1. School Culture and Student Achievement Collaborative Conference for Student Achievement March 26, 2013 http://tinyurl.com/bseetlz

2. Wiki http://region3pd.ncdpi.wikispaces.net

3. “Every public school student will graduate from high school, globally competitive for work and postsecondary education and prepared for life in the 21st Century.” NC State Board of Education Mission http://tinyurl.com/bseetlz

4. Outcomes: Common understanding of Change Style Indicator; Identify your leadership style; Understand the relationship between change and your leadership style; and Use a change process and coaching to enhance school culture

5. Can We Agree? To be actively involved Value differences Agree to disagree Listen

6. Standard l: Strategic Leadership 6 Summary: School executives will create conditions that result in strategically re-imaging the school’s vision, mission, and goals in the 21st century. Understanding that schools ideally prepare students for an unseen but not altogether unpredictable future. The leader creates a climate of inquiry that challenges the school community to continually repurpose itself by building on its core values and beliefs about its preferred future and then developing a pathway to reach it.

7. Standard 1: Teacher Leadership Teachers lead the teaching profession. Teachers strive to improve the teaching profession. They contribute to the establishment of positive working conditions in their school. They actively participate in and advocate for decision-making structures in education and government that take advantage of the expertise of teachers. Teachers promote professional growth for all educators and collaborate with their colleagues to improve the profession. Teachers strive to improve the profession, contribute to the establishment of positive working conditions participate in decision- making structures and promote professional growth. Image: http://tinyurl.com/c34wb45

8. Why address change? http://tinyurl.com/cosevcu

9. Change Style Indicator (CSI) Assessment Instrument designed to measure your preferred style in approaching change and dealing with situations involving change

10. CSI Does and Does not DoesDoes not Offer an explanation of preferred style for leading and responding to change Describe the change style preferences that are more personally influenced than situational influence Create an appreciation for change style diversity Present a right or wrong “better” or “worse change style Measure level of competence at leading and managing change Limit individuals to predetermined responses to change

11. Conservers Pragmatists Originators Change Style Preference

12. Characteristics When facing Change, Conservers : Deliberate, disciplined, and organized Maintains current structure Conventional assumptions Enjoy predictability Cautious and inflexible Details and the routine Tradition and established practice

13. Characteristics When facing change, Originators: Unorganized, undisciplined, unconventional and spontaneous Challenges current structure Challenge accepted assumptions Risk and uncertainty Impractical and miss important details Visionary and systems in their thinking Policies and procedures with little regard

14. Characteristics When facing changes, Pragmatists: Practical, agreeable, flexible Emphasizes workable outcomes; Focused on results than structure Mediators and catalysts for understanding Open to both sides of an argument Middle-of-the-road approach Team-oriented

15. Find your Change Style Indicator Which characteristics made you come to that conclusion? Discuss the characteristics with your colleagues.

16. Think about how others see you, your collaboration preferences, and in what ways must you be creative to enhance collaboration with the other styles Perception, Collaboration, Creativity

17. Perceptions 17 Dogmatic Bureaucratic Yielding to authority Having their “head in the sand” Preferring the status quo Lacking new ideas Originators see Conservers as:

18. Perceptions Conservers see Originators as: Divisive Impulsive Lacking appreciation of tested ways of getting things done Starting but not finishing projects Not interested in follow-through Wanting change for the sake of change Not understanding how things get done

19. Perceptions Pragmatists can be perceived by strong Conservers and Originators as : Compromising Mediating Indecisive Early influenced Noncommittal Hiding behind team needs 19

20. Collaboration Conservers – Prefer to keep current structure operating smoothly; Focus on relationships; Encourage building on what is already working Originators – Prefer to challenge accepted structure; Focus on the task; Encourage exploring new possibilities Pragmatists- Prefer balanced inquiry; Focus on shared objectives; Encourage looking at the current circumstances 20

21. Creativity Originators- Inspiration; Conceptualize; Initiate Pragmatists – Perspiration; Concretize; Implement Conservers - Verification; Refine, Follow through

22. Reflection Time Which impacts you most about change? Perceptions Collaboration Creativity

23. Whole Group Presentation 23

24. Coercive Authoritative Affiliative Democratic Pacesetting Coaching Leadership Styles Adaptive from Goleman 2000, p. 82-83 (as presented by Fullan)

25. Leadership Style and Climate 25 Coercive Authoritativ e AffiliativeDemocraticPacesettingCoaching Leader Characteristic Demands Compliance Mobilizes people toward a vision Creates harmony and builds emotional bonds Forges consensus through participation Sets high standards for performance Develops people for the future Message “Do what I tell you.” “Come with me.” “People come first.” “What do you think?” “Do as I do, now.” “Try this.” Characteristic s Drive to achieve, initiative, self- control Self- confidence, empathy, change catalyst Empathy, building relationships, communication Collaboratio n, team leadership, communicat ion Conscientious ness, drive to achieve, initiative Developing others, empathy, self- awareness Appropriate Situations In a crisis, to kick start a turnaround, or with problem employees When changes require a new vision, or when a clear direction is needed To heal rifts in a team or to motivate people during stressful circumstances To build buy-in or consensus, or to get input form valuable employees To get quick results form a highly motivated and competent team To help an employee improve performance or develop long-term strengths Overall impact on climate NegativePositive NegativePositive

26. Table Conversations Discuss a situation currently dealing with- identify style most appropriate for the situation and will provide the desired outcome

27. Leadership Style How does your leadership style hinder change in your organization? How does it serve as a bridge for change in your organization?

28. “…[W]hen you change the culture, you have to go slow, you have to educate, and you have to explain what you’re doing and for what reasons. We started slow, and it became a cultural norm.” Clark Hults 28

29. A Change Process 29 Change Moral Purpose Understanding Change Cultivating Relationships Knowledge Development and Sharing Productive Disturbance How can I make a difference in the lives of all students? How can internal commitment be obtained? What is needed to understand change and help others understand change? How can a climate be cultivated that is based on genuine relationships that focus on authenticity and care? How do we develop a culture that focuses on development and use of knowledge to enhance instruction and learning? How can the team be guided through their differences?

30. Scenarios Activity Identify what you want to change and use coaching questions and tools for a positive change.

31. Recognizing that there is a change style indicator Leadership style dictates how situations are approached Recognition of a change process that leads to cultural norms and improvements Practical Applications that Impacts Ability to Lead Cultural Change

32. Resources 32 8 Forces for Leaders of Change http://tinyurl.com/cx7nvug Leadership That Gets Results http://tinyurl.com/d66lhyn Coaching Strategies Handout

33. Contact Information Mary Russell, PD Lead Region 3 Mary.russell@dpi.nc.gov Frances Harris-Burke, Regional Lead Region 5 Frances.harrisburke@dpi.nc.gov