Planning and Managing Resources Debbie McFalone, Ph.D.

 Welcome and Group Development  Practices of Exemplary Leaders  Framing Our Thoughts About Resources TED.com: Simon Sinek  An Implementation Audit  Protocols for Decision-Making  The Ultimate Resource: Trust  Communicating Your Message

Numbers in our lives

 To provide current, relevant information  To create a positive learning environment  To be open to your questions  To model protocols you can use immediately in your own leadership practice

 Participate Actively  Ask your questions---Press for clarity  To be open to thinking creatively  Transfer the learning---What does this mean to you in your current situation?

“Leadership matters… And it matters more in times of uncertainty than in times of stability.” ---Kouzes and Posner, 2003.

“What we have before us are breathtaking opportunities disguised as insoluble problems. ” ---J. Gardner, Advisor to four Presidents

Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart

Coherent leaders “walk the talk”--- They’re active participants in the betterment of their communities “Wear one hat” --- Howard Behar

“Inspirational leaders envision the future, and enlist others. A deeply felt belief, along with commitment and enthusiasm for it brings the vision to life for all of us.” ---Kouzes and Posner

Compliance leads to mediocrity Commitment leads to excellence

Sergiovanni: “Leadership by Outrage” It is the leader’s responsibility to be outraged, when empowerment is abused and when purposes are ignored.

Skillful leaders demonstrate courage and integrity by holding difficult conversations and asking intentional questions

“What worked yesterday is the gilded cage of tomorrow.”

“When I finally hit a point where I realized if you want to be an effective leader, you shouldn’t be the one doing all the work, You should be leading and guiding and helping your leaders move your building to the next step…. When I made that paradigm shift, I really became a much better administrator.

“Leadership is an affair of the heart.” “Leaders who are most effective in generating results will appeal not only to the bottom line, but also to the heart. In fact, one of the best strategies for improving results is connecting with people’s deepest, heartfelt hopes.” --Rick DuFour

“The leader must not only make decisions, but must connect those decisions to the heartbeat of the school.”

Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart

How do the 5 Practices of Exemplary Leaders relate to issues of high accountability and limited resources? What connections do you make?

Reeves: If you have more than six priorities, you have too many. Real difference is made through depth of implementation Schools that have 90% buy-in of any initiative make 2 to 3 times the gains of other schools

Simon Sinek: How Great Leaders Inspire Action

 Reeves: ◦ It’s people and practices, not programs ◦ Even the best initiatives will fail without leadership focus

 Focus  Monitoring of adults as well as students  Teacher efficacy

 What’s our initiative inventory?  What’s the range of implementation?  What’s the impact on student achievement ?

HIGH I M P A C T LOWHIGH IMPLEMENTATION LEAD INVEST WEED EVALUATE

Chart your own initiatives on the template… “If you need to cut programs during times of economic stress---start by cutting what’s not working!!!” ---Reeves

Literacy Protocol

A Simple Model for Decision-Making Focusing Four Model

1. Always ensure that your group knows their purpose (and their NON-purpose) 2. Skillful leaders can look back and see evidence of a variety of different strategies for decision-making

“Round Robin Protocol”

“ There can be no significant learning without significant relationships.” ---Comer “Character is the defining characteristic of authentic leadership.” ---Sergiovanni

 “ Relational trust is central to building effective educational communities  “Trust erodes when incompetence is not addressed.”

 Honesty and Trustworthiness  Caring and Personal Regard  Competence  Openness and Collegiality

“ Due to the hierarchical nature of our schools, the burden of developing trust falls upon the school leaders.” “Trustworthy leadership is at the heart of successful schools.”

Jigsaw in Groups of 3: Everyone: Page 149 Person #1: Pg Person #2: Person #3:

Ideas and examples: Communicating your vision, values, and priorities

 What’s been most valuable?  After today’s learning, what will you do ◦ More of? ◦ Less of? ◦ Better? ◦ Differently?