright © 2015 New Teacher Center. All Rights Reserved. Actualizing the Message Place the name of any one teacher from your school in the middle of a sheet of paper. As a team, brainstorm at least six ways you can communicate your vision to him/her. Write as many as you can around the paper.

Copyright © 2015 New Teacher Center. All Rights Reserved. Internalizing the Message You Work Individually Place yourself in the middle of a sheet of paper Brainstorm all the different ways you can communicate the vision back at your school

Copyright © 2015 New Teacher Center. All Rights Reserved. Actualizing Your Message What are some steps you/your team can take to begin promoting your initiative? Use the page in your packet to record your ideas

Copyright © 2015 New Teacher Center. All Rights Reserved. Needs Assessment What aspects of each of these teaching conditions areas are beneficial to implementing your strategy? What about your current conditions may impede your strategy? BASE WORKING CONDITIONS Facilities and Resources Community Support and Involvement Teacher Leadership PD Activities Instructional Support

Copyright © 2015 New Teacher Center. All Rights Reserved. Sioberg Middle School Sample Provided in Participant’s Packet

Copyright © 2015 New Teacher Center. All Rights Reserved. For Each Next Task… Consider … How are the teachers/parents/community going to be included in the process? Who/what teams will be responsible for implementation or specific parts of the strategy? What supports and resources are needed to successfully implement? What is the expected timeline for completion? What might evidence of success look like?

Copyright © 2015 New Teacher Center. All Rights Reserved. Between Now and Coaching 2 Begin your communication Think through as a team at least 1 strategy that came up from your faculty meeting Conduct a needs assessment of your school conditions Develop some tasks associated with that strategy to actualize that strategy

Copyright © 2014 New Teacher Center. All Rights Reserved. Thank you! FEEDBACK Survey Link: tinyurl.com/ntc-pd-feedback Go to the website for updates, dates, materials and information