Launching and Sustaining Setting the tone and sustaining your Major - - PowerPoint PPT Presentation

Launching and Sustaining

Setting the tone and sustaining your Major Improvement Strategies John Argue

1

Materials and Logistics Materials:

• MIS Planning Handout
• Launching MIS with Staff Framework
• Sustaining MIS with Staff Framework
• Achievement First Step Back Protocol
• Sample Weekly Email 1 and 2
• Schedule Creation for School Leaders
• Note taking materials

Logistics:

• Pause, reflect, resume
• Record notes in a way that makes sense to you
• Uncertainty with calendars and start of the school year
• Resources and practices are to support your current work

2

Delancey Street Foundation

3

How does this apply to our work?

4

• 1. Crystal Clear Destination
• 2. Highest Impact Behaviors
• 3. Motivate the Audience
• 4. Maintain Momentum

Planning Launch and Sustain

Session Goals Fill out PM tools to reflect your Major Improvement Strategies for next year by using the criteria for success for:

• 1. MIS description
• 2. End of year goals
• 3. Implementation benchmarks
• 4. Action steps

Think through systems to ensure we stay committed to our Major Improvement Strategies by exploring:

• 1. Best practices to launch your MIS with staff
• 2. Best practices to reflect and action plan to ensure

sustained commitment

5

Four Domains Rubric Doman 1 – Instructional Leadership for Rapid School Improvement

• 1.2: Continuous Improvement
• Monitor – The school has processes in place to monitor and

reflect on data related to goals, benchmarks, and action steps at least weekly. The team steps back quarterly to analyze, reflect, and plan for next quarter.

• Sustain – School leadership sustains a focus on the

improvement strategies by regularly communicating the progress with staff. Staff understands their role in each improvement strategy and its importance.

6

Reflect on the work you’ve already done: Think about the same Major Improvement Strategy as the one from the Planning session:

• What systems or processes did you put in place to keep this

MIS a priority for you and your staff?

• Why is it difficult to keep MIS a priority?

7

Working smarter, not harder

“The real enemy of execution is your day job! We call it the whirlwind. It’s the massive amount of energy that’s necessary just to keep your operation going on a day-to-day basis; and, ironically, it’s also the thing that makes it so hard to execute anything new. The whirlwind robs from you the focus required to move your team forward. Leaders seldom differentiate between the whirlwind and strategic goals because both are necessary to the survival of the organization. However, they are clearly different, and more important, they compete relentlessly for time, resources, energy, and attention... The whirlwind is urgent and acts on you and everyone working for you every minute of every day. The goals you’ve set for moving forward are important, but when urgency and importance clash, urgency will win every time. ...Executing in spite of the whirlwind means overcoming not only its powerful distraction, but also the inertia of “the way it’s always been done.” 8

Core Idea: Commitment means staying loyal to what you said you were going to do long after the mood you said it in has left you.

9

Launching MIS with Staff Review the document – Launching MIS with Staff Framework

• What parts of this launch are the same, or similar, to what

you have done before with your staff? What was the impact?

• What parts of this launch stick out to you as things you

could add to your own launch with staff?

10

Core Idea: “The way we feel about something is more important than what we think about it.”

• Simon Sinek, author of Start with

the Why

11

Launching MIS with Staff

Before: Set the stage by looping in your leaders and coaches to get their feedback and help you monitor staff reaction Look Back: Find a moment of inspiration to set the tone. Be excited about the glows and own the grows. Transparency is key! Look Ahead: Make sure staff know why each MIS was selected. Give them a chance to think about how accomplishing the goals will impact students Accountability and Monitoring: Staff should know their expectations, how that will be monitored, and the accountability measures. Use this time to loop back to the inspire moment and set a unifying theme for the year Follow Up: Debrief with your team and meet with staff one on one to understand how to increase buy in

12

Things to Consider Theme or Message:

• DSF: “Each one, teach one”
• Adidas: “Impossible is nothing”
• Amazon: “Work hard. Have fun. Make history”

Initial buy-in vs. buy-in over time

• Even the strongest plan and rollout may not have 100% of

initial buy-in (change is hard!)

• However, with a strong plan and systems to ensure

commitment, buy-in will build over time Common Misconceptions

• Assuming everyone knows about each MIS, deeply

understands them, and is as excited about them as you are

13

From Launching to Sustaining Review the document – Sustaining MIS with Staff Framework

• What parts of this cycle are the same or similar to what you

have done in the past? How did that impact your staff and students?

• What parts stick out to you as practices you could add to or

change your current practices to help sustain your MIS as top priorities throughout the year?

14

Quarterly Step Back and Reflection

15

Thomson Elementary*:

*Names have been covered up

Core Idea: “When you are tired of saying it, people are starting to hear it.”

• Jeff Weiner LinkedIn CEO

16

Sustaining MIS with Staff Daily: Engage with your MIS daily and use the tools you created to show the value of the systems to your staff. Weekly: PM tool should drive your meetings with leadership teams and should dictate your weekly schedule. Use the data you’re collecting to celebrate wins with your team. Monthly: Keep the PM tool up to date and report on data to

• staff. You may also be meeting with your TSM to reflect and

plan next steps. Quarterly: Engage in a step back meeting to get a big picture view of where you are compared to your goals. This should include your TSM and you should share next steps with staff, so they see progress that’s being made and any changes.

17

Things to Consider Positive peer pressure

• Leverage your team to speed up the change in others

Elevate wins

• Once you see the changes you’re working on have a

positive impact, make that impact visible for all to see. No win is too small! Tell the Story behind the numbers

• Data and numbers are more impactful when there is a

story behind them

18

Core Idea: Teachers thrive when they see how their work aligns to the overall goals

• f the school.

19

Next Steps Before summer break:

• PM Tool planning through Q4
• MIS Descriptions
• EoY Goals
• Implementation Benchmarks
• PM Tool planning through Q1
• Action Steps
• Meet with District partner and Turnaround Support

Manager for PM Tool planning support/feedback Before next year:

• Complete PM Tool Action Steps through Q4
• Schedule time to launch MIS with staff
• Schedule quarterly step back dates with DP and TSM

20