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PPotentialotentialIInstructionalnstructional

LLeaderseadersooff

TTomorrow’somorrow’s

SSchoolschools

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Warm-upWarm-up

At your table…At your table…

Discuss a leadership experience Discuss a leadership experience you have had in the last two you have had in the last two months.months.

What attributes of leadership did you What attributes of leadership did you demonstrate or observe?demonstrate or observe?

Objectives

• Participants will—– Develop an understanding of how leadership

development fits into the system-wide vision for St. Mary’s County Public Schools;

– Examine the leadership performance system and its expectations for leaders; and

– Discuss ways in which leadership development can be differentiated based on a clear set of expectations and a process for support.

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Charting a Course to ExcellenceCharting a Course to ExcellenceShining the Shining the LightLight on Leadership on Leadership

What qualities are sought effective leaders?

What experiences influence leadership style, and why?

What are the greatest challenges facing school leaders?

Conversation with Conversation with the Superintendentthe Superintendent

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Leadership is everyone’s Leadership is everyone’s business… Leadership is not business… Leadership is not about a position or place; it’s an about a position or place; it’s an attitude and a sense of attitude and a sense of responsibility for making a responsibility for making a difference.difference.

Kouzes and Posner (1999) Kouzes and Posner (1999) Encouraging the Heart – Encouraging the Heart – A Leader’s Guide to Rewarding and Recognizing A Leader’s Guide to Rewarding and Recognizing OthersOthers

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The best leaders believe that no matter The best leaders believe that no matter what their role, people can achieve the what their role, people can achieve the high standards that have been set. Its high standards that have been set. Its called the called the Pygmalion effectPygmalion effect, a belief so , a belief so strong that even if others don’t believe in strong that even if others don’t believe in themselves initially, the leader’s belief—themselves initially, the leader’s belief—for the teachers, or parents, or for the teachers, or parents, or colleagues– give rise to self confidence to colleagues– give rise to self confidence to a belief that “Yes, I can do it!” it becomes a belief that “Yes, I can do it!” it becomes a self-fulfilling prophecy.a self-fulfilling prophecy.

Kouzes and Posner (1999) Kouzes and Posner (1999) Encouraging the Heart – A Encouraging the Heart – A Leader’s Guide to Rewarding and Recognizing OthersLeader’s Guide to Rewarding and Recognizing Others

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Good is not enough when you Good is not enough when you dream about being great.dream about being great.

Kouzes and Posner (1999) Kouzes and Posner (1999) Encouraging the Heart – Encouraging the Heart – A Leader’s Guide to Rewarding and Recognizing A Leader’s Guide to Rewarding and Recognizing OthersOthers

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Encouraging the Encouraging the HeartHeart

The First Essential: The First Essential: Set Clear StandardsSet Clear Standards The Second Essential: The Second Essential: Expect the BestExpect the Best The Third Essential: The Third Essential: Pay AttentionPay Attention The Fourth Essential: The Fourth Essential: Personalize Personalize

RecognitionRecognition The Fifth Essential: The Fifth Essential: Tell the StoryTell the Story The Sixth Essential: The Sixth Essential: Celebrate TogetherCelebrate Together The Seventh Essential: The Seventh Essential: Set the ExampleSet the ExampleKouzes and Posner (1999) Encouraging the Heart – A Leader’s Guide Kouzes and Posner (1999) Encouraging the Heart – A Leader’s Guide

to Rewarding and Recognizing Othersto Rewarding and Recognizing Others

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If you are after results, you better If you are after results, you better start paying attention to start paying attention to encouraging the heart.encouraging the heart.

Kouzes and Posner (1999) Kouzes and Posner (1999) Encouraging the Heart – Encouraging the Heart – A Leader’s Guide to Rewarding and Recognizing A Leader’s Guide to Rewarding and Recognizing OthersOthers

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Energetic-enthusiastic-hopeful Energetic-enthusiastic-hopeful leaders ‘cause’ greater moral leaders ‘cause’ greater moral purpose in themselves, bury purpose in themselves, bury themselves in change, naturally themselves in change, naturally build relationships and build relationships and knowledge, and seek coherence knowledge, and seek coherence to consolidate moral purpose.to consolidate moral purpose. Michael Fullan (2001)Michael Fullan (2001)

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Good Is the Good Is the Enemy of GreatEnemy of Great

What’s Insidethe

Black Box?

Great Results

Good Results

Jim Collins (2001) Good to GreatJim Collins (2001) Good to Great

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Good Is the Good Is the Enemy of GreatEnemy of Great

Buildup…BREAKTHROUGH

Level 5 Leadership

First Who… Then What

Confront the Brutal Facts

Hedgehog Concept

Culture of Discipline

Technology Accelerators

Disciplined People Disciplined Thought

Disciplined Action

Jim Collins (2001) Good to GreatJim Collins (2001) Good to Great

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First Who, Then First Who, Then WhatWhat

If we get the If we get the right people on right people on the busthe bus, the , the right people in right people in the right seats the right seats and the wrong and the wrong people off the people off the busbus

Jim Collins (2001) Good to GreatJim Collins (2001) Good to Great

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Greatness is not a Greatness is not a function of function of circumstance. circumstance. Greatness, it turns out, Greatness, it turns out, is largely a matter of is largely a matter of conscious choiceconscious choice..

– Jim Collins (2001) Jim Collins (2001) Good to GreatGood to Great

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The quality of a person’s The quality of a person’s life is in direct proportion life is in direct proportion to his/her commitment to to his/her commitment to excellence.excellence.

Vince LombardiVince Lombardi

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High Concept High Concept – High Touch– High Touch

1818thth Century Century 1919thth Century Century 2020thth Century Century 2121stst Century Century

Agriculture AgeAgriculture Age

Industrial AgeIndustrial Age

Information AgeInformation Age

Conceptual AgeConceptual Age

Pink, D. (2006) A Whole New Mind)

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Six Senses in the Six Senses in the Conceptual AgeConceptual Age

Pink, D. (2006) A Whole New Mind)

Not just functionNot just function but also DESIGNbut also DESIGNNot just functionNot just function but also DESIGNbut also DESIGN

Not just argumentNot just argument but also STORYbut also STORYNot just argumentNot just argument but also STORYbut also STORY

Not just focusNot just focus but also SYMPHONYbut also SYMPHONYNot just focusNot just focus but also SYMPHONYbut also SYMPHONY

Not just logicNot just logic but also EMPATHYbut also EMPATHYNot just logicNot just logic but also EMPATHYbut also EMPATHY

Not just seriousnessNot just seriousness but also PLAYbut also PLAYNot just seriousnessNot just seriousness but also PLAYbut also PLAY

Not just accumulationNot just accumulation but also MEANINGbut also MEANINGNot just accumulationNot just accumulation but also MEANINGbut also MEANING

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Design. Story. Symphony. Empathy. Play. Meaning.

These six senses increasingly will guide our lives and shape our world. Many of you no doubt

welcome such a change... The high-concept, high-touch abilities that now matter most are

fundamentally human attributes. Pink (2006), p. 67.

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Telling the StoryTelling the Story

"Leadership is about change. It's about taking "Leadership is about change. It's about taking people from where they are now to where they people from where they are now to where they need to be. The best way to get people to venture need to be. The best way to get people to venture into unknown terrain is to make it desirable by into unknown terrain is to make it desirable by taking them there in their imaginations. In other taking them there in their imaginations. In other words, by telling them stories.” words, by telling them stories.”

– Noel M. Tichy, a professor at the University of Michigan Business Noel M. Tichy, a professor at the University of Michigan Business School and the coauthor of The Leadership Engine (Harper School and the coauthor of The Leadership Engine (Harper Business, 1997).Business, 1997).

"Humans are storytellers, stories enhance "Humans are storytellers, stories enhance attention, create anticipation, increase retention. attention, create anticipation, increase retention. They provide a familiar set of 'hooks' that allow us They provide a familiar set of 'hooks' that allow us to process the information that we hang on them.” to process the information that we hang on them.”

– Peter OrtonPeter Orton

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7 Habits of Highly 7 Habits of Highly Effective PeopleEffective PeopleStephen CoveyStephen Covey

1.1. Be Proactive: Personal VisionBe Proactive: Personal Vision

2.2. Begin with the end in MindBegin with the end in Mind

3.3. Put First Things FirstPut First Things First

4.4. Think Win/WinThink Win/Win

5.5. Seek first to understand then to be Seek first to understand then to be understoodunderstood

6.6. Synergize Synergize

7.7. Sharpen the SawSharpen the Saw

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The Importance The Importance of Quality of Quality LeadershipLeadership Managers manage things, Managers manage things,

leaders lead peopleleaders lead people– Creating a visionCreating a vision– Getting others to pursue itGetting others to pursue it– Having charismaHaving charisma– Getting people excited about what they Getting people excited about what they

are doingare doing– Demonstrating empathyDemonstrating empathy– Willingness to make sacrifices to inspire Willingness to make sacrifices to inspire

othersothers– Encouraging followers to be optimistic and Encouraging followers to be optimistic and

have hopehave hope

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““LuckLuck: : When Opportunity When Opportunity

Meets Preparation”Meets Preparation”Oprah WinfreyOprah Winfrey

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““Think Think as if you areas if you are and act that way”and act that way”

Michael MartiranoMichael Martirano

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Leading in a Culture of ChangeLeading in a Culture of ChangeMichael FullanMichael Fullan

Energy – Enthusiasm - Energy – Enthusiasm - HopefulnessHopefulness

Personal characteristicsPersonal characteristics

that all effective leaders possess. that all effective leaders possess.

Never-give-up optimism.Never-give-up optimism.

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Energetic-enthusiastic-hopeful Energetic-enthusiastic-hopeful leaders ‘cause’ greater moral leaders ‘cause’ greater moral purpose in themselves, bury purpose in themselves, bury themselves in change, naturally themselves in change, naturally build relationships and build relationships and knowledge, and seek coherence knowledge, and seek coherence to consolidate moral purpose.to consolidate moral purpose. Fullan (2001)Fullan (2001)

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Effects of challenge Effects of challenge and support on and support on developmentdevelopment

Retreat

Stasis Confirmation

SupportHigh

High

Low

Ch

alle

ng

e Growth

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Knowing the

LearnerWHO?

Social Development

Personal Development

Cognitive Development

Knowing the Curriculum & Content

What?

Knowing the Pedagogy

How?

Academic

V

V

V

Vision of Exemplary Vision of Exemplary Teaching for Teaching for

Student LearningStudent Learning

KnowingYourself

Reflection and Growth

Achievement

All Students Can All Students Can and Will Learnand Will Learn

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Taking Stock in the Taking Stock in the PeoplePeople

““No one will remember what you said No one will remember what you said or what you looked like, but what they or what you looked like, but what they

will remember is will remember is how you treated how you treated themthem and and how you made them feelhow you made them feel.”.”

Ronald ReaganRonald Reagan

Think about that….the importance of Think about that….the importance of relationships.relationships.

Laugh often and laugh regularlyLaugh often and laugh regularly

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Connecting the School Connecting the School System Vision and MissionSystem Vision and MissionCharting a Course to ExcellenceCharting a Course to ExcellenceDiscussion of the Vision/Mission Statement Discussion of the Vision/Mission Statement

of SMCPS and Instructional Goals of SMCPS and Instructional Goals How does the Mission address teaching and How does the Mission address teaching and

learning? How will those values and beliefs learning? How will those values and beliefs shape a leader’s expectations and focus?shape a leader’s expectations and focus?

Review of and introduction of Departments Review of and introduction of Departments and Supports and Supports

MissionMission

Know the learner and the Know the learner and the learning, learning,

expecting excellence in both.expecting excellence in both.Accept Accept no excusesno excuses, educating ALL , educating ALL

with rigor, relevance, respect, with rigor, relevance, respect, and positive relationships.and positive relationships.

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Charting a Course to Excellence Vision Plan

Fulfilling the Promise in Every Child

Michael J. Martirano, Ed.D.Superintendent of Schools

St. Mary’s County Public Schools

Core Value:  ALL Children CAN and WILL LEARN

Alignment

Charting a Course to Excellence Fulfilling the Promise in Every Child

One Vision

IncreasedStudent

Achievement

Safe and Orderly School Environment

SupportivePartnerships

Effective and Efficient Use of Resources

Four Board of Education Goals

Student Achievement

Attendance andGraduation

Safe LearningEnvironments

Highly QualifiedTeachers

English Language Learners

Five Bridge to Excellence Goals

Increase StudentAchievement & Eliminate Ach.

Gaps

Safe, Orderly, Healthy

& NurturingEnvironment

Reading byBeginning of

Grade 3

MonitoringStudent

Progress

AligningStandards

AlignCurriculum,

Instruction, &Assessment

High SchoolAchievement

QualityWorkforce

CommunityPartnerships

Technology forStudent Learning

Attendance &Graduation

Early Childhood &

After SchoolPrograms

InterventionPlans

OngoingCommunication

Leadership &Prof. Dev.

Superintendent’s Fifteen Point Plan of Priorities

Community Values for EducationContributions toStudent Success

Attendance and Student ParticipationPositive Behaviors for Work & Citizenship

School SafetyParent Involvement

Quality Teachers

Values for EducationDiversity

Opportunity/EquityRigorous Curriculum

Safe and Nurturing EnvironmentContinuous Improvement

CollaborationQuality Instruction and Staff

Revised 4/26/06

Michael J. Martirano, Ed.D.Superintendent of Schools

St. Mary’s County Public Schools

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The The Superintendent’s Superintendent’s Fifteen Point Plan Fifteen Point Plan of Prioritiesof Priorities1.1. Produce improved student achievement for Produce improved student achievement for

ALL students. Work to eliminate the ALL students. Work to eliminate the achievement gap for all identified groups of achievement gap for all identified groups of students. Ensure that all subgroups meet students. Ensure that all subgroups meet Annual Measurable Objectives (AMO).Annual Measurable Objectives (AMO).

2.2. Ensure that all learning environments are Ensure that all learning environments are safe, orderly, nurturing and healthy.safe, orderly, nurturing and healthy.

3.3. Teach EVERY child to read, on-grade level, at Teach EVERY child to read, on-grade level, at the beginning of grade 3.the beginning of grade 3.

4.4. Frequently monitor student progress (weekly, Frequently monitor student progress (weekly, monthly, quarterly) in READING and MATH.monthly, quarterly) in READING and MATH.    

5.5. Develop and utilize local assessments that Develop and utilize local assessments that align with state standards and exams.align with state standards and exams.

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The The Superintendent’s Superintendent’s Fifteen Point Plan Fifteen Point Plan of Prioritiesof Priorities6.6. Align Curriculum > Instruction > Assessment with the Align Curriculum > Instruction > Assessment with the

Voluntary State Curriculum with an emphasis on Voluntary State Curriculum with an emphasis on teaching for learning with high expectations for ALL teaching for learning with high expectations for ALL students.students.

7.7. Increase student performance and participation on Increase student performance and participation on SATs. Focus on HSA’s and increase participation in SATs. Focus on HSA’s and increase participation in Advanced Placement (AP) courses with a score of 3 or Advanced Placement (AP) courses with a score of 3 or higher on the AP exams.higher on the AP exams.

8.8. Promote, recruit, and retain a quality and diverse Promote, recruit, and retain a quality and diverse workforce. Build leadership capacity of entire workforce. Build leadership capacity of entire workforce.workforce.

9.9. Strengthen partnerships with the community, Strengthen partnerships with the community, businesses, and local colleges.businesses, and local colleges.

10.10. Expand the use of technology to increase student Expand the use of technology to increase student learning and to analyze our student data with the full learning and to analyze our student data with the full implementation of a data warehouse.implementation of a data warehouse.

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The The Superintendent’s Superintendent’s Fifteen Point Plan Fifteen Point Plan of Prioritiesof Priorities11.11. Ensure that all seniors graduate and ensure that each Ensure that all seniors graduate and ensure that each

child attends school every day.child attends school every day.

12.12. Ensure that early childhood and after school programs are Ensure that early childhood and after school programs are of high quality.of high quality.

13.13. Develop intervention plans for students not meeting state Develop intervention plans for students not meeting state standard and not performing on grade level in reading standard and not performing on grade level in reading and math and ensure that no schools are placed in school and math and ensure that no schools are placed in school improvement status as defined by the State of Maryland.improvement status as defined by the State of Maryland.

14.14. Develop extensive and meaningful parent and community Develop extensive and meaningful parent and community relationships and communicate regularly and often with relationships and communicate regularly and often with all stakeholders. Promote a customer service approach.all stakeholders. Promote a customer service approach.

15.15. Provide strong instructional leadership that is supported Provide strong instructional leadership that is supported by ongoing professional development with a focus on by ongoing professional development with a focus on knowing the curriculum, knowing the pedagogy and knowing the curriculum, knowing the pedagogy and knowing the learner. Focus on continuous improvement knowing the learner. Focus on continuous improvement and job embedded professional development.and job embedded professional development.

Knowing the

LearnerWHO?

Social Development

Personal Development

Cognitive Development

Knowing the Curriculum & ContentWhat?

Knowing the Curriculum & ContentWhat?

Knowing the Pedagogy

How?

Academic

V

V

V

Vision of Exemplary Vision of Exemplary Teaching for Student Teaching for Student LearningLearning

St. Mary’s County Public SchoolsMichael J. Martirano, Ed.D., Superintendent of Schools

KnowingYourself

Reflection and Growth

Achievement

All Students Can All Students Can and Will Learnand Will Learn

Making It All Work

• High Expectations– Constant Monitoring– “Don’t Let Up” Consistency

• Challenge & Support Model

• Scheduled Opportunities for Reflection

• High Quality Professional Development

Failures and successes are not episodes, they are trajectories—tendencies, directions, pathways.

Adapted from R. M. Kanter, How Winning and Losing Streaks Begin and End

Article Review

• Read one of the articles:

– Harrison, C., and Killion, J. (2007) “Ten Roles for Teacher Leaders”

– Danielson, C. (2007) “The Many Faces of Leadership”

• What implications do these commentaries on leadership have for you in – Your current role?– A role to which you aspire?

Leadership Development Programs

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The Electronic Learning Community

• http://cte.jhu.edu/elc

Leadership Development

• Connections to your work?

• Questions?

• Next Steps-– Next meeting: Communicate via ELC

» May 4» Discussion of Leadership Domains and

Discussion of PLCs» Leadership Academy - July 27-30