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HANCOCK CENTRAL SCHOOLINSTRUCTIONAL
LEADERSHIP TEAM
SEPTEMBER 14, 2012
HANCOCK CENTRAL SCHOOL 2012-13 ILT PlanningSeptember 14, 2012 8:30-11:30 AM
Building on our Success Organization, Process, and Focus
AGENDA Welcome and Opening Characteristics of High Performing Teams Establishing Team Norms Reflecting on Beliefs Creating Focus Operational Expectations Looking Ahead 2012-13—Developing the Plan of Action
BUILDING A HIGH PERFORMING INSTRUCTIONAL LEADERSHIP TEAM
Organization, Process, and Focus
Purpose: To enhance the use of high performing leadership teams as a contributing structure towards a culture of high expectations….
By: Drawing on the rich experience of each member
Engaging members through a variety of structures
Using current research and resources on collaboration, teaching and learning, and compliance
Think of a team you have served on that you consider highly effective, very rewarding, and memorable?WHAT MADE IT THAT WAY?
When we serve as a TEAM, there are BENEFITS for the:
• members• Team• school district• CHILDREN
• The team shares common vision, mission, goals and is committed to achieving them. Members understand why the team exists and are dedicated to accomplishing goals.
• The team creates an informal , comfortable climate of TRUST.
• Everyone accepts responsibility for participating.
• Communication is open. There are few hidden agendas. Members listen well. Ideas are accepted without criticism.
• Individuals are VALUED as unique resources. Differences in style are celebrated as benefits to a high performing team. Diversity of opinions, ideas, and approaches are encouraged. Flexibility and sensitivity are recognized as necessary and are practiced.
CHARACTERISTICS of HIGH PERFORMING TEAMS
A SYNTHESIS OF THE LITERATURE
CHARACTERISTICS of HIGH PERFORMING TEAMS
• Conflict and disagreement are viewed as healthy and natural—they are surfaced, not avoided, with an emphasis on resolution, not on personalities.
• Decisions are reached through consensus.
• Roles and responsibilities are clearly defined, distributed, and carried out. Leadership is shared.
• The team works with the larger organization and is responsive to external (and internal) change.
• The team regularly “self assesses,” seeking to improve itself by examining processes, practices, and results. An attitude of continuous improvement prevails.
• Team members create a climate where successes are celebrated.
Forming
Norming
Storming
Performing
WHAT GETS THE TEAM DOWN THE RIVER?
WHAT TAKES THE TEAM OFF THE RIVER?
TEAM NORMS
RULES,GUIDELINES,STANDARDS,
THAT GOVERN GROUP INTERACTION . . .
WISH LIST
INSTRUCTIONAL LEADERSHIP TEAM NORMS
Be child-centered
Bring positive energy to the task
*Maintain professional responsibility and integrity
Work collaboratively to reach consensus
*Be prepared; review materials; represent your colleagues; be informed; be on time; avoid side conversations
WHAT DO WE BELIEVE ABOUT THIS CHILD’S LEARNING?Ability, Capacity, Achievement, Education, Future
Instructional Leadership TeamVISION and MISSION
Building a Culture For High Expectations
To improve student learning through
rigorous study, focused collaboration, and
implementation of:
Professional DevelopmentCommon Core Learning StandardsEvaluation SystemsData Driven Instruction
REFORM UPDATE
Curriculum—www.engageny.org
http://engageny.org/resource/year-long-draft-curricular-maps-in-ela-and-mathematics/
http://engageny.org/news/nys-common-core-k-8-social-studies-framework-is-now-posted-for-public-review-and-comment/
Instruction—Network team visitLearning Objectives
Active Engagement of all LearnersGradual Release of Responsibility
(GRRM)Monitoring/Checking for
UnderstandingFormative and Summative
AssessmentQuestioning
Differentiation
CONSENSUS…TOWARDS A COMMON, WORKING DEFINITION
“YOU MIGHT HAVE CONSENSUS IF”…
• All group members contribute/participate• Everyone's opinion is heard and encouraged• Differences are viewed as helpful• Everyone can paraphrase the issue• Those who disagree seek to understand• All members agree to support the final decision • All members take responsibility for implementation • All members seek the success of the decision
CONSENSUS DOES NOT MEAN…
• A unanimous vote• The decision is everyone’s first choice• Everyone agrees• Resistance will be overcome• Minds will change
Operational Procedures
FREQUENCY OF MEETINGS First Wednesday: 10/3 11/7 12/5 1/2 2/6 3/6 4/3 5/1
LENGTH OF MEETINGS
AGENDA Collaboratively designed
MEMBER RESPONSIBILITY
Your FACILITATOR
Runs the meeting Plans Process aligned with agenda Gives good directions Keeps group feeling smart Monitors process Is committed to process Refocuses team as needed Checks for balanced participation Handles blockers with skill Paces the team
N E U T R A L OR N O T?
;-)
The beaveris very skilled at its craft.
It knows exactly what to do to fix a dam.
The last thing it needs is someone
on the bank shouting out dam instructions.
-Author unknown
LOOKING AHEAD
Professional Development Offerings
Next meeting: Wed, 10/3 at 2:30 PM
Between now and then
Questions, Comments
SURVIVE AND THRIVE
Together we’ll grow . . .
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