1. VASSP Conference – June 2016
Transforming Vision to Reality Building Consensus When Stakes are High and Morale is Low
VASSP Conference – June 2016

2. Objectives Reflect on Current Practices
Discuss the Foundation and Focus on the Future
Leadership vs. Management
Practical Model to Address Systemic Issues
Increase Capacity in Staff Members
Provide Clarity and a Plan

3. What are your priorities for your school next year?
Question
What are your priorities for your school next year?

4. Why are these priorities for your school next year?
Question
Why are these priorities for your school next year?

5. What is your role in achieving these goals next year?
Question
What is your role in achieving these goals next year?

6. How do you know these should be your priorities?
Question
How do you know these should be your priorities?

7. The answers to these 4 questions should be the same for every person in your school.

8. Myths about Secondary Educators
What are the current stereotypes that might exist when discussing secondary educators and administrators?

9. Why do these myths exist?
Do your teachers and staff understand the “What and Why” for the decisions, processes, and initiatives in your building?
Do your teachers and staff understand their role in each of these?
Do your parents and students understand the need for their engagement in each of these?
How do you filter decisions?

10. Teachers, Staff, Students, and Parents
Community
Superintendent
C.O

11. Assumptions You wish you had more time in the day.
You wish your staff would take more initiative.
From time to time you feel like you are “spinning your wheels.”
From time to time you feel like you are being asked to do more with less.
You often feel like you are just getting by instead of moving your school forward.
You want your school to be the best regardless of resources, time, personnel, etc…

12. Understanding your Leadership Wake

13. WHY IS THIS NECESSARY?
Schools are large and complex organizations that serve a variety of purposes to many people.
To increase productivity, efficiency, and morale – everyone requires exceptional clarity on our mission.
We need to build capacity, leadership, and initiative within all aspects of the organization.
People need to know What and Why – Frequently
School improvement is for everyone – regardless
Of external measures of accountability.

14. What and Why?
“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” – Stephen Covey

15. What does this look like in schools?
You must first establish a base-line purpose. What are you trying to accomplish and why is it important? (Mission and Vision)
How does your work as a school relate to the school division’s Vision, Mission, and Core Values? Everyone needs to understand this.
What structures are in place in your schools that continually remind people of this purpose, and allow them to reflect on current practices?
Do you have a systematic approach to soliciting feedback, examining both quantitative and qualitative data, and re- aligning your work to areas of need? Do your stakeholders have an authentic role in this process?

16. How can you possibly accomplish all of this?
“There has to be a way to redirect employee’s driving ambition and to channel it more productively. There is. Create heroes in every role. Make every role, performed at excellence, a respected profession.” – Marcus Buckingham

17. How does the concept of increased capacity and goal setting help our schools?
You establish a crystal-clear focus on your priorities and people understand the process by which they were established.
You cultivate enthusiasm, motivation, and energy by allowing everyone to take ownership of these priorities.
You provide clear paths by which your school can accomplish it’s goals that are linked to your priorities.
Get out of the way, monitor, and adjust continuously.

18. Visual of Process Where are you and where do you want to be?
Analyze your Vision, Mission, and Purpose (Fall)
Where are you and where do you want to be?
Leadership Teams and Faculty
Collect Qualitative and Quantitative Data (January - February)
Surveys, Data Analysis, Compile
All Stakeholders (Parents, Students, Staff)
Develop Goals and Action Steps (March-April)
Goals – Broad, Action Items – Focused
2 Sessions – All Stakeholders

19. Visual of Process Continued…
Refine Goals and Action Items (Early Summer)
Review updated data sources
Administration/Leadership Team
Implement (Following School Year)
Quarterly Focus Group Sessions
Faculty, Staff, Parents
Review your progress and Repeat(Following Spring)
Review your data and progress
All Stakeholders

20. Data and School Information
Attendance Rates
PBIS Data (Discipline, Positive Referrals, etc…)
Staff, Student, and Parent Surveys (Do them early)
SOL and Benchmark Scores
Physical Fitness Results
School Report Card
Graduation Information
SAT, ACT, AP Scores
Volunteer Participation
Fundraising Information
Anything and everything that tells the story about your school

21. Focus
Strategies
Indicators
Time-Line
Responsibility

22. Key Components of Implementation
Create easy methods for sharing information, suggestions, improvements, and concerns. Use Google!
Quarterly review of your work. Assign staff members based on their strengths, interests, and abilities. Use surveys to gather this information.
Review Data, Data, Data – People need accurate perspectives.
Keep creativity and enthusiasm alive by ensuring all stakeholders participate (especially parents and students).
Take risks – calculated of course.
Chart and celebrate your progress

23. Points of advice….
There is not a one size fits all model. Adapt it to your current situation.
Everything that happens in your building should be extremely purposeful – If it is not purposeful then stop doing it.
People’s time and energy is one of the most valuable resources we have – How can you ensure it is moving your school in the same direction?
You are in your role because you have skill sets that others don’t. Be the visionary leader that people need you to be.
You are the filter that must buffer your stakeholders from the “next best thing.” If it doesn’t fit, then you should not spend time on it.

24. What and Why, What and Why

25. Questions and Discussion
“The bottom line is, when people are crystal clear about the most important priorities of the organization and team they work with and prioritized their work around those top priorities, not only are they many times more productive, they discover they have the time they need to have a whole life.” – Stephen Covey