1. Identifying and Developing Future Principal Supervisors September 29, 2015 Ben Fenton Gina Ikemoto

2. © New Leaders, Inc. All rights reserved. | 2 Principal Supervisor Research and Draft Tools District and CMO Interviews Achievement First Aspire Charlotte-Mecklenburg Denver Gwinnett County Hillsborough Montgomery County Oakland San Francisco Tulsa Field Experts Interviews with NL Alumni in PS Roles Research SourcesDraft Tools Framework for Developing Future Principal Supervisors Interviews and Activities for Selecting Principal Supervisors Clarifying the PS Role within the Central Office Designing PS Networks and Assigning Schools/Leaders

3. © New Leaders, Inc. All rights reserved. | 3 Building and Applying a Competency Model

4. © New Leaders, Inc. All rights reserved. | 4 Building Blocks of the Competencies Skills & Experience What principal supervisors must know and be able to do … Dispositions … and what they must believe about themselves and others and how they must approach their work

5. © New Leaders, Inc. All rights reserved. | 5 Principal Supervisor Skills & Experiences Instructional Leadership People Management & Growth Team Learning & Professional Development Strategic Planning and Data- Driven Implementation Communication & Stakeholder Engagement Problem Solving Systemic Thinking Demonstrated in Principal Role Developed Beyond Principal Role

6. © New Leaders, Inc. All rights reserved. | 6 Dispositions Belief in student potential Commitment to continuous learning Resiliency Focus on results Closely aligned to the draft CCSSO National Principal Supervisor Standards Problem-solving orientation Commitment to stakeholder engagement Commitment to system solutions Key disposition for selection, even for successful principals

7. © New Leaders, Inc. All rights reserved. | 7 At your tables, identify the 2-3 skill gaps that are most prominent for successful principals who transition into the principal supervisor role. Which skills from our competency list resonate as key needs? What, if any, skills would you add as key needs for new principal supervisors? Table Activity – Biggest Gaps from P to PS PrincipalPrincipal Supervisor

8. Selection Tools

9. © New Leaders, Inc. All rights reserved. | 9 Selection Tools Example – Systemic Thinking Demonstrated as Principal Behavioral Interviewing Cases and Simulations Commitment to and success with district-wide goals Identified as model for implementation of one or more district initiatives Describe a time you successfully implemented a district-wide planning process or initiative. How did you balance the consistent process with the unique needs of your school? Present a case study of a principal making a strong request to be exempt from a new district initiative. What decision would the candidate make? What parameters would they use in deciding?

10. Future Principal Supervisor Development Options

11. © New Leaders, Inc. All rights reserved. | 11  Growth in the principal role Other opportunities for growth and experience Onboarding support for new principal supervisors Future PS Development Tool

12. © New Leaders, Inc. All rights reserved. | 12 Competency 1: Instructional Leadership Other Developmental Opportunities Onboarding and 1 st Year Support  Serve on a central office Curriculum Team or working group  Serve on a central office Instructional Expectations or Standards team or working group  Work in a dedicated Curriculum and Instruction staff role for the district, especially those providing direct support to schools  Support to deepen their understanding of the district-wide instructional needs, priorities, strategies and resources  Focused training and support for their role as managers and monitors of implementation, and opportunities for flexibility  Deep understanding of the expectations for principals as instructional managers

13. © New Leaders, Inc. All rights reserved. | 13 Competency 7: Systemic Thinking Other Developmental Opportunities Onboarding and 1 st Year Support  Participate in district-level policy setting and have exposure to considerations and circumstances across the district  Serve in a role directly related to setting and supporting district goals and policy (such as “Superintendent Fellow”)  Training in principles of system design to help them apply this lens to their new role  Exposure to senior district leadership and decision-making, learning the considerations, perspectives, and priorities of system leadership  Case studies on balancing district priorities with school-specific context

14. © New Leaders, Inc. All rights reserved. | 14 Leader Tracking Systems Principal evaluation practice ratings, especially: Instructional Leadership Staff Development Strategic Planning School Culture Staff survey ratings: Quality of observation and feedback Quality of PD design/delivery Served as mentor principal Competencies Demonstrated in Principal Role Competencies Developed Beyond Principal Role # of Assistant Principals/Teacher Leaders moving into leadership roles at other schools Engagement in policy-formation committees or district task force Pilot or model site for new initiative implementation

15. © New Leaders, Inc. All rights reserved. | 15 Examples in the Room  Other opportunities for growth and experience Onboarding support for new principal supervisors Tulsa Public Schools Learning Leaders Program Visits to peer schools Co-observe teachers at multiple sites Design and lead principal PD Evaluation and goal setting for APs Practice solving problems common to multiple schools Practice blended coaching Use case studies to balance the role of coach versus supervisor

16. Central Office Network Design

17. © New Leaders, Inc. All rights reserved. | 17 PS Key Responsibilities PS Time Allocation PS Span of Control Balance of support vs. accountability Role in forming district policy Structures for accessing resources Vision for the Principal Supervisor Role Current StateFuture State

18. © New Leaders, Inc. All rights reserved. | 18 Span of Control Considerations Principal Management Central Office Responsibilities Non-Principal Management # of schools managed Geographic spread Needs for improvement Staff mobility Standing committees Project teams Community meetings Professional development for teachers # of direct non-principal reports Matrix management or network structure responsibilities

19. © New Leaders, Inc. All rights reserved. | 19 Non-Principal Management Responsibilities Direct Management Matrix Management On Call “As Needed”

20. © New Leaders, Inc. All rights reserved. | 20 All materials will be uploaded onto the PSI microsite by next week For more information about the New Leaders research or tools, please contact: Ben Fenton, Chief Strategy Officer, bfenton@newleaders.orgbfenton@newleaders.org Gina Ikemoto, Executive Director of Research and Policy Development, gikemoto@newleaders.org gikemoto@newleaders.org RoseAnn Armes, Executive Director, Principal Supervisor Support, rarmes@newleaders.org rarmes@newleaders.org Contact Info

21. Closing