IMPLEMENTING CHANGE Sulura W. Jackson Principal Skyline High School Ann Arbor, MI

2 WHAT DO YOU STAND FOR? 1. What do you believe about teaching/learning? 2. What are your values? 3. What is non-negotiable?

3 GREAT LEADERS "A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be.” Rosalynn Carter

4 Level Five Leadership Jim Collins, 2001 Humble and Modest Very Single Minded Participatory Leadership Style

5 FIRST THE WHO…THEN THE WHAT Get the right people on the Bus Superintendent Assistant Superintendent Consultant Teaching/Learning

6 THE WHO?

7 Simple Truths If you begin with the “who,” rather than the “what,” you can adapt to change more easily. If you have the right people on the bus, the problems of how to motivate and manage people largely goes away.

8 TOP MANAGEMENT PEOPLE DECISIONS When in doubt don’t hire-keep looking. When you know you need to make a people change, act. Put your best people on your biggest opportunities, not your biggest problems.

9 CONFRONT THE BRUTAL FACTS What is our current reality? Two very good high schools Union Limitations Limited Funding Change in Leadership Time Build Capacity

10 Let the Truth Be Heard Lead with questions, not answers What does effective instruction look like? What are the characteristics of an effective school? What are the characteristics of an effective Professional Learning Community? What is mastery teaching & learning? THE WHAT?

11 BUILD CAPACITY The Art of Teaching The Art of Leadership Professional Learning Communities Interdisciplinary Instruction Technology Training Opportunities

12 Let The Truth Be Heard Engage in dialogue and debate, NOT coercion. Intense debate Discussions Healthy conflict

13 Let The Truth Be Heard Conduct autopsies, without blame Establish understanding and learning Create a climate where the truth is heard

14 Let The Truth Be Heard Build red flag mechanism that turn information into information that cannot be ignored. Provide unfiltered information and insight Early warning system

15 THE HEDGEHOG CONCEPT Single idea or purpose Student Success “The Hedgehog and the Fox” by Isaiah Berlin (Greek Proverb)

16 HedgeHog Concept PASSION EXPERTISEECONOMICS

17 CULTURE OF DISCIPLINE Self-Disciplined People who take disciplined action fanatically consistent with the three circles of the Hedgehog Concept. Vision Creativity Energy

18 Technology Acceleration Find the Right Technologies Don’t Overreact to New Technologies

19 Action Steps Responsibility and Freedom Self Disciplined people who will go to great lengths to fulfill their responsibilities. Culture of Discipline Faithful to the Hedgehog Concept

20 Implement New Knowledge Assess Effectiveness Collaborating To Learn Together Debrief Revise Strengthen Change or continue THE SKYLINE WAY

21 Shaping Up A Review What are some things you heard, saw, said or did that squared with your beliefs? What are some questions still going around in your head? What are three things you want to remember?

22 SKYLINE HIGH SCHOOL SINGLE FOCUS To build a professional learning community in which administrators and teachers collaboratively engage in a relentless pursuit of excellence, focusing on what fosters student learning.

23 LEVEL 5 LEADERSHIP respect towards people selflessness strong powerful commitment to achieve results bring out the best in subordinates blend of fierce will and personal humility stubborn and ruthless yet humble rarely allow ego to be a obstacle attribute success to others

24 SKYLINE HIGH SCHOOL 2552 NORTH MAPLE ROAD ANN ARBOR, MI (734)

25 References Collins, J. (2005). Good To Great and the Social Sectors. New York: HarperCollins. Fullan, M. (2003). The Moral Imperative of School Leadership. Corwin Press. Roy, P. (November 2008). “I am the captain of my ship.” The Learning Principal, 4(3) page 3. Marzano, R. (2003). What Works in Schools: Translating Research Into Action. Alexandria, VA: ASCD.