Potential Instructional Leaders of Tomorrow

1
Potential Instructional Leaders of
Tomorrows Schools
2
Warm-up

• At your table
• Discuss a leadership experience you have had in
  the last two months.
• What attributes of leadership did you demonstrate
  or observe?

3
Objectives

• Participants will
• Develop an understanding of how leadership
  development fits into the system-wide vision for
  St. Marys County Public Schools
• Examine the leadership performance system and its
  expectations for leaders and
• Discuss ways in which leadership development can
  be differentiated based on a clear set of
  expectations and a process for support.

4
Charting a Course to ExcellenceShining the Light
on Leadership
Conversation with the Superintendent

• What qualities are sought effective leaders?
• What experiences influence leadership style, and
  why?
• What are the greatest challenges facing school
  leaders?

5

• Leadership is everyones business Leadership is
  not about a position or place its an attitude
  and a sense of responsibility for making a
  difference.
• Kouzes and Posner (1999) Encouraging the Heart
  A Leaders Guide to Rewarding and Recognizing
  Others

6

• The best leaders believe that no matter what
  their role, people can achieve the high standards
  that have been set. Its called the Pygmalion
  effect, a belief so strong that even if others
  dont believe in themselves initially, the
  leaders belieffor the teachers, or parents, or
  colleagues give rise to self confidence to a
  belief that Yes, I can do it! it becomes a
  self-fulfilling prophecy.
• Kouzes and Posner (1999) Encouraging the Heart
  A Leaders Guide to Rewarding and Recognizing
  Others

7

• Good is not enough when you dream about being
  great.
• Kouzes and Posner (1999) Encouraging the Heart
  A Leaders Guide to Rewarding and Recognizing
  Others

8
Encouraging the Heart

• The First Essential Set Clear Standards
• The Second Essential Expect the Best
• The Third Essential Pay Attention
• The Fourth Essential Personalize Recognition
• The Fifth Essential Tell the Story
• The Sixth Essential Celebrate Together
• The Seventh Essential Set the Example

Kouzes and Posner (1999) Encouraging the Heart
A Leaders Guide to Rewarding and Recognizing
Others
9

• If you are after results, you better start paying
  attention to encouraging the heart.
• Kouzes and Posner (1999) Encouraging the Heart
  A Leaders Guide to Rewarding and Recognizing
  Others

10

• Energetic-enthusiastic-hopeful leaders cause
  greater moral purpose in themselves, bury
  themselves in change, naturally build
  relationships and knowledge, and seek coherence
  to consolidate moral purpose. Michael Fullan
  (2001)

11
Good Is the Enemy of Great
Great Results
Whats InsidetheBlack Box?
Good Results
Jim Collins (2001) Good to Great
12
Good Is the Enemy of Great
BREAKTHROUGH
Buildup
Level 5 Leadership
First Who Then What
Confront the Brutal Facts
Hedgehog Concept
Culture of Discipline
Technology Accelerators
Disciplined People
Disciplined Thought
Disciplined Action
Jim Collins (2001) Good to Great
13
First Who, Then What

• If we get the right people on the bus, the right
  people in the right seats and the wrong people
  off the bus

Jim Collins (2001) Good to Great
14
Greatness is not a function of circumstance.
Greatness, it turns out, is largely a matter of
conscious choice.

• Jim Collins (2001) Good to Great

15

• The quality of a persons life is in direct
  proportion to his/her commitment to excellence.
• Vince Lombardi

16
High Concept High Touch
Agriculture Age
18th Century 19th Century 20th Century 21st
Century
Pink, D. (2006) A Whole New Mind)
17
Six Senses in the Conceptual Age
Not just function but also DESIGN
Not just argument but also STORY
Not just focus but also SYMPHONY
Not just logic but also EMPATHY
Not just seriousness but also PLAY
Not just accumulation but also MEANING
Pink, D. (2006) A Whole New Mind)
18
Design. Story. Symphony. Empathy. Play.
Meaning. These six senses increasingly will guide
our lives and shape our world. Many of you no
doubt welcome such a change... The high-concept,
high-touch abilities that now matter most are
fundamentally human attributes. Pink (2006), p.
67.
19
Telling the Story

• "Leadership is about change. It's about taking
  people from where they are now to where they need
  to be. The best way to get people to venture into
  unknown terrain is to make it desirable by taking
  them there in their imaginations. In other
  words, by telling them stories.
• Noel M. Tichy, a professor at the University of
  Michigan Business School and the coauthor of The
  Leadership Engine (Harper Business, 1997).
• "Humans are storytellers, stories enhance
  attention, create anticipation, increase
  retention. They provide a familiar set of 'hooks'
  that allow us to process the information that we
  hang on them.
• Peter Orton

20
7 Habits of Highly Effective PeopleStephen Covey

• Be Proactive Personal Vision
• Begin with the end in Mind
• Put First Things First
• Think Win/Win
• Seek first to understand then to be understood
• Synergize
• Sharpen the Saw

21
The Importance of Quality Leadership

• Managers manage things, leaders lead people
• Creating a vision
• Getting others to pursue it
• Having charisma
• Getting people excited about what they are doing
• Demonstrating empathy
• Willingness to make sacrifices to inspire others
• Encouraging followers to be optimistic and have
  hope

22

• Luck When Opportunity Meets Preparation
• Oprah Winfrey

23

• Think as if you are and act that wayMichael
  Martirano

24
Leading in a Culture of ChangeMichael Fullan

• Energy Enthusiasm - Hopefulness
• Personal characteristics
• that all effective leaders possess.
• Never-give-up optimism.

25

• Energetic-enthusiastic-hopeful leaders cause
  greater moral purpose in themselves, bury
  themselves in change, naturally build
  relationships and knowledge, and seek coherence
  to consolidate moral purpose. Fullan (2001)

26
Effects of challenge and support on development
High
Retreat
Growth
Challenge
Confirmation
Stasis
Support
Low
High
27
Vision of Exemplary Teaching for Student Learning
Cognitive Development
Knowing the Learner WHO?
All Students Can and Will Learn
Social Development
Personal Development
V
V
KnowingYourself Reflection and Growth
Academic
Achievement
Knowing the Curriculum Content What?
Knowing the Pedagogy How?
Ongoing Assessment
V
28
Taking Stock in the People

• No one will remember what you said or what you
  looked like, but what they will remember is how
  you treated them and how you made them feel.
• Ronald Reagan
• Think about that.the importance of
  relationships.
• Laugh often and laugh regularly

29
Connecting the School System Vision and
MissionCharting a Course to Excellence

• Discussion of the Vision/Mission Statement of
  SMCPS and Instructional Goals
• How does the Mission address teaching and
  learning? How will those values and beliefs
  shape a leaders expectations and focus?
• Review of and introduction of Departments and
  Supports

30
Mission
St. Marys County Public Schools
Charting a Course to Excellence Vision Plan ?
Fulfilling the Promise in Every Child ?

• Know the learner and the learning, expecting
  excellence in both.
• Accept no excuses, educating ALL with rigor,
  relevance, respect, and positive relationships.

Core Value  ALL Children CAN and WILL LEARN
Work Hard Be Nice
Michael J. Martirano, Ed.D.Superintendent of
Schools
31
Michael J. Martirano, Ed.D.Superintendent of
Schools
St. Marys County Public Schools
One Vision
Charting a Course to Excellence ? Fulfilling the
Promise in Every Child ?
Superintendents Fifteen Point Plan of Priorities
Increase StudentAchievement Eliminate
Ach.Gaps
Safe, Orderly, Healthy Nurturing Environment
Reading byBeginning ofGrade 3
MonitoringStudentProgress
AligningStandards
AlignCurriculum,Instruction, Assessment
High SchoolAchievement
QualityWorkforce
CommunityPartnerships
Technology forStudent Learning
Attendance Graduation
Early Childhood After SchoolPrograms
InterventionPlans
OngoingCommunication
Leadership Prof. Dev.
Community Values for Education
Contributions to Student Success Attendance and
Student Participation Positive Behaviors for Work
Citizenship School Safety Parent
Involvement Quality Teachers
Values for Education Diversity Opportunity/Equity
Rigorous Curriculum Safe and Nurturing
Environment Continuous Improvement Collaboration Q
uality Instruction and Staff
Alignment
Revised 4/26/06
32
The Superintendents Fifteen Point Plan of
Priorities

1. Produce improved student achievement for ALL
   students. Work to eliminate the achievement gap
   for all identified groups of students. Ensure
   that all subgroups meet Annual Measurable
   Objectives (AMO).
2. Ensure that all learning environments are safe,
   orderly, nurturing and healthy.
3. Teach EVERY child to read, on-grade level, at the
   beginning of grade 3.
4. Frequently monitor student progress (weekly,
   monthly, quarterly) in READING and MATH.  
5. Develop and utilize local assessments that align
   with state standards and exams.

33
The Superintendents Fifteen Point Plan of
Priorities

1. Align Curriculum gt Instruction gt Assessment with
   the Voluntary State Curriculum with an emphasis
   on teaching for learning with high expectations
   for ALL students.
2. Increase student performance and participation on
   SATs. Focus on HSAs and increase participation
   in Advanced Placement (AP) courses with a score
   of 3 or higher on the AP exams.
3. Promote, recruit, and retain a quality and
   diverse workforce. Build leadership capacity of
   entire workforce.
4. Strengthen partnerships with the community,
   businesses, and local colleges.
5. Expand the use of technology to increase student
   learning and to analyze our student data with the
   full implementation of a data warehouse.

34
The Superintendents Fifteen Point Plan of
Priorities

1. Ensure that all seniors graduate and ensure that
   each child attends school every day.
2. Ensure that early childhood and after school
   programs are of high quality.
3. Develop intervention plans for students not
   meeting state standard and not performing on
   grade level in reading and math and ensure that
   no schools are placed in school improvement
   status as defined by the State of Maryland.
4. Develop extensive and meaningful parent and
   community relationships and communicate regularly
   and often with all stakeholders. Promote a
   customer service approach.
5. Provide strong instructional leadership that is
   supported by ongoing professional development
   with a focus on knowing the curriculum, knowing
   the pedagogy and knowing the learner. Focus on
   continuous improvement and job embedded
   professional development.

35
Vision of Exemplary Teaching for Student Learning
All Students Can and Will Learn
Cognitive Development
Knowing the Learner WHO?
Social Development
Personal Development
V
V
KnowingYourself Reflection and Growth
Academic
Achievement
Knowing the Curriculum Content What?
Knowing the Pedagogy How?
Ongoing Assessment
V
St. Marys County Public Schools
Michael J. Martirano, Ed.D., Superintendent of
Schools
36
Making It All Work

• High Expectations
• Constant Monitoring
• Dont Let Up Consistency
• Challenge Support Model
• Scheduled Opportunities for Reflection
• High Quality Professional Development

37
Failures and successes are not episodes, they are
trajectoriestendencies, directions, pathways.

• Adapted from R. M. Kanter, How Winning and Losing
  Streaks Begin and End

38
Article Review

• Read one of the articles
• Harrison, C., and Killion, J. (2007) Ten Roles
  for Teacher Leaders
• Danielson, C. (2007) The Many Faces of
  Leadership
• What implications do these commentaries on
  leadership have for you in
• Your current role?
• A role to which you aspire?

39
Leadership Development Programs
Teacher Leadership
PILOTS
Superintendents Leadership Academy
40
The Electronic Learning Community

• http//cte.jhu.edu/elc

41
Leadership Development

• Connections to your work?
• Questions?
• Next Steps-
• Next meeting Communicate via ELC
• May 4
• Discussion of Leadership Domains and Discussion
  of PLCs
• Leadership Academy - July 27-30