Dr. Boone, Day Three, Cultivating Leadership(07/09/2008) 
7:42
Dr. Boone passed out Pamela Harrison packet for reading.   Chapter 19.
Wednesday July 9, 2008 7:42 
7:44
Concentrate on issues of culture and social climate
Wednesday July 9, 2008 7:44 
7:45
Readings from Donaldson

Spirit of business

Three stream model
Wednesday July 9, 2008 7:45 
7:47
The "Conspiracy" of Busyness

Donaldson describes the school as a place of busyness.    

Conspiracy - intentional and accidental busyness to fend off and stay in my class.

Wednesday July 9, 2008 7:47 
7:49
Defensive actions by teachers to stay busy.  
Wednesday July 9, 2008 7:49 
8:00
Elements of the conspiracy
1.   No time to convene people to plan, organize and follow through
Teachers are working most of the day with students
Pre and post school activities conflicts
Little duty free time
Family obligations after school
What the implications of this scenario?
Catching time instead of quality time
Hard to get everyone engaged
Hard to meet everyone's interests and needs
Time should be valued to all involved.
Leaders create buy-in to create motivation
Utilize people on your campus to help you.  

Dr. Boone's observation - teachers really are busy

Wednesday July 9, 2008 8:00 
8:03
2.   Contact and business are conducted "on the fly"
True understanding is not present.   Unfocused attention.
No deep meaningful conversation.
Reactionary decisions. Not much forethought in the process.

Implications:
No true collaboration, no true leadership
Not very creativite.
Teachers get a feeling on not being important.

Wednesday July 9, 2008 8:03 
8:10
3.   When staff formallyl gathers, their effectiveness and interactions are curtailed.

Task oriented, administrativia, get in and get out.
Last faculty meeting - what was it about, what did you do, what did you accomplish?
Faculty meetings usually have time limits.  
Not much engagement or follow thru due to time limitations.
Timing of the meeting is important according to the school schedule.
Meetings should be relevant.
Leaders must be able to control conversations. Group management skills,

Wednesday July 9, 2008 8:10 
8:21
4.   Informal collegial connections and conversations are rich.

What is the intention, what is the goal, not inclusive
Rich environment for collegiality and relationship building.
Problem - small groups of people
Wednesday July 9, 2008 8:21 
8:29
5.   Important information is communicated informally and sometimes haphazardly.

Expecting teachers to pass along information such as teacher handbook.
notices in your mail box, etc.
Miscommunication probability in short meetings, email, agendas,
wrong information gets out.
dilemna - inundated with information, little time to share and meet, to much information, HOW DO YOU SOLVE THIS PROBLEM?
Example:   30 minute faculty meeting each Monday - just information only at the meeting.   On Wednesdays, anyone who had a problem or concern met in the library to listen to concerns (attendance was voluntary)

Wednesday July 9, 2008 8:29 
8:41
6.   The lareger the school, the more complex and impersonal the leadership environment.
Issue is size and complexity
More kids, more faculy, more programs,
Any large program, company or organization has issues.  
The possiblity of you interacting with all individuals is impossible. You must figure out a way to have an impact on your faculty.
You can influence only 5-10 people directly.
You have daily contact and major influence on your assistants and associates.   Then have them do the same to their circle of influence and so on.

Wednesday July 9, 2008 8:41 
8:58
[Comment From GuestGuest: ] 
Do we have homework?
Wednesday July 9, 2008 8:58 Guest
8:58
Reading.

Wednesday July 9, 2008 8:58 
9:02
Donaldon's model.


Wednesday July 9, 2008 9:02 
9:03
Three stream model.
Open, trusting, affirmative relationships.
Committment to mutual purpose with moral benefit.
Shared belief in action-in-common.
Wednesday July 9, 2008 9:03 
9:04
Open, trusting, affirmative relationships.

It is important for all staff to have buy in.     Positive relationships.

Wednesday July 9, 2008 9:04 
9:07
Committment to mutual purpose with moral benefit.
Moral dimension page 49 - make individual students lives better.
Help students build character - rationale moral character.
Teachers are expected to be a model for your students.   It goes beyond your own personal conduct.   Model what a good citizen, a learner, competent caring member of the society.  
Donaldson   moral is make every students character better.

Wednesday July 9, 2008 9:07 
9:08
Shared belief in action-in-common
shared vision, faith in common action and beliefs.   Work in your own way toward the same purpose.
Wednesday July 9, 2008 9:08 
9:08
good ideas that look good on the wall, but how do that?

Wednesday July 9, 2008 9:08 
9:09
How do leaders build trust?
Develop commitment to mutual purposes?
Develop shared belief in action-in-common?
Wednesday July 9, 2008 9:09 
9:10
How do leaders build   trust?
genuine, behavior matches their rhetoric.
high level of integrity,
exhibiting care.
Kids believe what you do not what you say.


Wednesday July 9, 2008 9:10 
9:19
What will you do as a principal?   What will you say, What will you do?
Ideas from the class.
introduce who you are, find out who you are working with.
Convey what I   stand for, what is my vision.

Dr. Boone - talk in general terms, let them know what you believe in very general terms. Then follow up later.


Follow up
Meet with the teachers.
Get in the classrooms.
identify your informal leaders on campus and begin to develop relationships with them.  
Act with integrity - say what you expect and then model it.

Wednesday July 9, 2008 9:19 
9:21
Being professional
Being democratic in your leadership.

To build trust, you have to be very intentional.

Wednesday July 9, 2008 9:21 
9:26
Develop Commitment to Mutual Purposes

Begin with an end in mind.

Create buyin by getting input from the staff.

Vision/Purpose
My vision
Our vision is more effective.
Start from the bottom up.   Get people invlolved at all levels.  
It will most likely take a year to get there.  

Wednesday July 9, 2008 9:26 
1:10
Develop shared belief in action-in-common.

Collective effects not coordinating action.
Whole greater than the parts.
investment is collective effort
Collective - utilize your strengths.
Coordinating - managerial
Collective - consensus building activity.
This is a time consuming activity.

Wednesday July 9, 2008 1:10 
1:10



 
 
 
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