© 2010 Studer Group

Dr. Robin Largue

Dr. Janet Pilcher

Day 2 Summer Leader

Development Institute (LDI)

How?

Accountability

Transparency (Communication)

Training

Tools

Accountability Measures

Pillar Area Tool

Quality Student Achievement FCAT

People Employee Satisfaction with Work Environment Survey

Service Parent Satisfaction with SchoolsSatisfaction by School Leaders w/ District services

SurveySupport Card

Finance Effectiveness and efficiencies Cost/Revenue

Employee Satisfaction Measure - Survey

Who completes? All employees except the Superintendent

Employees complete the survey responding about the department or school in which their direct supervisor resides

When is it completed?

Baseline – September 2010

Every December and April

How is it analyzed?

Top Box Loyalty

By district and by each school/department

How are results shared?Roll out of data to teachers

District report

Employee Satisfaction Questions

I have the materials and supplies to do my job.

My principal/supervisor has provided feedback on my strengths as an employee.

Principal/supervisor led staff meetings make efficient use of time and are productive.

My principal/supervisor recognizes good performance.

My principal/supervisor demonstrates a genuine concern for my welfare.

(cont.)

My principal/supervisor makes the best use of available funds.

My principal/supervisor consults me on the decisions that affect my job.

The expectations for judging my performance are clear.

My principal/supervisor provides the support needed to accomplish my work objectives.

My principal/supervisor has provided feedback concerning areas for improving my performance.

(cont.)

The superintendent is committed to the professional development of school employees.

The superintendent manages district finances effectively.

The superintendent implements Board policies and procedures.

The superintendent uses a variety of methods to promote effective communication throughout the district.

(cont.)

The superintendent makes informed decisions based on the best interest of the district.

The superintendent is clear and effective regarding his role in communicating the vision and mission of the district.

The superintendent has integrity and is honest.

Parent Satisfaction Measure - Survey

Who completes – all parents who have children in schools in Santa Rosa County

When is it administered?

Baseline – September 2010

Every March/April

How is it analyzed?

Top Box Loyalty

For the district and for each school

How is it communicated?

Roll out of data to teachers

District Report

Through a newsletter to parents by school leaders

Parent Satisfaction Survey Questions

1. My child’s learning is a high priority at this school.

2. School rules/discipline plans are enforced consistently at this school.

3. I regularly receive feedback from school staff on how well my child is learning.

4. My family is treated with respect at this school.

5. My child has every opportunity to be successful at this school.

(cont.)

6. My child has the necessary classroom supplies and equipment for effective learning.

7. I would recommend this school to other parents.

8. This school provides a safe environment for my child to learn.

9. My child is recognized for good work and behavior at this school.

10. The school is clean and well maintained.

(cont.)

11.The teachers, staff, and administration at this school demonstrate a genuine concern for my child.

12.I am proud to say I have a student at this school.

13. I receive positive phone calls or notes about my child from the school.

14.The principal at this school is approachable and reachable.

(cont.)

15.The principal at this school is an effective leader.

16. The Superintendent of the Santa Rosa School District is an effective leader.

17. The Superintendent of the Santa Rosa School District makes decisions that are in the best interest of children and parents of the district.

Roll Out of Survey Data

Roll Out of Survey Results

Remember: Employees respond to questions thinking about their immediate supervisor (person who does their evaluation)

Supervisors roll out to department employees

Principals roll out to school employees

Training for this roll out process will occur on September 9 (one group) and September 28 (second group)

Satisfaction of School Leaders with District Support Services

Who completes? School leaders (principals and assistant principals)

When is it administered?

Each month

How is it analyzed?

Top Box Loyalty

By department

How is it communicated?

Report sent (by superintendent’s office data person) each month to district and school leaders

Ronald J. Doncaster - Newton-Wellesley Hospital - Director, Operations Management Services; Director, PHC PI - 617.243.5682

Ronald J. Doncaster - Newton-Wellesley Hospital - Director, Operations Management Services; Director, PHC PI - 617.243.5682

Support CardSample

Accessibility

Accuracy

Attitude

Operations

Timeliness

Definitions of Scale for Support Card

Accessibility – Can we reach a live person or use an electronic tool to reach someone?

Accuracy – Did we receive the right product/service or was a variation communicated?

Attitude – Was it a nice experience? Did you receive a service with a smile?

Operations – Do day to day operations run efficiently and effectively?

Timeliness – Was the response or solution delivered when promised?

Applying Support Card

Steps for District Leaders of Departments to Inform Staff

Expectations Meeting

Meetings to Discuss Results

Use this to find out how to get better

© 2010 Studer Group

Transparency

Communicate without We/They

Teach leaders not to answer tough questions by throwing another person/leader under the bus

The best way to answer tough questions is to be transparent and factual. If difficult, teach leaders to tell employees they need to research it and get back with them.

Tough questions need to be answered consistently by leaders.

Transparency – Communication

Explain why a certain decision was made

Connect back to purpose, worthwhile work and making a difference– Values

– Skill

– Recognition

– Consequences

– Money

Align to goals and measures (helps with cascading and connecting communication in an organization)

Transparency - Communication

How

Employee Forums – Town Hall Meetings

Monthly Briefs

Meetings

What to include:

Statement about current external environment issues

Results on goals

Recognition for specific performances

Manage Up from rounding and manage what you do up – provide information that I listened and acted

Transparency – Communication Tools

Superintendent’s communication with district employees and community

Town Hall Meetings

Web casts

Monthly Briefs to his direct reports

Leaders’ communication with direct reports– Monthly Brief (see handout)

Practice

Using what you know up to this point, individually begin writing a paragraph that explains to staff what this journey is all about.

Share your paragraphs with your group members.

Debrief with whole group.

Transparency - Communication

Effective Meetings – (will provide training in future LDIs)

Alignment of meeting agendas to pillar goals

Need for a linkage grid after each meeting (so that everyone knows what their assignments are and why before coming to the next meeting)

Practice

On or after August 16th what will you include on an agenda at your first meeting?

How does what you include align to the district pillar goals?

How would you explain that what you are covering helps the district achieve its goals?

Training

Leadership Development Institutes (LDI)

When – Summer 2010; 2 in fall; 1 in spring

Why – to train on how to implement tactics and tools to help leaders achieve goals

© 2010 Studer Group

Tools

Tools for Today

People - Employee Satisfaction

Leader Rounding

Service

Parent Satisfaction – 3 to 5 positive phone calls home to parents a week

– Monthly newsletter to parents

 Quality

Student Achievement– Focusing on student engagement

Tools – Employee Satisfaction

TEACHER PREFERENCE CARD

Teacher Name:

What are the three most important things to you when you are teaching?1.2.3.

What is one item you would like to have improved?

(Adapted from Studer Group, 2001)

Why do we do leader rounding?

Process Improvement – execution and consistency

Reward and Recognition

92% of people respond to reward and recognition

What gets rewarded gets repeated

Communicate things that are right

Be specific

Senior leaders write notes; direct supervisors say it personally

Leader Rounding

87 percentile – employee rounded on monthly

79 percentile – employee rounded on quarterly

55 percentile – every six months (twice a year)

50 percentile – never rounded on

Rounding for Outcomes - Employees

Align Questions to fit Desired Outcomes of the Organization

Concern and Care

What is Working Well

People to Recognize

Systems to Improve

Tools and Equipment

Follow-up

Different Purpose than a Classroom Walkthrough

Purpose of Rounding – to build relationships and improve processes

Purpose of Classroom Walkthroughs – to get a pulse check on instructional practices of teachers

Page 32 in book

NegativeNegative1 compliment1 compliment1 criticism1 criticism

1 to 11 to 1

NeutralNeutral2 2 complimentscompliments1 criticism1 criticism

2 to 12 to 1

Positive!Positive!3 3 complimentscompliments1 criticism1 criticism

3 to 13 to 1

Source: Tom Connellan, “Inside the Magic Kingdom”, pgs 91-95

Verification:

Employee Rounding Log

What is working well?

Staff / physician to recognize?

Any systems needing improvement?

Do you have the tools and equipment to do the job?

Anything else I can do for you right now?

Senior Leader Scouting Report

Accomplishments

New equipment

Staff to recognize

Current Expense Management Results

Tough Questions

External Environment

Employee Satisfaction

Parent Satisfaction

Student Achievement

Sample Rounding Stoplight Report

Steps for Validating Rounding Occurs

Validate on leaders who are your direct reports

Meet with each leader monthly to review– Rounding Logs

– Stop Light Reports

– And document ways leaders have recognized good performance and behavior of employees

Role Play

Rounding

Practice

Get a partner and round on your partner by asking

What’s working well for you in the district?

Do you have the resources, tools, equipment you need to do your job? Probe for specifics.

What could we do to help you do your job better? Any barriers that are getting in your way?

Is there anyone in particular that has been helpful to you in the district?

Then, change roles

In your groups, use the rounding information to create a Stop Light Report

Leader Rounding Tips

Focus on high performing areas.

What gets recognized, gets repeated.

Put rounding in your daily/weekly plan. Create a plan for rounding.

If your validating your leaders’ rounding create a plan for how that will occur.

Share wins with the organization.

Follow-up on issues identified.

Reward Desired Performance

Performance Gap

Aligned Behavior

Standardization Accelerators

Aligned ProcessAligned Goals

Objective Evaluation

System

Leader Development

Must Haves®

Thank You NotesThank You Notes

Study conducted by Dr. Gerald Graham, Management Professor at Wichita State UniversityMotivating Today’s Employees, Bob NelsonTalent+, 1998

Top 5 Workplace Incentives

1. Written Thanks From Manager/Executive Team Leader

2. Personal Thanks From Manager

3. Promotion for Performance

4. Public Praise5. Morale-Building

Meetings

Recognize and Reward Behavior

Reinforces positive behavior

Creates role models for other staff

Shows staff how they can make a difference

Creates improved results across organization

Reality

People like specific feedback

Complimented and recognized behavior will be repeated

There is more to a job than pay!

It is okay to be uncomfortable as you begin to compliment

What Excuses Do People Have for Not Complimenting Employees?

If I give too many compliments staff will get a big head.

I never received a compliment, what should others receive one. They should have to tough it out like I did.

I don’t have time to for all this complimenting business.

I feel silly doing this.

They should be thankful they have a job.

Practice

Think of someone in the district who has been very helpful to you.

Take your thank you card and write him or her a note being very specific about the action, performance or behavior you are thanking them for.

When you get home, mail it to them.

Who Rounds on Who?

Superintendent rounds on direct reports. When rounding on departments or in schools get scouting report from department leader or principal.

Validate direct reports are rounding effectively

Then tell others why you went to particular areas and what you found

Manage up your work

(cont.)

Senior leaders (assistant superintendents) round on managers and directors and validate that managers and directors are rounding on their direct reports.

Managers and Directors round on employees.

Principals round on teachers and staff.

Rounding - Addressing the Visibility Issue

Research shows the key to success is the direct supervisor. They are the ones to be visible to employees more than the need for senior leaders.

Are senior leaders Park Rangers?

Practice

In your group, ask each person to determine who they would round on and if applicable, who they are responsible for validating that rounding is occurring.

Debrief with whole group.

Tools – Communication With Parents (Chapter 5)

Make 3 to 5 positive phone calls home to parents each week.

Create a monthly newsletter sent to parents

What‘s been going on this month

Achievements of students

Recognition of teachers

Tools – Student Achievement – Future Resource

More on Student Achievement and Student Engagement

Who’s Engaged:

Climb the Learning Ladder to See

August 2010

Tools – Quality – Student Achievement

Student Engagement Framework

Teacher Reflection

Handout

What Effective Teaching Looks Like?

Marzano Study

Black and Wiliam Study

Learning Ladder

Effective Teacher GPA

Handout

Non Example and Example of Effective Instruction

Handout

Critical Learning Point

Unconsciously Unskilled

Consciously Unskilled

Critical Learning Point

Consciously Skilled

Unconsciously Skilled

Coaching Probe ToolProbes Notes

Do you see the learning targets written on the board? Describe.

Do you see evidence of instruction aligned to the learning targets? Describe.

Do you see students receiving feedback in class on the learning targets? Describe

Do students look like they are taking control of their learning? Describe.

Do students seem to understand the classroom procedures? Describe.

Time Exercise

Handout

Connecting Back to Purpose

What Are We Doing?

Creating a great place for teachers to teach and staff to work so that students learn at their highest levels and parents are satisfied with their child’s education– Quality – Student Achievement

– People – Employee Satisfaction

– Service – Parent Satisfaction and Principals’ Satisfaction with District Services

Expectations

Robin lead coach to help all leaders with three goals

employee satisfaction

parent satisfaction

satisfaction of school leaders with district support services

Expectations

When We Leave What Will the District Leadership Team Be Expected to Do

Complete Leader Evaluation Goals and Measures (by Sept 15)

Roll Out Baseline Survey Employee Satisfaction Results to Staff (First week in October with surveys given in Sept)

Administer monthly support card to school leaders, analyze results and communicate in a Monthly Brief (last week in Sept)

Complete leader rounding process each month (ask questions, record information, complete Stoplight Report, reward and recognize people)

– Begin rounding in September

– Begin validation in October

Expectations

When We Leave What Will School Leaders Be Expected to Do

Roll out baseline survey employee satisfaction results (first week in October)

Roll out baseline survey parent satisfaction results (first week in October)

Complete leader rounding process (begin in September)

Send Monthly Brief to staff (complete first one at end of first week of school to introduce this communication tool – see example)

Encouraged to do:

Monthly newsletter to parents

3 to 5 positive phone calls home a week by leader trying to get teachers to do this in each class

“Working together we can all help students learn that they have purpose, can do worthwhile work and make a difference in the lives of others and the world we live in.”