school change, gently rey-pg

MAKING CHANGE—GENTLY(But for real!)

Rebecca YaconoSt. Andrew’s Episcopal School, Austin

Peter GowBeaver Country Day School

NAIS Annual Conference 2011

OUR PREMISES

Change is the new narrative in schools

Slide 2 NAISAC 2011 Yacono & Gow: Making Change--Gently!

Change needs to be managed and led

The manner and style of that leadership is the make-or-break of successful change

School is for kids. We must serve their needs before ours.

WHY ALL THIS TALK OF CHANGE?

• New understandings in neuroscience and cognition


• New models in curriculum and assessment

• Technology-inspired changes in information and communication

• Schools must be diverse and inclusive communities

• Schools must be responsible, active citizens

SOME CHALLENGES TO CHANGE

Complexity breeds stability


Sudden prosperity was a disruptive change; so is The Recession

Tradition may be part of your brand; don’t let it equal “stasis”

Long-term boards and chairs may breed an unintentional aversion to change

BENEVOLENT MODELS THAT DON’T ALWAYS WORK

Off-mission grassroots movements


“Pied Pipers” without significant structural support

Administrative enthusiasms without strategic or mission connections

The all-volunteer army—guilt and good intentions don’t guarantee compliance and accountability

WHAT YOU NEED TO MAKE CHANGE

1. A clear case for the initiative


3. A clear message about the plan and its purpose—a mantra

2. Political capital, in all directions

4. Resources, or a plan to acquire them

6. Patience, and knowledge of your limits

5. Ideas for measuring progress

A CLEAR CASE FOR CHANGE

Compelling from an educational and developmental perspective


Great, obvious mission and values fit

Clear and finite in parts and parameters

Achievable with current or attainable resources

Consistent with advancement needs

BUILDING POLITICAL CAPITAL UPWARD

Know your senior administration and board


Understand your school’s strategic directions and needs

Synchronize the mantra to these

Understand the school’s needs and challenges in advancement areas

Build solutions into your case and mantra

BUILDING POLITICAL CAPITAL DOWNWARD

Be a listener, and appreciate everyone


Cultivate unexpected champions, but don’t play favorites

Meet people where they are; understand their anxieties

Provide concrete tools to do the work

Avoid implying that things are broken

Be clear about process and authority; don’t fake inclusivity

“THE CHAIN OF COMMAND” If your school has the appearance of one:

Slide 10 NAISAC 2011

Yacono & Gow: Making Change--Gently!

o Understand the official one

If your school doesn’t have one, see above

If you’re a head of school, know what the de facto one is and try to be consistent when you can

o Understand the de facto one

CONSERVING POLITICAL CAPITAL

Regular, frequent strategic thinking exercises generate BIG goals; keep them visible



Smart market research can identify vital needs for innovation as tied to advancement challenges Use accreditation to ask for what you want

Goal-setting and accountability around new strategically required skills and behaviors can be baked into job standards and evaluation systems Define some markers for success, and celebrate them

THINGS THAT TEND TO HAVE POSITIVE RESULTS

Target professional development to goals


Invest department and divisional leadership: ask, listen, give feedback, support

Keep boards informed—connect!

Hire for the future, not just the present

Build a positive culture around the change

SOME BIG “DON’T’S” Don’t underestimate other people’s love for

your school


Don’t punish failure for a worthy attempt (“Make excellent mistakes”)

Don’t pretend to be inclusive

Don’t expect people to do things they don’t know how to do

Don’t offer an escape clause

DEAL BREAKERS Fear of losing families or faculty; know and

be frank about your limits



Inflexibility; circumstances change, and sometimes your plan must, too

Scarcity of resources; but consider putting on hold or mothballing before you scrap

The “tyranny of good ideas”—new plans that distract

When advancement offices don’t buy in

A FEW MORE THOUGHTS Find no-stakes situations to listen and make

friends and allies



Know and understand the motivations of the detractors

Know who has whose ear (especially at the top)

Don’t be the only one collaborating

Support your change agents but don’t celebrate them ‘til it’s over

Your thoughts?

Rebecca Yacono [email protected]

Peter Gow [email protected]


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