School Transformation:
Reorientation Through Leadership
No Cookie Cutter Approach…
“Don’t be buffaloed by experts and elites. Experts
often possess more data than judgment.” author?
Introductions
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Terry Burks
Melody Chalmers
Todd Finn
Candis Jones
John McMillan
Clinton Robinson
E. E. Smith High School, Assistant Principal
E. E. Smith High School, Principal
New Havover High School, Principal
Wake Forest-Rolesville High School, Assistant Principal
East Bladen High School, Principal
Wake County Area Superintendent
Norms & Expectations…
Participants will:
• Keep cell phones on vibrate
• Keep sidebar conversations from distracting others
• Actively participate in meaningful activities
• Engage in and respect dialogue and discourse
Essential Questions
1. What does research suggest about cultural transformation in
schools?
2. How does leadership impact school culture?
3. What are the guiding philosophies for school transformation?
4. What has to occur for true transformation to take place and
remain sustainable once the leader leaves?
A Tale of Two Cities
SCHOOL A
Student Expectations
Teacher Expectations
Consistency
Discipline
Gangs
Transition
Teaching Practices
Community Involvement
Community Perception
Special Programs
At Risk Population
Attitudes and Beliefs
Structure
SCHOOL B
A Tale of Two Cities: School “A”
A Tale of Two Cities: School “B”
Activity (5 min): Common Ground
What were the commonalities from both schools?
What changed?
How did it change?
What had to be in place or what drove the change?
Activity (15 min): School Vignettes
Identify factors which impede the school’s progress in
the vignette.
Complete organizational chart provided to identify other
requested information.
Principles of Transformational
Leaders
There are 4 components to transformational leadership, sometimes referred
to as the 4 I's (Bass, 1985, 1988):
Idealized Influence (II) the leader serves as an
ideal role model for
followers; the leader
"walks the talk," and is
admired for this
Inspirational Motivation
(IM) - Transformational
leaders have the ability
to inspire and motivate
followers. Combined
these first two I's are
what constitute the
transformational leader's
charisma.
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Individualized
Consideration (IC) Transformational
leaders
demonstrate
genuine concern for
the needs and
feelings of followers.
This personal
attention to each
follower is a key
element in bringing
out their very best
efforts.
Intellectual Stimulation
(IS) - the leader
challenges followers to
be innovative and
creative. A common
misunderstanding is that
transformational leaders
are "soft," but the truth is
that they constantly
challenge followers to
higher levels of
performance.
Kouzes and Posner’s model of
Transformational
Leadership
How does this
picture exhibit
school
culture?
Culture Defined
norms, values, beliefs, ceremonies, rituals, traditions, and myths understood, maybe in
varying which drive the thinking and actions of people within a school community.
VALUES
ATITTUDES
BELIEFS
TRADITIONS
CEREMONIES
AND RITUALS
Changing Culture Through
Changing the Mindset
• A different way of thinking, a different way of
attacking the issues….. changing mindsets will help
change the culture of the building.
• You can not be afraid to be get fired! You are one
decision away from loosing your job.
• Sometimes you have to “shake it up” a little bit.
Models of Cultural Change
Whole School Change, Jay
McTighe, 2011
The Fourth Way of Change,
Hargraves & Shirley
The Process of Change
Authentic Experiences
Impeding
YR 1
Progress/Concern
Discipline
Lack of high
expectations and
consistency
Community
Negative perception of
school due to …
Attitudes/Bel
ief of
Teachers
Students couldn’t
achieve because…
YR 2
Fort Bragg
Partnership
FSU
Memorandum of
Agreement
Academic
Achievement
& Growth
America’s
Choice
Our Students
Our Content
Our Choice
Athletics
D/F List
Recruitment
of personnel
YR 3
YR 4
YR 5
Seminar
Evolution
Flipping the
schedule
Academic
Contracts
Authentic Experiences
Impeding
YR 1
Progress/Concern
YR 2
YR 3
YR 4
YR 5
WHEN TO DECIDE THERE NEEDS
TO BE A SHIFT
Educational Philosophies of
Transformation as a Process
o Listen to Whispers before they become Screams
o … One Bite at a Time
o Care Enough to Confront
o Excellence Will be Standard… Not in Some Things,
but in All Things
• Trust but Verify
Listen to Whispers Before They
Become Screams- Step 1
o Observe, Listen, and Identify
o By listening to stakeholders, and
then addressing concerns, a consensus
is developed to move forward which creates
buy-in
… One Bite at a Time - STEP 2
o Prioritize and Narrow
Focus
Care Enough to Confront – STEP 3
o Having the courage to confront issues
despite unpopularity and a lack of support
and or consensus
Excellence will be Standard…not in some
things but in all things… - STEP 4
o High Expectations and High Standards……
NO EXCUSES!
o Policies and Procedures
Excellence will be Standard…not in some
things but in all things… - STEP 4
Trust but Verify
– Step 5
o Empower but monitor,
evaluate, reflect, and
readjust.
Example from School A
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Step 1
Step 2
Step 3
Step 4
Step 5
Example from School B
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Step 1
Step 2
Step 3
Step 4
Step 5
ACTIVITY (15 min): Process
Application
• List reasons why your school is not achieving
to your level of expectations
• Compile a list as a table group
• Choose one
• Troubleshoot the concern by completing the
process modeled for you and brainstorm how
to address the issue
Panel Discussion Q & A (20 min)
Closure…
As a leader what should you be doing in your building in order to move it forward.
• Listen to whispers before they becomes screams…
• Care enough to confront issues…..
• Create your own Reform Model with a strategic 3 year plan.
• Create a 60-Day Plan with benchmark dates
• Create a 90-Day Plan with benchmark dates
• Hire good people and help negative ones transition
PARKING LOT
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What is clearer to you now?