Leadership: Academic ExcellenceLeadership: Academic ExcellenceCapre Diem: Seize the DayCapre Diem: Seize the Day

E Pluribus UnumE Pluribus Unum

Sustaining Leadership for Sustaining Leadership for America’s ChildrenAmerica’s Children

Waves of Change

....Continue to change!....Continue to change!

The Skies above change over night!

…As does the Sun!

Some Changes Some Changes Occurring:Occurring:Attitudes, Values and BeliefsAttitudes, Values and Beliefs

ExpectationsExpectationsEconomicsEconomics

Global, National and StateGlobal, National and StateGovernance and PolicyGovernance and Policy

National, State and LocalNational, State and LocalDemographicsDemographics

Increased Diversity in Culture and Language Increased Diversity in Culture and Language

Social and PsychologicalSocial and PsychologicalLearning TheoriesLearning Theories

Curriculum and InstructionCurriculum and InstructionTechnology and Accerlation Rate Technology and Accerlation Rate

As an Academic Leader, You Play As an Academic Leader, You Play an important part for the future of an important part for the future of our country and citizens.our country and citizens.

• What part of the solution do What part of the solution do you possess?you possess?

The DNA of LeadershipThe DNA of Leadership

• ChangeChange• ConflictConflict• Competing/Conflicting PrioritiesCompeting/Conflicting Priorities• PoliticsPolitics• BudgetsBudgets• PeoplePeople• ExpectationsExpectations• AccountabilityAccountability• Helping OthersHelping Others• Max StrategyMax Strategy

OverviewOverview

Part I: Professional Standards for Part I: Professional Standards for Administrative LeadersAdministrative Leaders

• CompetenciesCompetencies

• IndicatorsIndicators

• Case Studies and ScenariosCase Studies and Scenarios

• Self Reflection and InquirySelf Reflection and Inquiry

Part II: Ten Part II: Ten CommandmentsCommandments of of SuccessSuccess

American Association of School American Association of School Administrators (AASA)Administrators (AASA)

General ProfessionalGeneral Professional

Standards for AdministratorsStandards for Administrators

Standard I: Leadership and Standard I: Leadership and District CultureDistrict Culture

Demonstrate Executive Leadership by:Demonstrate Executive Leadership by:• Developing a Collective VisionDeveloping a Collective Vision• Formulate Strategic Plans & change effortsFormulate Strategic Plans & change efforts• Shape School Culture and ClimateShape School Culture and Climate• Provide Purpose and DirectionProvide Purpose and Direction• Understand International IssuesUnderstand International Issues• Set Priorities in the Context of Local NeedsSet Priorities in the Context of Local Needs• Serves as a spokesperson for all StudentsServes as a spokesperson for all Students

Board of Education and Board of Education and District Goals: Measurement District Goals: Measurement MattersMatters• Goal I: Meet High Standards in Academic Goal I: Meet High Standards in Academic

AchievementAchievement• Goal 2: Supportive & innovative learning Goal 2: Supportive & innovative learning

environmentenvironment• Goal 3: Attract and retain quality Goal 3: Attract and retain quality

personnel/positive leadershippersonnel/positive leadership• Goal 4: Efficiently expend and effectively Goal 4: Efficiently expend and effectively

maxmize all resourcesmaxmize all resources• Goal 5: Safe, orderly and clean schools and Goal 5: Safe, orderly and clean schools and

district sitesdistrict sites• Goal 6: Promote excellence and strong Goal 6: Promote excellence and strong

partnerships with parents and communitypartnerships with parents and community

Strategies & Action PlansStrategies & Action Plans

• Student Centered GoalsStudent Centered Goals

• Focused on Results and ResearchFocused on Results and Research

• Linking with People and OperationsLinking with People and Operations

• Who, What, Where, WhenWho, What, Where, When

• Follow ThroughFollow Through

• AccountabilityAccountability

• RewardsRewards

Standard II: Policy and Standard II: Policy and GovernanceGovernance

Demonstrate executive leadership by:Demonstrate executive leadership by:• Describe the system of public school Describe the system of public school

governance in our democracygovernance in our democracy• Establish procedures for building interpersonal Establish procedures for building interpersonal

and working relationshipsand working relationships• Define mutual expectationsDefine mutual expectations• Define strategies for formulating District Define strategies for formulating District

PoliciesPolicies• Align local policy to State & Federal provisionsAlign local policy to State & Federal provisions• Apply standards for civil and criminal liabilitiesApply standards for civil and criminal liabilities

Standard III: Communications Standard III: Communications and Community Relationsand Community Relations

Demonstrate executive leadership by:Demonstrate executive leadership by:

• Articulate district vision, mission and Articulate district vision, mission and priorities to the community and mass priorities to the community and mass mediamedia

• Demonstrate an understanding of Demonstrate an understanding of political theory and skills needed to build political theory and skills needed to build community support for district prioritiescommunity support for district priorities

• Understand and be able to communicate Understand and be able to communicate with all cultural groups in the communitywith all cultural groups in the community

• Demonstrate that good judgment and Demonstrate that good judgment and actions communicate as well as wordsactions communicate as well as words

Standard III: Communications Standard III: Communications and Community Relations (and Community Relations (cont’dcont’d))

• Develop formal and informal techniques to gain Develop formal and informal techniques to gain external perception of a district by means of external perception of a district by means of surveys, advisory groups and personal contactsurveys, advisory groups and personal contact

• Write and speak clearly and forcefullyWrite and speak clearly and forcefully• Demonstrate formal and informal listening skillsDemonstrate formal and informal listening skills• Demonstrate group membership and leadership Demonstrate group membership and leadership

skills skills • Identify the political context of the environmentIdentify the political context of the environment• Formulate strategies for passing referendaFormulate strategies for passing referenda• Demonstrate school/community relations, Demonstrate school/community relations,

school business partnerships and related public school business partnerships and related public serviceservice

Standard III: Communications Standard III: Communications and Community Relations (and Community Relations (cont’dcont’d))

• Identify, track and deal with issuesIdentify, track and deal with issues

• Develop and carry out internal and Develop and carry out internal and external communication plansexternal communication plans

Standard IV: Organizational Standard IV: Organizational ManagementManagement

Standard IV: Organizational Standard IV: Organizational Management Management

Demonstrate executive leadership by:Demonstrate executive leadership by:• Understand the school district is a systemUnderstand the school district is a system• Gather, analyze and use data for informed Gather, analyze and use data for informed

decision makingdecision making• Frame and solve problemsFrame and solve problems• Assist others to form reasoned opinionsAssist others to form reasoned opinions• Execute powerful strategies and action plansExecute powerful strategies and action plans• Focus on meeting customer expectationsFocus on meeting customer expectations

Standard IV: Organizational Standard IV: Organizational ManagementManagement((cont’d)cont’d)DemonstrateDemonstrate executive leadership by: executive leadership by:• Plan and schedule personal and Plan and schedule personal and

organization workorganization work• Delegate and empower at appropriate Delegate and empower at appropriate

organizational levelsorganizational levels• Secure and allocate human and material Secure and allocate human and material

resourcesresources• Develop and manage district budget and Develop and manage district budget and

finances accurately finances accurately

Standard V: Curriculum Planning and Standard V: Curriculum Planning and DevelopmentDevelopmentDemonstrate executive leadership by:Demonstrate executive leadership by:

• Know and understand the Know and understand the research/formulas for successresearch/formulas for success

• Develop core curriculum design and Develop core curriculum design and delivery systemsdelivery systems

• Demonstrate an understanding of pedagogyDemonstrate an understanding of pedagogy• Describe cognitive development and Describe cognitive development and

learning theorieslearning theories• Create developmentally appropriate Create developmentally appropriate

curriculum and instructional practices for curriculum and instructional practices for all children and adolescentsall children and adolescents

Standard V: Curriculum Planning Standard V: Curriculum Planning and Development (and Development (cont’dcont’d))

• Demonstrate the use of technology in Demonstrate the use of technology in instructioninstruction

• Conduct assessments of present and Conduct assessments of present and future learning needsfuture learning needs

• Develop a process for staff input in Develop a process for staff input in systematic renewal of the curriculum for systematic renewal of the curriculum for appropriate scope, sequence and contentappropriate scope, sequence and content

• Demonstrate an understanding of Demonstrate an understanding of curricular alignment pre-K-16curricular alignment pre-K-16

Standard VI: Instructional Standard VI: Instructional ManagementManagement

• Exhibit knowledge of instructional Exhibit knowledge of instructional managementmanagement

• Implement a research based system Implement a research based system on learning, instruction, technologyon learning, instruction, technology

• Address multicultural sensitivityAddress multicultural sensitivity

• Use data to guide changeUse data to guide change

Standard VII: Human Resource Standard VII: Human Resource ManagementManagement

• assess system and staff needs assess system and staff needs • Demonstrate knowledge of adult theory and Demonstrate knowledge of adult theory and

motivationmotivation• Evaluate staff development effectivenessEvaluate staff development effectiveness• Identify alternative employee benefits Identify alternative employee benefits

packagespackages• Apply legal requirements and policy to Apply legal requirements and policy to

selection, development, retention and selection, development, retention and dismissaldismissal

Standard VIII: Values and Standard VIII: Values and Standards of LeadershipStandards of Leadership

• Understand and Model appropriate value Understand and Model appropriate value systemssystems

• Demonstrate Ethics and Moral leadershipDemonstrate Ethics and Moral leadership• Know the Role of Education in DemocracyKnow the Role of Education in Democracy• Exhibit Multicultural and Ethnic understanding Exhibit Multicultural and Ethnic understanding

and related behaviorsand related behaviors• Adapt programs to needs of diverse constituentsAdapt programs to needs of diverse constituents• Balance complex community demandsBalance complex community demands• Scan environment for opportunities for staff and Scan environment for opportunities for staff and

studentsstudents• Respond in ethical and skillful ways to mediaRespond in ethical and skillful ways to media

Standard VIII: Values and Standard VIII: Values and Standards of Leadership (Standards of Leadership (cont’dcont’d))

• Balance complex community demandsBalance complex community demands• Scan environment for opportunities for staff Scan environment for opportunities for staff

and studentsand students• Respond in ethical and skillful ways to Respond in ethical and skillful ways to

mediamedia• Coordinate social service agencies to help Coordinate social service agencies to help

students become successfulstudents become successful• Develop caring students with your characterDevelop caring students with your character

Executing ChangeExecuting ChangeSynchronizing Six core Components:Synchronizing Six core Components:

• PeoplePeople• StrategyStrategy• OperationsOperations• ContentContent• ProcessProcess• RelationshipsRelationships

(P.S.O. /C.P.R.)(P.S.O. /C.P.R.)

Embrace Conflict and Manage it Embrace Conflict and Manage it EffectivelyEffectively

• Understand that Conflict is Part of the DNA of Understand that Conflict is Part of the DNA of LeadershipLeadership

• You don’t get the Problems, You get the DilemmasYou don’t get the Problems, You get the Dilemmas• Be Calm, Be Good, Be CandidBe Calm, Be Good, Be Candid• Get the Facts First and Follow PolicyGet the Facts First and Follow Policy• Understand the Value of Conflict as a Part of Understand the Value of Conflict as a Part of

Organizational Change and ImprovementOrganizational Change and Improvement• Understand Organizations are an Exercise in Human Understand Organizations are an Exercise in Human

Will—People are Your KeyWill—People are Your Key• Harness the Energy and Ideas of Others Around YouHarness the Energy and Ideas of Others Around You• Solve the Problem and Go On to the Next OneSolve the Problem and Go On to the Next One

Balance Personal, Family, Career Balance Personal, Family, Career and Communityand Community

• Take Good Care of Yourself First—Attend To Take Good Care of Yourself First—Attend To Your Physical and Mental Well-BeingYour Physical and Mental Well-Being

• Exercise, Read, Hobbies, Take Time for SelfExercise, Read, Hobbies, Take Time for Self• You Get Many Shots at Your Career, but You Get Many Shots at Your Career, but

Only One at Raising Your FamilyOnly One at Raising Your Family• Make time for relationships with those Make time for relationships with those

close to youclose to you• Grow Professionally and Hold High Grow Professionally and Hold High

Expectations for YourselfExpectations for Yourself• Give Back to Your Community, Help Others Give Back to Your Community, Help Others

and Get Involvedand Get Involved

A Leader Must Have Beliefs and A Leader Must Have Beliefs and VisionVision

• ““I saw an angel inside the stone, so I carved I saw an angel inside the stone, so I carved the stone to set it free”the stone to set it free”

A Leader Must Have Beliefs and A Leader Must Have Beliefs and ExpectationsExpectations

“ “ The danger for most of us in our lives is not The danger for most of us in our lives is not that we set our sights too high and miss that we set our sights too high and miss them, but that we set them too low and meet them, but that we set them too low and meet them”them”

-Michelangelo--Michelangelo-