time management and crucial conversations for principals
DESCRIPTION
Time Management and Crucial Conversations for Principals. Hopes for today. With a partner: What are you hoping to learn today? What pressing questions would you like answered? Prepare to share!. Gathering hopes and questions. Good systems to get into classrooms consistently - PowerPoint PPT PresentationTRANSCRIPT
![Page 1: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/1.jpg)
Time Management and Crucial Conversations for Principals
![Page 2: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/2.jpg)
Hopes for today
• With a partner:
– What are you hoping to learn today?
– What pressing questions would you like
answered?
– Prepare to share!
![Page 3: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/3.jpg)
Gathering hopes and questions
• Good systems to get into classrooms consistently
• Getting staff to respond to appointment requests
• Post conferences – how to make them more meaningful
• More ideas on managing observation cycle, calendar
• eVal/Pivot (online tools) [we didn’t get to this]
![Page 4: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/4.jpg)
Hopes and questions (cont)
• Calibration – bringing new staff on board, having consistency with principals/assistant principals
• How to keep the momentum going/not fall back into old habits, keep growing
• Critical conversations with staff members who don’t recognize the need to change
• Conversation focused on language of rubric – fine line between teacher led and principal led
![Page 5: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/5.jpg)
Agenda
• Scheduling the Inquiry Cycle
• Feedback Structure & Research
• Formative & Targeted Feedback
• Conversation Architectures
• Interventions and Supports
![Page 6: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/6.jpg)
![Page 7: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/7.jpg)
Interventions and Supports
• Learning Walks
• Development of Notice/Wonder
• Feedback to Teachers
![Page 8: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/8.jpg)
In groups
• How do you use formal and informal learning walks to strengthen administrator skill and practice?
• How do you provide feedback and/or engage others in conversation following learning walks?
• What do you find limiting or challenging in implementing learning walks?
![Page 9: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/9.jpg)
Learning Together
• Groups share favorite ideas
![Page 10: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/10.jpg)
Scheduling the Inquiry Cycle
• With partner/group:– How do you schedule your conversations and
observations?– What (if anything) got in the way of scheduling
observations/conversations?
![Page 11: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/11.jpg)
Ideas
• Share handout
• Collaborative pre-conference
• 5 hours per week minimum
• This is our core work: teaching and learning. We must prioritize time to support this work.
![Page 12: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/12.jpg)
Feedback Structures
• Strengths
• Short Term Feedback
• Long Term Feedback/Professional Development & Goals
![Page 13: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/13.jpg)
Formative Feedback
• Connected to teacher’s area of focus or other observed practice
• Strength’s based• Timely• Positive• Supportive
![Page 14: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/14.jpg)
Targeted Feedback
• Always connected to teacher’s area of focus• Specific• Narrow focus (“target”)• Teacher directed• Immediate feedback – quick snapshot
![Page 15: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/15.jpg)
![Page 16: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/16.jpg)
Conversation Architectures
• See handout
• Let’s practice
![Page 17: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/17.jpg)
Think of a teacher
• I like to start with teachers who are open to feedback– Describe the characteristics of this teacher
• Strengths• Short/long term growth areas
• Imagine you just completed an observation– How would you plan the feedback conversation?– What would be different if it was a teacher who
struggled to hear feedback?
![Page 18: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/18.jpg)
Trouble Shooting
• I have heard:– “I’m a specialist. How does this TPEP process apply
to me?”– “My principal does not know my content area
well. How can she give me quality feedback?”– “You don’t know MY students. We’re doing the
best we can – isn’t that good enough?• Take 5 minutes per question and discuss how
you have/will address that in your practice
![Page 19: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/19.jpg)
Sharing
![Page 20: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/20.jpg)
Trust
• Competence• Benevolence/Caring• Openness/Respect• Reliability• Honesty/Integrity
![Page 21: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/21.jpg)
Competence
• Dr. Mester’s Advice
• Stage I & Stage II training
• UW CEL Feedback Institute
• UW CEL Rater Reliability Training
• Practice!
• Just keep learning
![Page 22: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/22.jpg)
Competence
• Criterion/Dimension Review– Works for Instructional and Leadership
Frameworks– Connect to current practice– “What does it look like and sound like when it’s
working?”– “What does this look like and sound like when it’s
not working/in progress?”
![Page 23: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/23.jpg)
Competence
• Resources:
– AWSP Leadership Framework User’s Guide
– CEL 5D Teacher Evaluation Guide
![Page 24: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/24.jpg)
Benevolence & Caring
• All about bedside manner and relationships
• If something isn’t working, be very curious as to why– Personal life?– Health issues?– Parents or Children?– Skills, knowledge?
![Page 25: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/25.jpg)
Reliability
• Is your feedback connected to the rubrics?
• Is your scoring accurate?
• What bias do you bring to observation and
evaluation?
• How do you open your practice to scrutiny?
![Page 26: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/26.jpg)
Openness and Respect
• How do you ask for feedback?
• How do you share your strength and growth
areas with others?
• How do you ensure preservation of dignity
AND confront problems?
![Page 27: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/27.jpg)
Honest & Integrity
• Model Risk-Taking
• Model Mistakes
• Model Correcting your Mistakes
• Be able to look yourself in the mirror every
day
![Page 28: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/28.jpg)
How do you know what to do?
• Determine:– Does the question have to do with skills,
knowledge, and understanding?– Does the question have to do with beliefs?
• Be sure you know what type of question is being asked at the root so you know how to answer.
![Page 29: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/29.jpg)
How do you know what to do?
• Determine:– Is this something the teacher knows how to do
and just needs processing time?– Is this something the teacher does not know how
to do and needs additional support, training, or intervention
![Page 30: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/30.jpg)
How do you know what to do?
• What would happen if you did/said nothing?
• How would you want the feedback?
• What about the 80/20 rule? (Or the 90/10
rule?)
• What time of day is it? Would it be best to wait
until tomororw?
![Page 31: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/31.jpg)
Scenarios
• Think of a difficult conversation you need to have (or have had in the past)– How do you plan for this?– How do you maintain your focus?– How do you ensure the relationship is preserved?– How do you follow up?
• Discuss at your tables
![Page 32: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/32.jpg)
What would you do?
• It’s one thing to plan for difficult conversations. It’s another thing entirely to find yourself in the middle of a conversation that turns “crucial” or “difficult” unexpectedly.– What do you do when this happens?– How do you remember to stay calm, logical, and
not overly emotional?
![Page 33: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/33.jpg)
Q&A
• Share:– How do you approach difficult conversations?
– What questions about difficult conversations can we help answer?
![Page 34: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/34.jpg)
Q&A
• Review the “Hopes and Questions” from the beginning of the session
• What other pressing questions do you have?
• “What if…..?”
![Page 35: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/35.jpg)
Interest Based Decisions to Form a Support Plan
• Issue/Purpose
• Interests/Beliefs
• Options
• Evaluate Options
• Develop Plans
![Page 36: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/36.jpg)
Developing the Plan
• How would you determine priorities when a teacher or principal has multiple growth areas?
![Page 37: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/37.jpg)
Implementing the Plan
• Think in terms of roles:– Teacher– Principal– Coach– Education Association– District Office
• Think in terms of support:– Professional Development– Observation/Conversation– Collaboration
![Page 38: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/38.jpg)
Evaluating the Plan
• Timelines/Checkpoints• Reciprocal Accountability– Setting each other up for success
• Defined Success– Link to rubrics– Link to best practices– Teacher-led whenever possible
![Page 39: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/39.jpg)
Q&A
• The purpose of today’s discussion
– How to manage time to do this work well
– How to plan for crucial conversations
• Did we answer these questions?
– Do you have tools, skills, knowledge, and
strategies to support this work?
![Page 40: Time Management and Crucial Conversations for Principals](https://reader036.vdocument.in/reader036/viewer/2022070405/56813ca4550346895da6527b/html5/thumbnails/40.jpg)
Reflection
• Talk at your tables
– What are your takeaways?
– What questions do you still have?
• Prepare to share