difficult conversations --sbi and pop oakland isd.pdf
TRANSCRIPT
From Rick DuFour….
“We have the greatest generation of educators we’ve ever seen in our
schools right now.”
Professional LEARNING
LEARNING involves a significant change in one’s behavior or thinking
---Intentional Interruptions,
Learning Forward
Today’s Learning
• Welcome and Group Connection
• The Foundation for This Work: Courage and Integrity
• Offering Skillful Feedback: Encouraging and Constructive
• Planning and Holding a Difficult Conversation
• Check-Out / Summary
Count On Me...
● To help form a positive learning environment
● To offer current and relevant information
● To be open to your questions
I’ll Count On You...
● To participate actively---○ emails and texts at breaks,
please● To press for clarity● To transfer your learning to your
own role● To honor confidentiality
Sharing Our Success
Think...then write on your card:
● As you think about this point of the
school year, what are you feeling good
about?
● What are you looking forward to
learning as the year goes forward ?
Protocol: The One Minute Conversation
As your partner shares,
Listen in a way that allows you to paraphrase their thoughts.
Be ready to tell the group what you heard!
The One Minute Conversation: Debrief
• Why did I have you write first, and then talk?
• Why did I mix up the group?
• What happened when you were told to “listen in a way that would allow you to paraphrase what your partner said”?
• Used within a classroom, how does this protocol nurture student engagement?
At The End of Today...
• You’ll understand the connection between
relational trust, courage and integrity, and the
need for exemplary leaders to offer skillful
feedback as well as hold difficult conversations
• You’ll have a clear understanding and be able to
utilize the S-B-I template for offering skillful
feedback
• You’ll be able to coach a colleague and write your
own plan for a difficult conversation
Leadership Matters...And it matters more in times of uncertainty...
than it does in times of stability.
Kouzes and Posner
Over three decades of research
Over one million survey responses,
Thousands of interviews,
Members of corporate, medical,non-profit, educational, governmental organizations
Model the Way
Coherent leaders “walk the talk”---
They’re active participants in the betterment of their communities
Debbie McFalone, Ph.D.
Coherent Leaders….
Have clarity about what they value, what they believe…
ACT in alignment with those values and guiding principles
19
ACTIONS Beliefs Values
Inspire a Shared Vision
“Inspirational leaders envision the future, and enlist others.
A deeply felt belief, along with commitment and enthusiasm for it brings the vision to life for all of us.”
---Kouzes and Posner
Vision and Excellence
Compliance leads to mediocrity
Commitment leads to excellence!
---Heifetz and Linsky
Challenge the Process
Sergiovanni: “Leadership By Outrage”
“It is the leader’s responsibility to be
outraged,
when empowerment is abused and when
purposes are ignored.”
Challenge the Process
Skillful leaders demonstrate courage and integrity by asking intentionalquestions, and holding difficult conversations.
Enable others to act
“When I finally hit a point where I realized if you want to be an effective leader, you shouldn’t be the one doing all the work,
You should be leading and guiding and helping your leaders move your building to the next step….
When I made that paradigm shift, I really became a much better administrator.”
Encourage the Heart
“Leadership is an affair of the heart.” “Leaders who are most effective in generating
results will appeal not only to the bottom line, but also to the heart. In fact, one of the best
strategies for improving results is connecting with people’s deepest, heartfelt hopes.”
--Rick DuFour
Sergiovanni
“The leader must not only
make decisions,
but must
connect those decisions to the heartbeat of the school.”
Encouraging the Heart
Research from the Center for Creative
Leadership:
“….the number one success factor is
relationships with subordinates.”
The Number One Attribute
In every research study done,
one leadership criteria is rated as the most
desired characteristic:
Honesty / Trustworthiness / Credibility
Grounding Our Work
“ Whenever you feel uncomfortable, have second thoughts,or try to avoid saying what you need to say,What you aren’t saying is your hard conversation.” ---Jennifer Abrams
S-B-I Feedback: Center for Creative Leadership
Two kinds of feedback:
Encouraging: Behaviors you want to see repeated
Constructive: Behaviors that need to change or stop
S-B-I Feedback Template
S ….Capture the SITUATION
• Be very specific “Yesterday during second hour….”
• The goal: Get the person to focus exactly on the time / place of the incident
B –Describe the BEHAVIOR
• Specific
• Observable• Descriptive, not evaluative
“…..you met each student at the door and called them by name…”
I – Deliver the IMPACT
Make a choice:
An impact on the team?
An impact on students?
An impact on you as the leader?
Encouraging feedback ---- may be given face to face, or in written form
Constructive feedback---MUST be given face to face
Some Tips For You….
You might say….“ I now have two concerns.
I’m concerned that ( original SBI here), and now I’m also concerned about the manner in which you’ve received my feedback.
I’m not sure what I’ll choose to do about my concerns, and I want to think about that. I’ll be sure to be back in touch within 24 hours to let you know.
Applying Your Learning:How is offering frequent feedback to teachers similar to
● their use of formative assessments in their classrooms?
● a “growth mindset” for learning?
What connections do you make?
The Solution: Acting With Courage and Integrity
● Offering honest, straightforward feedback
● Holding more complex difficult conversations when needed.
P-O-P Strategy for Planning
O = Outcome
What do you want the person to know at
the end of the conversation?
What key messages are important?
Verbs are key in outcomes:
Examine, provide, revise, attend, meet
Process for Outcome
Development1. Brainstorm ideas for what the person needs
to know, key messages, etc.
2. Check: Are all the above ideas in alignment
with your purpose?
3. Last, put the ideas in a sequence that makes
sense for the conversation
P-O-P Strategy for Planning
P = Procedures
What will you do to prepare for the
conversation?
Time, place, data or info needed….
Procedures: Sample
Conversation• In your office or conference room, end of the
day
• Mini-observation notes
• Phone logs---parent calls
• Grade comparison
• Behavior referral data
Planning With A Partner
Your Task: in your Handout
Coach your partner in writing a Purpose,
Outcomes, and Procedure for their
conversation.