Implications of
Increased Efficacy
(Jessica’s Daily Affirmation, 7mb)
Copyright ©
Chatfield, David M. (2009). Jessica's daily affirmation [Video]. Los Angeles, CA, United States: YouTube.com/dmchatster
Empower Change
Focused Acts of Improvement Through
Meaningful Conversations
Objectives
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Utilize effective communication skills.
Reaffirm a culture of trust.
Improve listening skills.
Apply strategies to lead change.
Leaders should inspire group purpose
and contribute to the development of
shared vision.
What’s you leadership style?
The relationship among the adults in the
schoolhouse has more impact on the
quality and character of the school and
most importantly the accomplishments of
the youngsters.
Roland Barth, 2001
School Culture
School culture is the set of norms,
values, and beliefs, rituals, and
ceremonies, symbols, and stories that
make up the ‘persona’ of the school.
Peterson, 2002
Culture of Trust
Description of culture
(beliefs, actions, practices, norms)
Evidence of culture
Toxic School Culture
Educators believe that student success is
based upon students’ level of concern,
attentiveness, prior knowledge, and
willingness to comply with the demands of
the school, and they articulate that belief in
overt and covert ways. Educators create
policies and procedures and adopt
practices that support their belief in the
impossibility of universal achievement.
Peterson, 2002
Trust is…
… a willingness to be vulnerable based on
the confidence that the other person is
• Benevolent
• Honest
• Open
• Reliable
• Competent
Tschannen-Moran, 2004
Benevolence
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Caring
Good will
Supporting teachers
Expressing appreciation
Being fair
Unconditional positive regard
Tschannen-Moran, 2004
Honesty
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Integrity
Telling the truth
Keeping promises
Honoring agreements
Authenticity
Accepting responsibility
Tschannen-Moran, 2004
Openness
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Open communication
Sharing important information
Delegation
Shared decision making
Sharing power
Tschannen-Moran, 2004
Reliability
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Consistency
Dependability
Commitment
Dedication
Diligence
Tschannen-Moran, 2004
Competence
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Handling difficult situations
Pressing for results
Problem solving
Conflict resolution
Being flexible
Modeling hard work
Tschannen-Moran, 2004
How to Build Trust…
Character
A person with high
character exhibits integrity,
maturity, and an
“Abundance Mentality.”
Covey, 1996
Competence
A person with high
competence has
knowledge and ability
in a given area.
School Culture:
Read, Think, Fist to Five
Communication
Sender
Receiver
Message
Feedback
Verbal, Vocal, and Visual
7%
Verbal
The message
that we deliver
35%
Vocal
The voice that
we convey
Communication
Crane, 2007
58%
Visual
Our body
language
Causes of Communication Difficulties
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Lack of information and knowledge
Not explaining priorities or goals properly
Not listening
Not understanding fully and failing to ask
questions
Mind made up, preconceived ideas
Not understanding others’ needs
Not thinking clearly, jumping to conclusions
Bad mood
Failure to explore alternatives
Tschannen-Moran, 2004
Active Listening
Ears
Eyes
Heart
Bad Habits of Poor Listeners
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Interrupting
Jumping to conclusions
Finishing others’ sentences for them
Frequently (and often abruptly) changing
the subject
Inattentive body language
Not responding to what others have said
Failing to ask questions and give feedback
Tschannen-Moran, 2004
Barriers to Communication: The Dirty Dozen
Ginger Tucker, First Year Teacher Notebook, 2009
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Disagreeing
Criticizing or blaming
Global praising
Advising
Diagnosing
Excessive Questioning
Moralizing
Logical Arguing
Ordering/Threatening
Reassuring
Diverting
Monologuing
Body Language of Listening
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Open Position
Incline body forward
Responsive gestures
Appropriate eye contact
Head nods
Facial reactions
G. Tucker, 2009
Environment of Listening
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Privacy
Few competing sights/sounds
Avoid furniture barriers
Keep appropriate distance
G. Tucker FYTA
Verbal Skills: Invitations
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Encourage the speaker to continue
Such as:
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Tell me more
Fill me in
Uh huh,
Help me understand
G. Tucker, 2009
Instructional Coaching Conversations
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What is one
instructional goal
you’ve set?
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What could you have
done to make it more
successful?
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I can’t wait to hear
about the positive
goals you’ve come
up with.
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As you reflect on your
lesson, is there
anything you would
have done differently?
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Is there anything I can
do to support you?
How can I help you
improve?
A-B Partner Practice
Verbal Skills: Restating
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G. Tucker, 2009
The listener briefly states in his own words the core of
what the speaker has communicated.
Restating Stems
G. Tucker, 2009
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You’re saying (feeling…thinking…)
To you it seems…
You need to know…
You’re wondering…
So, John, your concern is…
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Let’s Practice!
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Problem Solving Method
G. Tucker FYTA
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Listen using effective skills
Restate until the problem is correctly identified
Ask what has been tried
Invite yourself in to give advice
Give workable solution
Check for reaction (Will that work?)
Schedule follow up
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Avoid barriers of defensiveness!
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Assertion Method
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G. Tucker, 2009
Explain your need or request
Listen using good skills
Restate until the other opinion is identified
Restate your need and listen
Restate the conflicting needs
Invite to problem solve
Brainstorm workable suggestions
Check for reaction
Schedule follow up
Change is inevitable;
growth is optional.
Change you
have made
Change you
are making
Change you
would like to make
Technical vs. Adaptive Changes
Technical vs. Adaptive Changes
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What makes a problem technical is not that it is trivial;
but simply that its solution already lies within the
organization’s repertoire.
In contrast, adaptive pressures force the organization to
change, lest it decline.
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Heifetz & Linsky, Leadership on the Line, 2002
Strategy One: Identify the Change
Procedural
Structural
Cultural
Read pgs. 9-13
Whitaker, 2010
Strategy 2: Make Sure the First
Exposure is Great!
In my experience, one consistent
obstacle to effective change is the
failure to ensure a strong start.
Whitaker, 2010
Strategy Three: Determine Who
Matters Most
Three Types of Employees
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Superstars
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Backbones
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Mediocres
Whitaker, 2010
Who matters most?
Why?
Jigsaw Steps
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Jigsaw Steps
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Jigsaw Steps
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Instructional Strategies
Expert Groups
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Strategy 4 Find the Entry Points
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Strategy 5 Reduce the Resistance
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Strategy 6 Harness the Power of Emotion
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Strategy 7 Look Past Buy-In to Action
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Strategy 8 Reinforce Changed Behaviors
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Strategy 9 Fit It All Together
Jigsaw 3-2-1
3 - Things a leader could learn from
the strategy
2 - Ways you could put the strategy
into practice
1 - Predict an obstacle you would
encounter with the strategy and
develop an action to overcome
the obstacle
Strategy Four: Find the Entry
Points
Strategy Five: Reduce the
Resistance
Strategy Six: Harness the Power
of Emotion
Strategy Seven: Look Past
Buy-in To Action
Strategy Eight: Reinforce
Changed Behaviors
Strategy Nine: Fit It All Together
What’s next? Is change necessary?
“Insanity: doing the same thing over and over again
and expecting different results.” Albert Einstein
Because instructional and cultural
change is intensely interpersonal, it is
essential that leaders consistently apply
communication and problem-solving
skills that promote productive
relationships founded on qualities such
as clarity of values and purpose, candor,
trust, and integrity.
Dennis Sparks, Leading for Results
Purposeful Actions
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Leadership team with input from
campus, identifies potential changes
and labels the change as procedural,
structural or cultural.
Identify the change champions
(superstars).
Identify the barriers to change.
Implement a plan to encourage,
support and give feedback during the
change process.
Leadership is about disturbing peopleat a rate they can absorb.
Heifetz & Linsky Leadership on the Line, 2002
References
Collins, J. (2001a). Good to great. New York:
Harper Business.
Crain, T. (2007). The heart of coaching. San Diego, CA: FTA
Press.
Fullan, M. (2004). Leading in a culture of change.
San Francisco, CA: Jossey-Bass.
Heifetz, R. & Linsky, M. (2002). Leadership on the line: Staying
alive through the dangers of leading. Boston, MA: Harvard
Business School.
Tschannen-Moran, M. (2004). Trust matters: Leadership for
successful schools. San Francisco, CA: Jossey Bass.
Tucker, G. (2009). First year teacher notebook. Gkt Publishing.
Whittaker, T. (2010). Leading school change:
Nine strategies to bring everybody on board. Larchmont, NY:
Eye on Education.
Thank you for your participation today!
Stay warm out there!
Macy Satterwhite
Lubbock-Cooper ISD