1. Welcome to Year 2 Success Partners
Choose your seat
Introduce yourself to your table mates

2. NETWORKING OPPORTUNITY
When the music plays – MOVE
When the music stops TURN AND TALK to a nearby person
Talk about the prompt on the slide.
When the music starts again, THANK your partner and MOVE

3. Round 1:
Introduce yourself
Why did you join Success Partners?

4. Round 2:
Introduce yourself
Talk about some of your staff strengths and/or talents

5. Round 3:
Introduce yourself
What is my dream for parent engagement this school year?

6. This year our school has continued to join several hundred schools in the Success Partners network, where we will continue to collaborate and study how to better engage families for student success.

7. Round 1:
Introduce yourself
Why did you choose our school?

8. Round 2:
Introduce yourself
Some things my child is interested in and likes to do.

9. Round 3:
Introduce yourself
What is my dream for my child’s future successes?

10. This year our school has continued to join several hundred schools in the Success Partners network, where we will continue to collaborate and study how to better engage families for student success.

11. Michael Fullan’s 3 Keys to Maximizing Impact
is the genesis for our leadership sessions.  

12. Michael Fullan’s
The Principal:
Three Keys to Maximizing Impact
Chapter Three:
The First Key—Leading Learning

13. The Principal’s New Role
“…is to lead the school’s teachers in a process of learning to improve their teaching, while learning alongside them about what works and what doesn’t.”
Fullan pg. 55

14. The Principal’s New Role
Leading Learning
System Player
Agent of Change
One who moves people and
organizations forward
under difficult circumstances.
One who contributes
to and benefits from the increased performance of the others schools in the district and of the system as a whole.
One who models learning and shapes the conditions for all to learn.

15. Principal as Lead Learner
“..the principal does not lead all instructional learning.
The principal does work to ensure that intense instructional focus and continuous learning are the core work of the school,
and does this by being a talent scout and social engineer, building a culture for learning, tapping others to co-lead,
and, well, basically being a learning leader for all.”
Fullan pg. 90

16. The Second Key—Being Being a District and System Player
“The boundary between the school and the outside is becoming more permeable. This has opened up an exciting new (and daunting) world for principals.”
Fullan pg. 97

17. Being a District and System Player Mix and Mingle!
Meet up with two other people.
Silently read the quote. Share what this quote means to you.
What might be some of the benefits of being a Success Partners system player?
What might be some of the challenges?
CHANGE PARTNERS
Repeat steps 1-3 for the next slide.

18. Building External Networks and Partnerships
“The high-performing leaders build teams and delegate work and thereby find time to spend with parents, teachers, students, community members, school system leaders, and other leaders inside and outside of education. These networks produce new ideas, practices, and materials that can be effectively used to improve results in their own schools.”
Kirtman
From Fullan pg. 99

19. Maximizing your impact
“…the principal must seek ideas from other similar schools that perhaps have had more success, and must see herself or himself as a system player. When the ideas of thousands of principals are unleashed and shared, imagine the resources. When principals form productive partnerships with other schools, consider the support they can gain through interaction between their staff and that of other schools.”
Fullan pg. 116

20. Debrief Mix and Mingle
What would I need to do to maximize my partnerships with similar schools?
Why is it important to seek out like minded schools?
What benefits and what drawbacks came to light in your conversations?

21. Debrief Mix and Mingle
What would I need to do to maximize my partnerships with other leaders?
Why is it important to seek out like minded leaders? Leaders that may not be like-minded?
What benefits and what drawbacks came to light in your conversations?

22. Third Key: Principal as Change Agent Think-Pair-Share
“How good are you at moving
people and organizations forward
under difficult circumstances?”
Fullan pg 123
Share a time when you made a
significant positive change to improve
student learning?
2. Describe your role, your goals, and the
outcome?

23. Principal as Change Agent
“…the leader’s role is to work through and help others work through these ambiguities—
sometimes by overcoming resistance, but mostly by reassuring the potential losers that there is something to gain;
other times by helping the willing gain the grounded confidence that is essential to success.”
Fullan pg 123

24. Principal as Change Agent Mastery and Passion: A Mutual Feed
“…passion matters but must be earned through actually getting better at leading change—the latter achieved through a process of learning that does depend on some degree on trial and error… [You only feel] passion emotionally when you are skilled at the work and are actually experiencing success.
Passion without skill is dangerous.”
Fullan pg. 125

25. Change Competencies Challenges the status quo.
Builds trust through clear communication and expectations.
Creates a commonly owned plan for success.
Focuses on team over self.
Has a sense of urgency for sustainable results.
Commits to continuous improvement for self.
Builds external networks and partnerships.
Lyle Kirtman in Principalship pg. 128

27. Learning Communities: Professional learning that increases educator effectiveness and results for all students
occurs within learning communities committed to continuous improvement, collective responsibility,
and goal alignment.
Shirley Hord, scholar laureate, talks about the Learning Communities standard.

28. Table Conversation
How can I as the LEAD LEARNER ensure that my staff develops into a learning community?
Time – rethink what we always do?
Effort – who will facilitate, empowering each member to grow professionally
Structures – building a low-risk environment for robust learning conversations to take place
What else?

29. Standards for Professional Learning
Additional standards will be introduced and discussed in the October and February institutes
Resources
Data
Learning Designs
Implementation
Outcomes
Learningforward.org/standards