Leadership: Session #1
When we move on, people do not remember
us for what we do for ourselves. They
remember us for what we do for them. They
are the inheritors of our work.
One of the great joys and grave
responsibilities of leaders is making sure that
those in their care live lives not only of
success, but also of significance.
Kouzes and Posner, A Leader's Legacy, 2006
Welcome Leaders!
Appointment Cards
Like role
Different
roles
Unlike
role
Your
choice
Four Corners
• Board/School Improvement Planning is like….
• Introduce yourself to someone new and share
your thinking with him / her
• Whole Group Share
Group Norms
• Everyone will engage fully in the moment
• All ideas will be listened to carefully and
responded to respectfully
• Everyone will have a voice
• All questions and comments will be presented
with the intent to move the collective forward
• Clarifying questions are welcome
Goals for Session
• build awareness of various leadership
frameworks and explore the interconnections
between them
• further develop facilitation skills using coaching
moves question stems
7 Principles of Fierce Conversations
• Master the courage to interrogate reality.
– What has changed
– Does the plan still make sense?
– If not, what is required of you? Of others?
Conversation Starters, page 22
7 Principles of Fierce Conversations
• Come out from behind yourself into the
conversation and make it real.
– No one has to change, but everyone has to have the
conversation.
– When the conversation is real, the change occurs
before the conversation is over.
Conversation Starters, page 22
7 Principles of Fierce Conversations
• Be here, prepared to be nowhere else.
– Speak and listen as if this is the most important
conversation you will ever have with this person.
Conversation Starters, page 22
7 Principles of Fierce Conversations
• Tackle your toughest challenge today.
– The problem named is the problem solved.
– All confrontation is a search for the truth.
– Healthy relationships include both confrontation and
appreciation.
Conversation Starters, page 22
7 Principles of Fierce Conversations
• Obey your instincts.
– During each conversation, listen for more than
content.
– Listen for emotion and intent as well.
– Act on your instincts rather than passing them over
for fear that you could be wrong or that you might
offend.
Conversation Starters, page 22
7 Principles of Fierce Conversations
• Take responsibility for your emotional wake.
– For a leader there is no trivial comment.
– The conversation is not about the relationship; the
conversation is the relationship.
– Learning to deliver the message without the load
allows you to speak with clarity, conviction and
compassion.
Conversation Starters, page 22
7 Principles of Fierce Conversations
• Let silence do the heavy lifting.
– Talk with people not at them.
– Memorable conversations include breathing space.
– Slow down the conversation so that insight can
occur in the space between words.
Conversation Starters, page 22
Leadership
Frameworks
5 Core Capacities of Effective
Leadership
• Setting goals
• Aligning resources with priorities
• Promoting collaborative learning cultures
• Using data
• Engaging in courageous conversations.
Board / School Improvement
Planning
• Current Status & Context [Needs Assessment]
• S.M.A.R.T. GOAL
• Targeted, Evidence-Based Strategies & Actions
• Resources
• Professional Learning
• Monitoring / Timelines
• Responsibility
NCSM’S PRIME Leadership
Framework
• Equity Leadership
• Teaching and Learning Leadership
• Curriculum Leadership
• Assessment Leadership
Exploring Leadership Frameworks
Creating a Map for Mathematics Leadership:
• Exploring the Leadership Frameworks and
Making Connections
– 5 Core Capacities of Effective Leadership
– School Improvement Planning
– NCSM’s PRIME Leadership
Exploring Leadership Frameworks
Creating a Map for Mathematics Leadership
• With your Cabin Buddies…
– Use the pieces to create a map* of the
interconnections between the three Leadership
Frameworks provided
– Annotate connections, think alouds, etc.
– Use post-it notes to record any reflective questions that
arise during this activity
*will be revisited numerous times over the course of the week.
Exploring Leadership Frameworks
• Where did your group start?
• Which part(s) of your map supported you in…
– making connections to the work you are currently involved
in?
– reflecting on new areas of math leadership to explore?
Coaching Moves Question Stems
• Paraphrasing
• Clarifying
• Interpreting
• [Instructing]
• Probing
Discussion & Observation
• Triad 1 join Triad 2
• Triad 1 presents their concept map.
• Pairs from Triad 2 use coaching moves question
stems to elicit reflection of current thinking of
concept map.
• Observer from Triad 2 listens to dialogue and
records evidence of use of question stems.
• Triads switch roles and repeat.
Home Group Share & Concept Map
Refinement
• Observers share evidence of question stems
used and how they inspired further reflection on
the part of Triad presenters.
• Refine concept map and/or record additional
annotations based on dialogue.
Whole Group Share
• Which question stems did you use? Why?
• As the facilitator / presenters, what did you find
valuable / challenging about the question
stems?
• As the observer, what insights did you gain from
the observation of the discussion?
Exit Card
• 3 things I’ve learned during today’s session…
• 2 questions I still have about today’s session…
• 1 way I see today’s session impacting my
work…