1. When we know what we want…
…we have to make it happen!

6. What factors or acts exercise a disproportionate influence on:
Breaking the status quo?
Ensuring the greatest impact upon learning from our resources?
Motivating key players to aggressively move forward change?
Knocking down political barriers that often block even the best strategies?

7. Colleagues do not see the need for a strategic shift
Cognitive hurdle
TPL Strategies
Colleagues do not see the need for a strategic shift
Walk the school and ask the students
Meet with the most extreme colleagues first
Use harsh operational realities to render status quo indefensible

8. Limited resources to execute a strategic shift
Resource hurdle
TPL Strategies
Limited resources to execute a strategic shift
Redistribute resources to high impact strategies
Abandon low impact strategies and redirect resources
Share/swap resources with other schools

9. Colleagues are unmotivated to engage in a strategic shift
Motivational hurdle
TPL Strategies
Colleagues are unmotivated to engage in a strategic shift
Concentrate on kingpins
Manage kingpins transparently based on fair process
Chunk up the change to make a strategic shift doable

10. Strategic shift is blocked by powerful vested interests
Political hurdle
TPL Strategies
Strategic shift is blocked by powerful vested interests
Recruit the help of a respected wheel-oiler
Create a coalition of Angels
Build fact-based arguments against devils

14. Formulate our implementation strategies
Articulate exactly why we need to adopt our strategies
Identify the four hurdles for each strategy:
Cognition hurdle
Resource hurdle
Motivational Hurdle
Political Hurdle
Establish our detailed Fair Process of Implementation
Decide how we involve colleagues in Fair Process