Santa Rosa County School District Leadership Development Institute (LDI) February 7 th and 8 th,...
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Transcript of Santa Rosa County School District Leadership Development Institute (LDI) February 7 th and 8 th,...
![Page 1: Santa Rosa County School District Leadership Development Institute (LDI) February 7 th and 8 th, 2011.](https://reader036.fdocuments.net/reader036/viewer/2022062619/55156c7f550346a1418b4f24/html5/thumbnails/1.jpg)
Santa Rosa County School
District
Leadership Development Institute (LDI)February 7th and 8th, 2011
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Nine Principles ®
Commit to excellence
Build a culturearound service
Measure theimportant things
Create and developgreat leaders
Focus on employeesatisfaction
Build individualaccountability
Recognize andreward success
Communicateat all levels
Align behaviorswith goals and values
![Page 3: Santa Rosa County School District Leadership Development Institute (LDI) February 7 th and 8 th, 2011.](https://reader036.fdocuments.net/reader036/viewer/2022062619/55156c7f550346a1418b4f24/html5/thumbnails/3.jpg)
Alignment Chart
See handout
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Reporting from Principals on Rounding
Danny Carnley, Jay Elementary School
Victor Lowrimore, Woodlawn Beach Middle School
![Page 5: Santa Rosa County School District Leadership Development Institute (LDI) February 7 th and 8 th, 2011.](https://reader036.fdocuments.net/reader036/viewer/2022062619/55156c7f550346a1418b4f24/html5/thumbnails/5.jpg)
Making Excellence Stick
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Assessing Excellence
10 Questions to ask yourself if you are getting inconsistent results and/or behavior is not hardwired.
Behavior/Skill being evaluated: Leader Rounding
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Reflective Question 1: Rounding Process
Have you set clear and EXCELLENT targets for
applying the leader rounding process?
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Reflective Question 2: Rounding Process
Was education provided to all involved on what the
expected behavior for leader rounding was…….and have we over-communicated the
WHY?
![Page 9: Santa Rosa County School District Leadership Development Institute (LDI) February 7 th and 8 th, 2011.](https://reader036.fdocuments.net/reader036/viewer/2022062619/55156c7f550346a1418b4f24/html5/thumbnails/9.jpg)
1. Why do we do leader rounding with employees?
2. What does the leader rounding process look like?
3. What are the requirements to effectively apply the process?
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Reflective Question 3: Rounding Process
Has leadership communicated that leader rounding behavior is MANDATORY; not OPTIONAL?
1.When you hear the word “expected” do you think you must or should?
2.When you hear the word “required” do you think you must or should?
3.When you hear the word “mandatory” do you think you must or should?
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What People Hear and Think
Mandatory: When people hear the word, “mandatory” 98% think “MUST”
Required: When people hear the word, “required”, 69% think “MUST”
Expected: When people hear the word, “expected”, 26% think “MUST”
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So…..
Has leadership communicated that leader rounding is
MANDATORY; not OPTIONAL?
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Reflective Question 4: Rounding Process
Is leader rounding being role modeled by leadership?
Expectation:
• Superintendent rounds on direct reports (stoplight report to them)
• District leaders round on direct reports (stoplight report to them)
• School leaders round on teachers and staff directly reporting to them (stoplight report to them)
![Page 14: Santa Rosa County School District Leadership Development Institute (LDI) February 7 th and 8 th, 2011.](https://reader036.fdocuments.net/reader036/viewer/2022062619/55156c7f550346a1418b4f24/html5/thumbnails/14.jpg)
Reflective Question 5: Rounding Process
Has leader rounding been practiced using role-play?
Have we checked competency?
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Self Assessment
See handout
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Are leaders giving positive feedback when they see
leader rounding being done correctly?
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Reflective Question 6: Rounding Process
Are we measuring for success? Verifying?Expectations:
Superintendent verifies direct reports are rounding
District leaders verify direct reports are rounding
What do we do when we verify?
Ask, what did you learn from your employees when you rounded last week?
How are you gauging your ability to engage employees in their work environment?
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Reflective Question 7: Rounding Process
Are the results of the verification being reported
transparently?
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Reflective Question 8: Rounding Process
Are leaders giving positive feedback when they see
the leader rounding being done correctly?
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Reflective Question 9: Rounding Process
Are we correcting poor performance quickly and on-the-spot if necessary?
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Reflective Question 10: Rounding Process
Are there consequences for non-compliance?
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High, Middle, Low Performers
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We have learned that the reluctance to address low/sub-par
performance keeps an organization from being the best.
Quint Studer
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Impact of highmiddlelow®
Beds = 303, Admissions = 17,486, Employees = 2500
Measure Before highmiddlelow® After highmiddlelow®
Employee satisfaction Month before - 65 6 months after - 81
Inpatient satisfaction 2 months before - 74 4 months after - 87
Outpatient satisfaction 2 months before - 86 4 months after – 98
Beds=357, Admissions = 15,995, employees=1,788
Measure Before highmiddlelow® After highmiddlelow®
Inpatient satisfaction 1st Quarter - 61 4th Quarter - 91
Outpatient satisfaction 1st Quarter - 45 4th Quarter - 69
ED satisfaction 1st Quarter - 50 4th Quarter - 83
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On a scale of 1-10 …
• Where would you rank in how value driven you are as an organization?
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On a scale of 1-10 …
• Where would you rank in dealing with performance issues?
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Focus Groups on Teacher Evaluation
Conversations with Teachers
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HML
Performance Curve
8% 58% 34%
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M
H
L
High, Middle and Low Performer
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H
M
L
Gap is uncomfortableM
H
L
The Gap becomes more evident
Hoping that:
More time will help
More attention will help
More focus will help
A transfer will help
They will leave
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H
M
L
Gap is uncomfortableM
H
L
H
M
L
Gap is Intolerable
TheWall
The Gap is Intolerable
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M
H
L
H
M
L
Gap is uncomfortable
H
M
L
Gap is intolerable
TheWall
HM
M
L
ResultsDecline
Results Decline (look familiar?)
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M
H
L
H
M
L
Gap is uncomfortable
H
M
L
Gap is intolerable
H
M
TheWall
Over the Wall
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Blog about High Performers
Handout
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Performance
GAP
HML
Moving the High Performers
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Definition
Professionalism
Teamwork
Knowledge & Competence
Communication
Comes to work on time Good attitude Problem solves You relax when they are scheduled Good influence Use of peer interviews Pillar ownership Brings solutions
Safety Awareness
Adheres to policies concerning breaks, personal phone calls, leaving the work area, and other absences from work.
Demonstrates high commitment to making things better for their team and organization as a whole.
Eager to change for the good of the organization. Strives for continuous professional development.
Consistently communicates organizational. Does not create we/they. Provides frequent feedback to staff.
Demonstrates the behaviors of safety awareness in all aspects of work.
H
Definition of High Performer
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High Performance Conversation (Key words)
Tell them where the organization is going
Thank them for their work
Outline why they are so important
Ask if there is anything you can do for them
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Role Play
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Performance
GAP
HML
Moving the Middle Performers
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Definition
Professionalism
Teamwork
Knowledge & Competence
Communication
Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems
Safety Awareness
Usually adheres to policies concerning breaks, personal phone calls, leaving the work area, and other absences from work.
Committed to improving performance of their team and organization. May require coaching to fully execute.
Invested in own professional developments. May require some coaching to fully execute.
Usually communicates organizational information. Occasionally uses we/they language. Provides some feedback to staff.
Demonstrates the behaviors of safety awareness in all aspects of work.
M
Definition of Middle Performer
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Middle Performance Conversation (Key words)
Reassure individual goal is to retain
S : Support
Describe good qualities – calm down their anxiety
C : Coach
Cover development opportunity
S : Support
Reaffirm good qualities
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Role Play
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Performance
HML
GAP
Clear Expectations for Low Performers
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Definition
Professionalism
Teamwork
Knowledge & Competence
Communication
Points out problems in a negative way Positions leadership poorly Master of “We/They” Passive aggressive Thinks they will outlast the leader Says manager is the problem
Safety Awareness
Does not communicate effectively about absences from work. Handles personal phone calls in a manner that interferes with work. Breaks last longer than allowed.
Demonstrates little commitment to their team and the organization.
Shows little interest in improving own performance or the performance of the organization. Develops professional skills only when asked.
Does not communicate organizational information. Uses language to create we/they culture. Does not provide feedback.
Performs work with little regard to the behaviors of safety awareness.
L
Definition of Low Performer
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80% timespent on
5% Employees
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Low Performance Conversation (Key words)
Do not start meeting on a positive note
D : Describe
Describe what has been observed.
E : Evaluate
Evaluate how you feel.
S : Show
Show what needs to be done.
K : Know
Know consequences of continued same performance.Follow up
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Sample
Ms. Heinz – How to Lead Teachers to Become Great – Chapter 1
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High, Middle, Low
ACTIVITY HANDOUT
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OLD
NEW
Performance
Improved Operational Performance Across the Board
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Making Excellence Stick
10 Self Reflection Questions
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10 Reflective Questions for HML Conversations
1. Have you set clear and EXCELLENT targets for HML conversations?
2. Was education provided to all involved on what the expected HML conversations was…….and have we over-communicated the WHY?
3. Has leadership communicated that HML conversations are MANDATORY; not OPTIONAL?
4. Are HML conversations being role modeled by leadership?
5. Has HML conversations been practiced using role-play? Have we checked competency?
6. Are we measuring for success? Verifying?
7. Are the results of the verification being reported transparently?
8. Are leaders giving positive feedback when they see HML conversations being done correctly?
9. Are we correcting poor performance quickly and on-the-spot if necessary?
10. Are there consequences for non-compliance?