Post on 24-Feb-2016
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Superintendents Statewide Mentoring MeetingThursday, September 19, 2013
Outcomes: Grow your professional network; Reflect on September board agenda; Identify strategies and ideas for working
with the board; Considered the superintendent’s role as
instructional leader; Increase awareness regarding legal
issues; Collaborate around relevant issues; and Identify strategies for improving individual
leadership-life fit.
Grounding our work today…How did your September board agenda flow? What went well? What will you do differently in planning your next agenda and board meeting?
Working Effectively with the BoardModified Discussion Panel
Welcome, Panelists! Chad Garber, Wapsie Valley Mike Haluska, Decorah Kerri Nelson, South Tama Dave Wilkerson, Waukee
How do you involve your board in supporting a shared vision for learning?
How do you balance the need to introduce new ideas and provide processing time for the board prior to decision-making with the need to keep moving forward in a timely way?
How do you keep the board focused on the big priorities as opposed to the day-to-day administrative decisions?
How do you engage your board in your own evaluation?
What are the key outcomes for your board orientation for new board members?
What, if any, decision-making or problem-solving protocols do you use? If you don’t utilize specific protocols or procedures, how do you support the board in planning, making decisions, and solving problems?
How do you engage your board in being part of the learning organization?
Describe the communication patterns between you and the board. With what frequency and how do you collect informal feedback from your board regarding your performance? How do you ensure you continue to share common expectations with the board for the focus of your work?
Break!Grow your professional network—choose a new
table!
The Do’s and Don’ts of Instructional LeadershipSteve Westerberg, Oelwein
3-minute Quick WriteDescribe the superintendent’s responsibilities as an instructional leader?
Ink-pair-share Mentor-mentee share
What I wish I had known at the beginning…
Setting Priorities Review the list of Do’s and Don’ts Highlight/circle the top 3 ‘Do’ priorities
that you would like to address Share your priorities in your mentoring
partnership—each explain rationale for choices
Identify the one priority that you will work to move forward in your district in the next month—how will you approach this work?
Following up Revisit in your monthly mentoring
meetings over the next months Plan to share progress at our January 22
Statewide Mentoring Meeting
LUNCH!
Reminders from the Legal VortexMatt Carver, SAI
Open ForumWhat upcoming issues/concerns need our attention?
http://padlet.com/wall/suptopenforum
Engaging in Critical ConversationsDana Schon, SAI
By the end of this session, you will have…
Considered conversation skills and behaviors that contribute to the building of successful relationships and extraordinary leadership
Participated in a structured conversation Engaged in collaborative problem-
solving
Susan Scott, Fierce ConversationsOur lives are a series of relationships, the success or failure of which happen one conversation at a time. Extraordinary leadership is the result of having fierce conversations with ourselves first and then with others. Only then can any of us hope to provide the caliber of leadership that our organizations need and desire.
Using a structure to facilitate the conversation1. Be clear about what you want from the
conversation and what you do NOT want from the conversation:
What do I want for myself?What do I want for others?What do I want from the relationship?How would I behave if I really wanted
those results?
Using a structure to facilitate the conversation2. Establish a mutual purpose and find
common ground:
Find a shared goal—it reduces stressClarify the common outcome
Using a structure to facilitate the conversation3. STATE your course:
Share your facts (start with least controversial and most persuasive)
Tell your story (explain what you are beginning to conclude)
Ask for other’s facts and stories Talk about what is fact and what is
assumption Encourage differing views
Using a structure to facilitate the conversation4. Actively listen to understand
Express interest Respectfully acknowledge emotions Restate what you have heard to reflect
understanding State your agreement, where fitting When there are significant differences,
compare the two views as opposed to pointing out right and wrong
Using a structure to facilitate the conversation5. Finish clearly
Determine any action to be taken and by whom
Establish any timelines for completion of actions
Schedule a follow-up time
Experience the conversation Choose a scenario that reflects an area
where you would like practice Take a few minutes to think about what
you want from the conversation Role play or process the conversation
you might have Process the role play
Windshield work Role play/process the other scenarios
Break! Grow your professional network--choose a new
table!
Leadership-life FitDana Schon, SAI
By the end of this segment, participants will have… Revisited the concept of balance as
compared to fit Identified strategies for reducing stress
and creating an ebb and flow that works for you
Challenging the Notion of Work-life Balance
http://www.youtube.com/watch?v=f3mohM05yxs
The Notion of Balance… Is discussed most frequently discussed in the negative Keeps us focused on the problem rather than the
solution Assumes we are all the same Infers there is a “right” answer Leads us to judge Results in unproductive guilt Suggests the goal is a 50-50 split between work and
life Leaves no room for periods where there is more work
and less life and vice versa; and Ignores the constantly changing reality of work and life
You are one person, so there is no need to try to separate your personal life from your work life.
Why a work-life fit? Honors our unique situations throughout
various points in our lives Leads us to inspire Recognizes multiple options based upon
each person’s current circumstance Acknowledges the ebb and flow of life’s
events Values flexibility
Strategies for a Better Fit Schedule Your Life – both work and free time Create Lists – Know what needs to be done
and put it on your schedule Set priorities – Complete the most important
things first Create Systems for anything you do more
than twice Know when to say No – Delegate and stop
trying to do it all.
Keep working to find your leadership-life fit!!