Trust Presentation


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Trust Presentation

  1. 1. The Cultivation and Manifestation of Trust By Mark Connolly, Ed.D Director of Elementary Education Kelso School District [email_address] edu
  2. 2. By the end of our time today… <ul><li>You should be able to identify the 5 facets of trust. </li></ul><ul><li>You should be able to set a goal around the one or two areas that you’d like to target in your work. </li></ul><ul><li>You will have a deeper understanding of how trust and collaboration are connected. </li></ul><ul><li>You will have some motivation for cultivating trust in your work. </li></ul>
  3. 3. Why did I study trust? <ul><li>What makes a principal effective? </li></ul><ul><li>How is trust measured? </li></ul><ul><li>How is trust built and sustained? </li></ul><ul><li>Who is doing this, and how can I study them? </li></ul><ul><li>Can their work be generalized by others? </li></ul><ul><li>BEFORE WE BEGIN TO ANSWER THESE QUESTIONS, WE NEED TO DEFINE AND DISCUSS TRUST. </li></ul>
  4. 4. How do you define trust? <ul><li> Personally/Professionally </li></ul>
  5. 5. Defining Trust <ul><li>“ Trust is an individual’s or group’s willingness to be vulnerable to another party based on the confidence that the latter party is benevolent, reliable, competent, honest, and open.” </li></ul><ul><li>Hoy, Tschannen-Moran </li></ul>
  6. 6. Five Facets of Trust <ul><li>Benevolence - confidence that one’s well being will be protected by trusted party </li></ul><ul><li>Reliability - the extent to which one can count on another person or group </li></ul><ul><li>Competency - the extent to which the trusted party has knowledge and skill </li></ul><ul><li>Honesty - the character, integrity, and authenticity of the trusted party </li></ul><ul><li>Openness - the extent to which there is no withholding of information from others </li></ul>
  7. 7. Why is trust important in schools? <ul><li>Discuss 3 reasons with an elbow partner </li></ul>
  8. 8. Trust in schools is important because… <ul><li>“ Without trust, it is unlikely that schools can be successful in their efforts to achieve their academic mission.” - Tschannen-Moran </li></ul><ul><li>“ The more we trust each other, the better we are able to cooperate, and therefore the better are our prospects for progress.” - Cook, Hardin, and Levi </li></ul>
  9. 9. Trust in schools is important because… <ul><li>“ Trust acts as a catalyst for change processes that instrumentally connect to improving academic productivity.” - Bryk and Schneider </li></ul><ul><li>“ Trust is likely the most important element in the development of a learning community.” - Vodicka </li></ul>
  10. 10. What does the research say about trust/distrust? <ul><li>Discuss with an elbow partner issues of both trust and distrust in schools </li></ul>
  11. 11. Literature on Trust in Schools <ul><li>The literature clearly identifies trust as a key component of successful schools. </li></ul><ul><li> - Schools where high levels of trust exist are 3 times more likely to yield positive student outcomes than schools where there are low levels of trust. </li></ul><ul><li>- Teacher to teacher trust is the predominant relationship that is correlated to student outcomes - where it is strong, the student performance outcomes are increased. </li></ul>
  12. 12. Literature on the Principal’s Role with Trust in Schools <ul><li>When teachers trust their principal, they are also more likely to trust each other. </li></ul><ul><li>Principals willing to extend trust are more likely to be trusted in return. </li></ul><ul><li>“ Even where leaders work to build a common vision and foster acceptance of group goals, absent trust, these leaders do not inspire workers to go beyond the minimum requirements of their jobs.” Tschannen-Moran </li></ul><ul><li>- Principals with a high sense of self-efficacy are more likely to trust and empower the teachers in their school than those with a lower sense of self-efficacy. </li></ul>
  13. 13. Literature on Distrust in Schools <ul><li>When distrust prevails, student learning suffers. </li></ul><ul><li>- When staff do not trust one another, they seek to minimize their vulnerability. This eliminates collaboration in schools. </li></ul><ul><li>- The greater the degree of distrust, the greater the likelihood for conflict within the school. Conversely, the greater the degree of trust, the less degree of conflict within a school staff. </li></ul>
  14. 14. The search for principals to study <ul><li>Zenger-Folkman’s Extraordinary Leader 360º Survey </li></ul><ul><ul><li>Powerful Teaching and Learning Inc. was willing to identify Washington elementary principals who scored in the top 10% of all leaders. </li></ul></ul><ul><ul><li>The “extreme cases” studied were elementary principals who were in the top 10% of all leaders in all five categories </li></ul></ul><ul><ul><ul><li>character, personal capability, focus on results, leading organizational change, and interpersonal skills </li></ul></ul></ul><ul><ul><li>“ Character” is not only the “center pole of the leadership tent”, but it is where trust resides </li></ul></ul>
  15. 15. Extreme Cases & Trust <ul><li>Leaders who score in the top 10% in three of the five cluster areas are in the top 20% of all leaders, so long as they do not have a “fatal flaw” in any one area. </li></ul><ul><li>The extreme cases had no fatal flaws, and scored in the top 10% in all five areas. </li></ul><ul><li>Moreover, their schools were high performing on statewide assessments </li></ul>
  16. 16. Beliefs and Priorities of these Principals <ul><li>“ Trust is like respect; when it is given, it is also received.” - Marilyn Danielson </li></ul><ul><li>“ Student achievement is my number one priority, but supporting the people who are doing that work is my work priority.” - Sean Scott </li></ul><ul><li>“ I’ll do anything to support a teacher…I don’t want my teachers to be afraid to make a mistake.” - Lee Ryan </li></ul>
  17. 17. Common Beliefs of these Principals <ul><li>Be intentional about forming relationships and developing a collaborative team - Communicate </li></ul><ul><li>Exude a commitment to success </li></ul><ul><ul><li>Vision, mission, values, and goals </li></ul></ul><ul><li>Focus on maintaining and acquiring dedicated staff members </li></ul><ul><li>Accept and expect the best of yourself and those around you </li></ul><ul><li>Stay focused on teaching and learning (teachers and learners) </li></ul>
  18. 18. Common Beliefs of these Principals <ul><li>Enjoy people and value their diverse perspectives </li></ul><ul><li>Value the time, ability, and contribution of others </li></ul><ul><li>Work to serve others </li></ul><ul><ul><li>Be intentional and thoughtful in how you invest your time </li></ul></ul><ul><ul><li>Invest in others </li></ul></ul><ul><li>Perception is reality - mold the perception of others through actions and words </li></ul>
  19. 19. Trust Builds Collaboration <ul><li>Grade Level or Department Teams </li></ul><ul><li>School-wide Teams </li></ul><ul><li>PLC’s and Leaders are Formed </li></ul><ul><li>Collaboration allows trust to become manifested </li></ul><ul><ul><li>Interdependence </li></ul></ul><ul><ul><li>Relationships </li></ul></ul><ul><ul><li>Shared vision, mission, values, and goals </li></ul></ul>
  20. 20. Mistrust and Distrust Erode Collaboration <ul><li>Mistrust Vs. Distrust </li></ul><ul><li>Pencil Vs. Ink </li></ul><ul><ul><li>Trust is written in pencil </li></ul></ul><ul><ul><li>Distrust is written in ink </li></ul></ul>
  21. 21. How do you increase trust and collaboration? <ul><li>• Brainstorm a list with an elbow partner of things that you can do to build trust and collaboration. </li></ul>
  22. 22. Increase Trust and Collaboration <ul><li>Make the 5 facets of trust an intentional focus of your practice </li></ul><ul><ul><li>Address issues of mistrust and distrust immediately </li></ul></ul><ul><li>Foster trust with staff members </li></ul><ul><ul><li>Remove obstacles for others </li></ul></ul><ul><ul><li>Value and know people both personally and professionally </li></ul></ul><ul><ul><li>Value time </li></ul></ul><ul><ul><li>Invest time and energy into the work of the teacher and learner </li></ul></ul><ul><ul><li>Promote intentionality around a defined vision and goal </li></ul></ul><ul><li>Use data to guide decisions </li></ul><ul><ul><li>Avoid favoritism </li></ul></ul><ul><ul><li>Be predictable </li></ul></ul>
  23. 23. Increase Trust and Collaboration <ul><li>Replace blame with acceptance </li></ul><ul><ul><li>Accept the realities that confront you and your work </li></ul></ul><ul><ul><li>Accept the fact that trust can always be improved </li></ul></ul><ul><li>Lead by example </li></ul><ul><ul><li>Take steps to improve that which you control and encourage others to do the same </li></ul></ul><ul><ul><li>Promote and participate in collaborative interactions daily </li></ul></ul><ul><ul><li>Admit mistakes and move forward </li></ul></ul><ul><ul><li>Be intentional with building relationships - Blend personal compassion and professional support </li></ul></ul><ul><li>“ To be effective instructional leaders, principals should emphasize autonomy and choice for teachers, not control and competition among teachers.” - Blas e and Blase </li></ul>
  24. 24. Trust must be Cultivated <ul><li>Prepare the fields for trust to grow </li></ul><ul><li>Add the needed nutrients and rid the field of weeds and crop pests </li></ul><ul><li>Work to create the vision of deeper roots and a hearty crop </li></ul><ul><li>Harvested trust can feed collaborative relationships </li></ul>
  25. 25. Trust and the Principalship: Organizational Implications <ul><li>Trust can move from “Individualized” to “Organizational” through common experiences and relationships </li></ul><ul><li>PLC’s form when trust is intentionally built </li></ul><ul><li>Collaboration allows trust to become manifested in educational practice </li></ul><ul><ul><li>Interdependence increases </li></ul></ul><ul><ul><li>Relationships improve </li></ul></ul><ul><ul><li>Shared vision, mission, values, and goals bring people together and promote a sense of shared purpose </li></ul></ul>
  26. 26. Quotes taken from staff at the successful schools <ul><li>“ Trust is built one action, one person, one day at a time.” </li></ul><ul><li>“ Like respectfulness yields respect, trustworthiness yields trust.” </li></ul><ul><li>“ Choose your actions and words as if cameras were recording you.” </li></ul><ul><li>“ Do not avoid the pink elephant in the room, but work first to strengthen your foundation before building upon it.” </li></ul>
  27. 27. Reflections <ul><li>What will you consider to be your strengths and weaknesses as an educational leader within the 5 facets of trust? </li></ul><ul><ul><li>Benevolence, Reliability, Competence, Honesty, Openness </li></ul></ul><ul><li>Have you considered the ladder to collaboration? Glickman </li></ul><ul><ul><li>Conflict - Co-exist - Congenial - Collegial - Collaborative </li></ul></ul><ul><ul><li>If collaboration is the destination, trust is the vehicle that will take you there. </li></ul></ul>
  28. 28. Establish goals for increasing trust <ul><li>Use the 5 facets of trust to privately reflect and set goals </li></ul><ul><li>Be sure to identify strengths and targets for yourself, your team, and your school </li></ul>
  29. 29. Benevolence <ul><li>• What evidence of kindness would students from your classroom be able to cite? </li></ul><ul><li>• How have you demonstrated care and compassion to a colleague? </li></ul>
  30. 30. Reliability <ul><ul><li>To what extent do you feel that other professionals in your building can rely on you? And you them? And they one another? </li></ul></ul><ul><ul><li>Fill in the blank and provide an example that explains it: In my professional role, I typically act to serve the best interests of _____. </li></ul></ul>
  31. 31. Competence <ul><ul><li>Do you believe that your peers perform their jobs with competence? What examples can you share that illustrate your perspective? </li></ul></ul><ul><ul><li>What examples can you articulate about the way that you demonstrate competence in your job performance? </li></ul></ul>
  32. 32. Honesty <ul><ul><li>How and when do you demonstrate your level of honesty and integrity to your peers? </li></ul></ul><ul><ul><li>How would you describe the faith that you have in the integrity of your peers? </li></ul></ul>
  33. 33. Openness <ul><ul><li>To what extent are teachers open with one another in your school? </li></ul></ul><ul><ul><li>What kinds of personal information do you openly share with teachers? </li></ul></ul>
  34. 34. How did we do? <ul><li>Are you able to identify the 5 facets of trust? </li></ul><ul><li>Are you able to set a goal around the one or two areas that you’d like to target as a new principal? </li></ul><ul><li>Do you have a deeper understanding of trust and collaboration? </li></ul><ul><li>Are you motivated to cultivate trust in your work? </li></ul>
  35. 35. Building Trust…It’s a Must!