Wsu 08 10 November 2008 Seminar Leadership Is . . .


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Wsu 08 10 November 2008 Seminar Leadership Is . . .

  1. 1. Leadership Washington State University November 21, 2008 [email_address]
  3. 3. <ul><li>“ A community is known </li></ul><ul><li>by the schools it keeps” </li></ul><ul><li>Shaker Heights School District </li></ul>
  4. 4. “ Higher”
  5. 6. Leadership <ul><li>What is it? </li></ul>
  6. 7. “ It’s just one darn thing after another!”
  7. 8. <ul><li>“ The role of leader is to “mobilize people to tackle tough problems.” </li></ul>Heifetz (1994)
  8. 9. “ Leadership Matters!” <ul><li>It matters a great deal in leading a learning culture where staff and students improve in practice and performance. </li></ul>
  9. 10. Every leader is telling a story about what he or she values.
  10. 11. What do you value?
  11. 12. EDWARD R. MURROW - This I Believe . . .
  12. 13. Leadership . . . <ul><li>Good leaders change organizations. </li></ul><ul><li>Great leaders change people. </li></ul>
  13. 14. Leadership is . . . <ul><li>Management view: </li></ul><ul><li>“Doing things right.” </li></ul><ul><li>Leadership View: </li></ul><ul><li>“Doing right things.” </li></ul>
  14. 15. Leadership is . . . <ul><li>“ Doing right things right.” </li></ul>Kenneth Leithwood, 2004
  15. 16. <ul><li>As a leader, what are the </li></ul><ul><li>“ right things ?” </li></ul><ul><li>What evidence do you have that you are </li></ul><ul><li>“ doing the right things right?” </li></ul>
  16. 17. Leadership <ul><li>What is the purpose of leadership? </li></ul>
  17. 18. What is the purpose of leadership? <ul><li>“ The improvement of instructional practice and performance.” </li></ul><ul><ul><ul><ul><ul><li>(Elmore, 2006) </li></ul></ul></ul></ul></ul>
  18. 19. Leadership <ul><li>How do leaders influence the improvement of instructional practice and performance? </li></ul>
  19. 20. Leadership Accountability <ul><li>The necessary condition for success of school leaders in the future will be their capacity to improve the quality of instructional practice. </li></ul><ul><li>Richard Elmore, June 2006 Conference paper, OECD, (p. 6.) </li></ul>
  20. 21. What is improvement? <ul><li>Improvement is increases in quality and performance over time . </li></ul><ul><li> Richard Elmore, June 2006 Conference paper, OECD, (p. 6.) </li></ul>
  21. 22. Practice must be based on a theory of action . <ul><li>A theory of action is a set of logically connected statements that connect the actions of leaders with their consequences for quality and performance in the organization. </li></ul><ul><li>They must be stated in order to be shared, and they have to be evaluated against evidence of their success in order to be judged . </li></ul><ul><li>(Chris Argyris and Donald Schon, 1978) </li></ul>
  22. 23. Leadership is . . . <ul><li>The relentless pursuit </li></ul><ul><li>in the improvement </li></ul><ul><li>of practice. </li></ul>
  23. 24. June 26, 2002 Seattle P.I. Germany ends South Korea’s dream Three-time champs will face Brazil or Turkey in final BY JERE LONGMAN The New York Times “ South Korea was playing out a fantasy, while Germany is one of the world’s powers. Victory is a relentless expectation, not a delirious wish . While South Korea had a nation’s support, it could not match Germany’s skill and conviction.”
  24. 25. <ul><li>A recent report (2007) from McKinsey & Company titled, How the World’s Best-performing School Systems Come Out on Top, concludes that : </li></ul><ul><li>1) the quality of an education system cannot exceed the quality of its teachers, and </li></ul><ul><li>2) the only way to improve outcomes is to improve instruction. </li></ul>
  25. 26. Great Schools Consist of . . . <ul><li>Great teachers doing </li></ul><ul><li>great teaching. </li></ul><ul><li>McKinsey & Company (2007) </li></ul>
  26. 27. Great teaching consists of . . . <ul><li>Teachers’ knowledge and skill , </li></ul><ul><li>Students’ engagement in their own learning, and </li></ul><ul><li>Challenging and meaningful content (Rigor). </li></ul><ul><li>PELP Coherence Framework (2006) </li></ul>
  27. 28. What does rigor look like? <ul><li>It has a clear purpose. </li></ul><ul><li>It is important to know. </li></ul><ul><li>It challenges students to think and learn. </li></ul><ul><li>It can be applied. </li></ul><ul><li>It articulates a plan for the teacher to measure what has been learned. </li></ul><ul><li>It includes a plan for students to evaluate and improve their own work. </li></ul><ul><li>It contains elements of personal and peer respect. </li></ul><ul><li>(Wagner, 2006) </li></ul>
  28. 29. Good instruction All students tend to benefit from : <ul><li>clear goals and learning objectives; </li></ul><ul><li>meaningful and challenging contexts; </li></ul><ul><li>a curriculum rich with content; </li></ul><ul><li>well designed and appropriately paced-curriculum; </li></ul><ul><li>active engagement and participation; </li></ul><ul><li>opportunities to practice, apply, and transfer new learning; </li></ul>
  29. 30. Good instruction All students tend to benefit from: <ul><li>feedback on correct and incorrect responses; </li></ul><ul><li>periodic review and practice; </li></ul><ul><li>frequent assessments to gauge progress, with reteaching as needed, and </li></ul><ul><li>opportunities to interact with other students in motivating and appropriately structured contexts. </li></ul><ul><li>(Goldenberg, 2008) </li></ul>
  30. 31. Students achieve when: <ul><li>there is a culture of high expectations, </li></ul><ul><li>teachers know how and when learning occurs, and </li></ul><ul><li>schools identify and support struggling students. </li></ul><ul><li>Urquhart, 2008 </li></ul><ul><li>McREL, Changing Schools </li></ul>
  31. 32. McKinsey & Company’s 2007 Report Findings . . . <ul><li>Get the right people to teach, </li></ul><ul><li>Support their growth of their knowledge and skills, and </li></ul><ul><li>Ensure that every student performs to his or her potential. </li></ul>
  32. 33. The Role of Leadership in Highly Effective Schools <ul><li>Hire well </li></ul><ul><li>Develop people </li></ul><ul><li>Intervene early and often </li></ul><ul><li>Create a “high reliability” system </li></ul><ul><ul><ul><li>(failure is not an option for any student) </li></ul></ul></ul><ul><ul><ul><li>McKinsey & Company ( 2007) </li></ul></ul></ul>
  33. 34. <ul><li>One child who does not learn what is needed for future success is one child too many. </li></ul><ul><li>Urquhart, 2008 </li></ul><ul><li>McREL, Changing Schools </li></ul>
  34. 35. Leadership <ul><li>Break </li></ul>
  35. 36. Leadership Priorities <ul><li>Please select one or two leadership phrases or comments that most align with your view of leadership and reflect the culture of where you work, or would like to work. </li></ul><ul><li>Share with a colleague or at your table why you selected the phrase of comment. </li></ul>
  36. 37. Creating the Magic at Walt Disney World <ul><li>“ The highest customer satisfaction is recorded in those areas of the company where cast members rate their leaders as ‘outstanding’ at </li></ul>coaching , recognition and listening , empowerment .”
  37. 38. Thoughts on Leadership <ul><li>Listen to me </li></ul><ul><li>Put me in the game </li></ul><ul><li>Some assembly is required </li></ul><ul><li>Stay on main street </li></ul><ul><li>Inspire me </li></ul><ul><li>Share the big picture </li></ul><ul><li>I’ll perform when I’m “on stage” </li></ul><ul><li>Make me feel special </li></ul><ul><li>Bring out the best in me </li></ul><ul><li>Coach me </li></ul>
  38. 39. Leadership <ul><li>With a partner, share evidence of how you have: </li></ul><ul><li>coached someone to improvement, </li></ul><ul><li>listened for understanding, </li></ul><ul><li>recognized the efforts of others, and </li></ul><ul><li>empowered staff. </li></ul>