MAIS May 6, 2017

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Developing Teams: Critical to Reaching the Vision

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Developing Teams: Critical to Reaching the Vision:

Developing Teams: Critical to Reaching the Vision Steve Barkley May 2017

Developing Teams: Critical to Reaching the Vision:

Developing Teams: Critical to Reaching the Vision Today, school leaders need to bring an ever increasingly diverse group of people together to function as a team to reach increasingly deeper and broader student learning outcomes . “ A team is a group of people coming together to collaborate. The purpose of collaboration is to reach a shared goal or task for which they hold themselves mutually accountable .” This workshop will provide an opportunity to examine : the role of teams in your leadership structure and the culture of your school the degree that your leadership team is a TEAM what leadership behaviors on your part support teams’ effectiveness using teams to drive innovation Leave this workshop with some specific steps you wish to take.

Why focus on TEAM?:

Why focus on TEAM?

Current Teams:

Current Teams What role do teams play in the successful achievement of your school’s vision? A team is a group of people coming together to collaborate. The purpose of collaboration is to reach a shared goal or task for which they hold themselves mutually accountable .

Current Teams:

Current Teams What role do teams play in the successful achievement of your school’s vision? Describe the various teams that are formally defined in your school. What teams form informally? A team is a group of people coming together to collaborate. The purpose of collaboration is to reach a shared goal or task for which they hold themselves mutually accountable .

Current Teams:

Current Teams What role do teams play in the successful achievement of your school’s vision? Describe the various teams that are formally defined in your school. What teams form informally ? What is one of the more successful teams at your school? What do you believe are some key reasons for that team’s success?

Current Teams:

Current Teams What role do teams play in the successful achievement of your school’s vision? Describe the various teams that are formally defined in your school. What teams form informally? What is one of the more successful teams at your school? What do you believe are some key reasons for that team’s success? What is one of the less successful teams at your school? What do you believe is preventing its success?

How do these thoughts on team apply to your school? (Maxwell: Laws of Teamwork pg 5):

How do these thoughts on team apply to your school? (Maxwell: Laws of Teamwork pg 5) Teams involve more people, more resources, ideas, and energy than an individual would. Teams maximize a leader’s potential and minimize her weaknesses. Leaders are more exposed as individuals. Teams provide multiple perspectives on how to meet a goal and thus several alternatives.

How do these thoughts on team apply to your school? (Maxwell: Laws of Teamwork pg 5):

How do these thoughts on team apply to your school? (Maxwell: Laws of Teamwork pg 5) Teams share credit for victories and the blame for losses, creating humility and authentic community. Teams keep leaders accountable for the goal. Individuals can change goals without accountability. Teams can simply do more than an individual.

School Change:

School Change Source: Model developed by Stephen Barkley Change in Leadership Behavior Change in PLC and Peer Coaching Change in Teaching Behavior Change in Student Behavior Student Achievement

Leadership to Build Effective Teams:

Leadership to Build Effective Teams What are the leadership behaviors that you purposefully implement to increase the positive impact on teams to create your school vision?

Slide13:

Inattention to RESULTS Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST Patrick Lencioni , The Five Dysfunctions of a Team ( Jossey -Bass), pg.97.

Slide15:

Staying Focused on Results Building in Accountability Establishing the Willingness to Make Commitments Learning to Work Through Conflicts Building Trust Among Members Patrick Lencioni , The Five Dysfunctions of a Team ( Jossey -Bass), pg. 97

Sounds of Trust:

Sounds of Trust What phrases would you hear at meetings if a high level of trust existed among the members? What phrases would you hear if that trust were missing?

Members of trusting teams…:

Members of trusting teams… Ask for help Accept questions Take risks in offering feedback and assistance Tap into each other’s skills and experiences Admit weaknesses and mistakes Lencioni …pg. 197

Team Leaders Build Trust With and Among Members:

Team Leaders Build Trust With and Among Members What are strategies you use to increase trust?

Teams that fear conflict…:

Teams that fear conflict… Ignore controversial topics that are critical to team success Fail to tap into opinions and perspectives of all team members. Waste time and have boring meetings. Lencioni …pg. 204

How are we doing on commitment?:

How are we doing on commitment? What does commitment sound like and look like on the teams that you are supporting? What does the lack of commitment sound like and look like on the teams that you are supporting?

Members of great teams…:

Members of great teams… …improve their relationships by holding one another accountable, thus demonstrating that they respect each other and have high expectations for one another’s performance. Lencioni …pg. 213

Slide22:

Staying Focused on Results Building in Accountability Establishing the Willingness to Make Commitments Learning to Work Through Conflicts Building Trust Among Members Patrick Lencioni , The Five Dysfunctions of a Team ( Jossey -Bass), pg. 97

Slide24:

My Work My Time Design together Implement individually Shared responsibility for student achievement Helping each other Modify Individual Behavior Consensus on implementation Individual Franchise Team Vulnerability Trust Vulnerability ACTION Trust

Organizational Theory Wheatley:

Organizational Theory Wheatley Whole vs. Parts Process vs. Structure It’s all about relationships Goals and Directions over Targets

Building Professional Capital (Fullan):

Building Professional Capital ( Fullan ) Professional capital has three components: human, social, and decisional. Human capital is about the qualities of individuals. Strangely, though, you can't accumulate much human capital by focusing only on the capital of individuals. Human capital must be complemented by social capital—groups working hard in focused and committed ways to bring about substantial improvements. Social capital can raise individual human capital—a good team, school, or system lifts everyone. But, as we often see in sports, higher individual human capital—a few brilliant stars—does not necessarily improve the overall team.

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