1. Scott Perry Superintendent Southern Oregon Education Service District

3. “Leading in a Culture of Change Michael Fullan, 2001

7. Nearly every organization is made up of a “PBS Pyramid” of human beings who are key to system change and sustained implementation.

8. This is ridiculous! We just need more discipline!!! Been there, done that! Maybe I could try it? Sounds great! Could I be on the committee? Please??? Too much to expect of me! Could we get additional training? I might be out on sick leave. I’m a professional. I make those decisions.

13. Trust Matters: Leadership for Successful Schools Tschannen, 2009 Trust in Schools: A Core Resource for Improvement Bryk & Snyder, 2009

14. Adequacy & Belonging

16. Trust = Confidence in: Integrity Ability Stephen M. R. Covey

17. Trust = Speed Cost

18. Leadership for change requires a 'bias for action, a sense of urgency' and a mix of 'pressure and support'. Michael Fullen, 2001

19. High Expectations/Hard Conversations/Confront the Brutal Facts/Bias for Action Trust Destroying High Trust Building Behaviors Manipulative, dishonest talk Talk Straight (note setting, timing, delivery) “I’m Right”Dishonoring Style Honoring, Respectful Style Affective Imperatives Considers All Points of View Low Information/Low Transparency High Information/High Transparency Prides Self re: Confrontational Style Seeks First to Understand- Listens Poor Listening Honors Those Not Present Vague Expectations Clear Expectations Fail to Keep Commitments Keeps Commitments Failure to Right Wrongs Positive rebuild after difficult interchanges Leaves “walking wounded”– no repair effort Rights Wrongs Low Expectations/Avoid Conflict/Ignore Data Battles Won/War Lost Essential Balance: Elements of Effective Leadership No Gain, High Pain Low Gain, Moderate Pain

20. Where They Are Where We Think They Should Be Become Students of the Space Between

21. Remember Adequacy & Belonging

24.  Build Self-Trust Keep commitments you make to you  4:1 “Authentic” Positive/Negative Interaction Ratio (Building Relationship Bank Accounts)  Habitually Listen for Understanding  Be Habitually Honest – even in little things “Roddick Choice”

25.  Work Toward Congruence “What Gandhi thinks, what he feels, what he says, and what he does are all the same” Mahadev Desai

26.  Maintain Humility “Being humble does not mean being weak, reticent, or self-effacing. It means recognizing principle and putting it ahead of self. It means standing firmly for principle, even in the face of opposition…”

27. “Humble people can negotiate intensely. They can drive hard bargains. They can express themselves firmly and clearly in intense situations in close personal relationships….”

28. “…but they do not get caught up in arrogance, bravado, manipulation, or win-lose power plays. They recognize that there are timeless principles that govern in organizations and relationships, and they try to act in alignment with those principles. They do not seek to become a law unto themselves.”

32. “Connect Peers with Purpose” “The Six Secrets of Change” Michael Fullan, 2008

33. “Show me a cohesive, creative organization, and I’ll show you peer interaction all the way down.”

34. What are the conditions that need to be in place for it to be safe, energizing, and even exciting for teachers to genuinely collaborate?

35.  Trust  Top-down  Bottom-up  Lateral  Time  Structure  Meeting format – “Talk but cook rice”  Data  Material organizers  Celebration

42. High Expectations/Hard Conversations/Confront the Brutal Facts/Bias for Action Trust Destroying High Trust Building Behaviors Manipulative, dishonest talk Talk Straight (note setting, timing, delivery) “I’m Right”Dishonoring Style Honoring, Respectful Style Affective Imperatives Considers All Points of View Low Information/Low Transparency High Information/High Transparency Prides Self re: Confrontational Style Seeks First to Understand- Listens Poor Listening Honors Those Not Present Vague Expectations Clear Expectations Fail to Keep Commitments Keeps Commitments Failure to Right Wrongs Positive rebuild after difficult interchanges Leaves “walking wounded”– no repair effort Rights Wrongs Low Expectations/Avoid Conflict/Ignore Data Battles Won/War Lost Essential Balance: Elements of Effective Leadership No Gain, High Pain Low Gain, Moderate Pain

43.  4:1 Positive to Negative Ratio  Keep Data  Celebrate  “Get the right people on the bus and the wrong people off the bus”  Other….

45. Empowered Team Oversight Credible Coaching Data Focus Stong Communication Systems Felt Need Savvy Political Courage