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1
Building Leadership Capacity through Professional
Certification NWESD 189
August 2012
Association of Washington School Principals
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AWSP’s Role in Principal Professional
Certification1. Assist in development & implementation
of job embedded certification process
2. Support members by offering professional development aligned with certification standards
3. Gather feedback from members/candidates for continuous program improvement
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AWSP’s Role Today To share our experiences with the POLE
360
• What is the POLE 360?
• Why participate?
• What do I need to do?
• What results will I receive?
• How do I maximize results?
• Who else will see the results?
• What difference will it make?
POLE 360™A multi-source feedback
survey for leaders
2249 152nd Ave. NE, Redmond, WA425.283.0384 www.effectiveness.org
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
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POLE 360 Perceptual Survey
• Format used in Business & Industry for
years
• Formative, not evaluative feedback
• Provides personal and confidential
feedback
• Web based, only taking 15-20 minutes
• 46 Likert bubble-in questions
• The POLE 360 is LEADER-centric
• Directly aligned to ISLLC Standards
Provides perceptions of your leadership behaviors from:
Leader(You)
Supervisor(1)
Peers
(3-6)
Staff(12+)
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Why am I doing the POLE 360?
Regular feedback informs and positions you in a proactive stance!
Assists in goal setting for your individual and school professional growth planning
Required for attainment of professional level certification
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What do you need to do before you begin?
• Follow program director’s directions explicitly!• Develop invitation & directions to respondents• Make list of respondents, email addresses & role
• How many respondents do I select?• Who do I select?• What do I tell my staff?
- Why I’m doing this?
- My respondent selection process
• Respondent selection is Critical
What happens & when?• Complete respondent selection by _______
• You receive email requesting respondent names & email addresses from CEE
• You notify respondents about this process• You & respondents receive email invitation
– Directions include Website logon, client & subscription codes, etc.
– SPAM filter issues• You & respondents have ___ wks to submit • Reminders sent if needed• Program director/you receive results
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How to Maximize your POLE 360 Results Report?
• Take time to reflect on the data
• Remember it is only one piece of data
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How to Maximize your POLE 360 Results Report?
• Take time to reflect on the data• Remember it is only one piece of data• Proactively use results in your
professional certification plan - Identify growth targets - Set goals - Find resources and support - Get to the “So that . . .”
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Results Report and Your Emotional “Check”
This is confidential, formative data for you.Be open for self-reflection with the data. Identify what emotional response(s) are
being felt and which need to be addressed.Prepare to use data to start conversations
with:– Yourself– Your program director– Respondents, including supervisor– Critical friends
Avoid the desire to know, “who said that?”
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Vision & Goals
10%
10%
10%
20%
10%
0%
0%
10%
10%
10%
0%
10%
0%
20%
20%
10%
60%
50%
70%
50%
50%
50%
60%
50%
20%
30%
20%
20%
20%
20%
20%
30%
0%
0%
0%
0%
20%
10%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Barriers to achieving the vision are identified,clarified and addressed
The improvement plan clearly defines goals andstrategies
Professional development has a focus consistentwith stated vision and goals
Consistently inspires and supports innovation
Progress toward mission is effectivelycommunicated to stakeholders
Develops the vision with and among allstakeholders
Appropriate data are used in the development ofmission, vision and goals
The improvement plan is regularly monitored andrevised
Almost Always Often True Sometimes True
Seldom True Almost Never True Missing
Copyright © 2008, Center for Educational Effectiveness, All Rights Reserved
ISLLC Standard #1 Vision and Goals
Absolute Value (Total of All)
• All respondent perceptions are on the chart with the different categories of respondents in different colors.
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ISLLC Standard #1 Vision and Goals
Leadership in Vision & Goals
0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0
Barriers to achieving the vision are identified,clarified and addressed
The improvement plan clearly defines goals andstrategies
Professional development has a focus consistentwith stated vision and goals
Consistently inspires and supports innovation
Progress toward mission is effectivelycommunicated to stakeholders
Develops the vision with and among allstakeholders
Appropriate data are used in the development ofmission, vision and goals
The improvement plan is regularly monitored andrevised
Peers Staff
Supervisor Leader
Almost Seldom Sometimes Often Almost Never True Alw ays True
Copyright © 2008, Center for Educational Effectiveness, All Rights Reserved
Comparison between respondent groups
Perception of Self VS. Others’ Perception
Leadership in Vision & Goals
-4.0 -3.0 -2.0 -1.0 0.0 1.0 2.0 3.0 4.0
Barriers to achieving the vision are identified,clarified and addressed
The improvement plan clearly defines goals andstrategies
Professional development has a focusconsistent with stated vision and goals
Consistently inspires and supports innovation
Progress toward mission is effectivelycommunicated to stakeholders
Develops the vision with and among allstakeholders
Appropriate data are used in the development ofmission, vision and goals
The improvement plan is regularly monitoredand revised
Supervisor Staff Peers
Leader Overrates Self Leader Underrates Self
The Leader's perspective compared to:
Perception ofSelf set to “0”
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Gap Analysis
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Did We Answer These Questions?
• What is the POLE 360? • Why participate?• What do I need to do?• What results will I receive?• How do I maximize results?• Who else will see the results?• What difference will it make?
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AWSP Contacts
• Don Rash – don@awsp.org (P) 800.562.6100 (C) 360.951.9551
• Web site: www.awsp.org
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