1. Session 6
1.1. Affinity Diagram
1.1.1. Stormboard
1.1.1.1. Can be used to categorize ideas, as well as for engagement
1.1.1.2. Shared Vision of the Purpose of your School (1.1A,B)
1.1.1.3. Two major categories
1.1.1.3.1. Competence - refers to knowledge and skills
1.1.1.3.2. Character - refers to mindsets, attitudes, and interpersonal skills
1.2. Zhao
1.2.1. Reach for Greatness
1.2.1.1. Create a space for kids to explore their passions and experiment to find what they are good at
1.2.1.1.1. Free of external judgment
1.2.2. Greatness comes from lots of efforts but is built only on passion and strengths.
1.2.3. Handsome Leg/Bad Leg
1.2.3.1. Education pays more attention to the "bad leg"
1.3. Buckingham
1.3.1. 3 Myths
1.3.1.1. 1. As you grow older, your personality changes.
1.3.1.2. 2. If you want to get ahead in life, you can't rely on your strengths. You must focus on your weaknesses rather than building on your strengths.
1.3.1.3. 3. The best teams are well-rounded with people playing every role equally well.
1.3.2. 3 Truths
1.3.2.1. 1. As you grow older, you become more of who you really are.
1.3.2.2. 2. You should work on your strengths because that is when a person grows the most, learns the most, and challenges themselves the most.
1.3.2.3. 3. The best teams are made up of people who have figured out what their strengths are and surrounded themselves with people who are strong where they are weak.
1.3.3. STOP
1.3.3.1. Stop doing the activity and see if anyone notices or cares
1.3.3.2. Team up with someone who is strengthened by the very activities that weaken you.
1.3.3.3. Offer up one of your strengths and gradually steer your job toward this strength
1.3.3.4. Perspective: Look at your weakness from a different angle.
2. Session 7
2.1. Schlechty Chapter 5 - Inventing Better Schools
2.1.1. Values, Beliefs, Vision, Mission (1.1B)
2.1.2. Covey's See-Do-Get Cycle (4.7D)
2.2. Schlechty's Metaphors (1.1A)
2.2.1. Learning Organization
2.2.2. Professional Service Delivery Organization
2.2.3. Factory
2.2.4. Warehouse
2.2.5. Prison
2.3. Defining Student Engagement (2.3A, 3.6A)
2.3.1. 1. Engagement
2.3.2. 2. Strategic Compliance
2.3.3. 3. Ritualistic Compliance
2.3.4. 4. Retreatism
2.3.5. 5. Rebellion
2.4. Vision of the Learner (6.11C)
2.4.1. Communicator
2.4.2. Explorer
2.4.3. Motivated/Motivator
2.4.4. Passionate
3. Session 8
3.1. Schelchty's Design Qualities (2.3A-E, 2.4A-E)
3.1.1. 1. Content and Substance
3.1.2. 2. Organization of Knowledge
3.1.3. 3. Protection from adverse consequences for initial failure
3.1.4. 4. Clear and compelling product standards
3.1.5. 5. Product focus
3.1.6. 6. Affirmation of performance
3.1.7. 7. Novelty and variety
3.1.8. 8. Affiliation
3.1.9. 9. Choice
3.1.10. 10. Authenticity
3.2. Chapter 8 - Changing the System (5.7D, 1.2A)
3.2.1. Different Customers, Different Needs
3.2.1.1. Set 1: Students
3.2.1.2. Set 2: Teachers;Principal
3.2.1.3. Set 3: Parents
3.2.1.4. Set 4: Stakeholders
3.3. Chapter 9 - Working on the Work
3.3.1. Schools must have DESIRED learning
3.4. TEDTalk - ReimaginingClassrooms
3.4.1. 1. Relase the Power
3.4.2. 2. Embrace Purposeful Technology
3.4.3. 3. Reinvent the Skills of Today
4. Session 9
4.1. Core Purpose of School
4.1.1. TASA
4.1.1.1. A visioning document that attempts to articulate a vision for what Texas schools can/should be (1.1B)
4.1.1.2. Accountability that Inspires
4.1.1.2.1. "Excellence can only come from commitment and meaning."
4.1.1.3. A New Learning Standard
4.1.1.4. Accountability for Learning
4.2. Schlechty's List of Measures (4.8C, 5.9A, 5.10H)
4.2.1. 1. Measure of results
4.2.2. 2. Quality-control measures
4.2.3. 3. Process measures
4.2.4. 4. System performance measures
4.2.5. 5. Measures to describe and analyze the properties of the system itself.
4.3. Leadership Matters
4.3.1. Manager vs. Leader
5. Session 10
5.1. XY Management Theory
5.1.1. X Management
5.1.1.1. Leadership is heirarchical and authoritarian
5.1.2. Y Management
5.1.2.1. Leadership sees its people as trustworthy and thrives on its peoples strengths, creativity, passions, and motives.
5.2. Attributes of Great Leaders
5.2.1. Simon Sinek Video
5.2.1.1. Leadership is taking care of the people around you. (1.1A, 1.1I)
5.2.2. TEDTalk : Two Rules for Great Leadership
5.2.2.1. Rule #1: It's NOT about you!
5.2.2.1.1. Great leaders CREATE more leaders! (3.6C)
5.2.2.2. Rule #2: It's ONLY about you!
5.2.2.2.1. Must change yourself first, before you can change others (3.6A)
5.2.2.2.2. The environment you create is simple a reflection of your thinking and your behavior. (3.6A)
5.3. Schlechty's 6 Social Systems
5.3.1. Bureaucracy vs. Learning Organization
5.3.2. True leadership must be earned (5.9A)
5.4. 4 Imperatives (1.1A, 1.1I)
5.4.1. 1. Inspire Trust
5.4.2. 2. Clarify Purpose
5.4.3. 3. Align System
5.4.4. 4. Unleash Talent
5.5. 5 Dysfunctions
5.5.1. 1. Absence of Trust
5.5.2. 2. Fear of Conflict
5.5.3. 3. Lack of Commitment
5.5.4. 4. Avoidance of Accountability
5.5.5. 5. Inattention to Results
6. Session 12
6.1. Collins: Level 5 Leaders (3.5A-F, 3.6C-D, 4.8D)
6.1.1. Level 1: Highly Capable Individual
6.1.2. Level 2: Contributing Team Member
6.1.3. Level 3: Comptent Manager
6.1.4. Level 4: Effective Leader
6.1.5. Level 5: Level 5 Executive
6.1.5.1. Attributes
6.1.5.1.1. Embodies all levels
6.1.5.1.2. passion and drive
6.1.5.1.3. humble and caring
6.2. Ken Blanchard Interview
6.2.1. Servant Leadership (4.8D 3.6A, 5.9A-B.
6.2.1.1. Two concepts
6.2.1.1.1. 1. Vision (Leadership)
6.2.1.1.2. 2. Direction (Servant)
6.2.2. Ego
6.2.2.1. False pride
6.2.2.2. Self-doubt or fear
6.3. Marcus Buckingham
6.3.1. The One Thing You Need to Know Article
6.3.1.1. Checkers and Chess Analogy
6.3.1.2. Great leaders answer four key questions (4.8D, 1.1C)
6.3.1.2.1. 1. Who do we serve?
6.3.1.2.2. 2. What is our core strength?
6.3.1.2.3. 3. What is our core score?
6.3.1.2.4. What actions can we take today?
6.3.1.3. Great leaders develop 3 important disciplines:
6.3.1.3.1. 1. They muse
6.3.1.3.2. 2. They pick their heroes with great care
6.3.1.3.3. 3. They practice their words, phrases, and stories
6.3.2. 3 Gallup Questions 4.8D, 1.1C)
6.3.2.1. 1. At work do I have a chance to do what I do beset everyday?
6.3.2.2. 2. Do I know what is expected of me at work?
6.3.2.3. Are my colleagues committed to quality work?
7. Session 1
7.1. Gallup's Assessment
7.1.1. Personal Strengths (Top 5)
7.1.1.1. 1. Intellection
7.1.1.2. 2. Achiever
7.1.1.3. 3. Adaptability
7.1.1.4. 4. Futuristic
7.1.1.5. 5. Connectedness
7.2. Myers Briggs Personality Assessment
7.2.1. INFJ (The Counselor)
7.3. Vision of a Great School
7.3.1. "I rather be values driven and data informed" - Dr. McHaney
7.3.1.1. "Make it safe for students to fail" - Dr. McHaney
7.3.1.2. "It is impossible to be creative without failing" - Dr. McHaney
7.3.2. Engaged Students and Teachers
7.3.3. Radical Dreaming
7.3.3.1. Innovate Learning Experiences
7.3.4. Leaders MUST believe in what can happen, in order for IT to happen!
8. Session 2
8.1. Personal Mission Statement
8.1.1. Ephesians 2:10
8.1.1.1. Hebrews 12:1
8.1.2. My Burning YES
8.1.2.1. Plant seeds in others
8.1.2.2. Walk with the Lord
8.1.2.3. Faith-Led Leadership
8.1.2.4. Build the Kingdom of God
8.2. Pivot Tables
8.2.1. Excellent Source to analyze and collect data
9. Session 3
9.1. Important of Personal Purpose
9.1.1. Discover my "why" (1.1.B)
9.1.1.1. Influencers
9.1.1.1.1. Jim Collins
9.1.1.1.2. Stephen Covey
9.1.1.1.3. Simon Sinek
9.1.1.1.4. Daniel Pink
9.1.1.1.5. Dr. David Ulrich
9.2. Tools: Graphs and Charts (5.10.E)
9.2.1. Excel: Pivot Tables
9.2.2. Turn Charts and Graphs into APA 7 format
9.2.2.1. Data is organized and simplified
9.2.2.2. Great use to present data to staff
10. Session 4
10.1. Infographic (4.7A, 5.10E)
10.1.1. Useful and powerful communication tools
10.2. Development of "WHY"
10.2.1. Inventing Better Schools - Phillip Schlechty (1997)
10.2.1.1. Chapter 1
10.2.1.1.1. Argument: Schools are better than they used to be.
10.2.2. Prepare students for their future, not the past.
10.2.2.1. 3 questions to process:
10.2.2.1.1. 1. What are we preparing students for?
10.2.2.1.2. 2. What will students need? (3.5C)
10.2.2.1.3. 3. What are the best ways to prepare students?
10.3. Social Shifts (6.11E)
10.3.1. 8 social shifts
10.3.1.1. Shift 1: Every Child an Academic Success
10.3.1.2. Shift 2: Parents as a Shrinking Minority
10.3.1.3. Shift 3: Governmental schools
10.3.1.4. Shift 4: The Loss of Community
10.3.1.5. Shift 5: A Tribe Apart
10.3.1.6. Shift 6: Eclipse of the Traditional Family
10.3.1.7. Shift 7: The New Competitors
10.3.1.8. Shift 8: Mass Customization
10.4. See, Do, Get Cycle (1.1A)
10.4.1. Stephen Covey Concept
10.4.1.1. See - Paradigm (Mindset)
10.4.1.2. Do - Behavior (Skillset, Toolset)
10.4.1.3. Get - Results
10.4.2. Begin with the end in mind (The finish line!!)
11. Session 5
11.1. Schlechty - Inventing Better Schools - Chapter 4
11.1.1. Students to be seen as voluntary customers
11.1.1.1. Students need to "buy" into the "product"
11.1.1.1.1. We must EARN students engagement
11.1.2. Schlechty's Philosophy of Education
11.1.2.1. Active Learning
11.1.2.1.1. We need to make learning purposeful and engaging
11.1.3. Schlechty's Concept of Schools (4.7D)
11.1.3.1. Students = Customers
11.1.3.2. Schools = Business
11.1.3.3. Learning = Product being sold
11.2. Disruptive Change
11.2.1. Sustaining/Incremental Innovation
11.2.1.1. smaller change that takes place over time (slowly)
11.2.2. Disruptive/Transformational Innovation
11.2.2.1. Creates new value to what is missing --this still takes time
11.3. Schletchy Quotes
11.3.1. Schletchy's Business of Schools Concept
11.3.1.1. "Learning is NOT the business of schools...{it is to} design, create, and invent high quailty, intellectually demanding work for students. "
12. Session 11
12.1. 4 Imperatives of Leadership
12.1.1. 1. Inspire Trust
12.1.1.1. Character
12.1.1.1.1. Honesty, integrity, caring, etc.
12.1.1.2. Competence
12.1.1.2.1. ability, willingness to keep commitments.
12.1.2. 2. Clarify Purpose
12.1.2.1. Purpose is a key motivator
12.1.2.2. Understand how something is designed
12.1.2.3. What is the purpose of the design?
12.1.2.4. People want to be APART of the organization -- not WORK for an organization
12.1.2.4.1. True leadership inspires followeres with purpose and pumps courage into them
12.1.3. 3. Align System
12.1.3.1. great leaders work on the systems.
12.1.3.2. System is aligned with the purpose, beliefs, and values
12.1.4. 4. Unleash Talent
12.1.4.1. Daniel Pink
12.1.4.1.1. Autonomy
12.1.4.2. Schlechty
12.1.4.2.1. Choice
12.2. Speed of Trust - Covey
12.2.1. Character
12.2.1.1. Talk Straight
12.2.1.2. Demonstrate Respect
12.2.1.3. Create Transparency
12.2.1.4. Right Wrongs
12.2.1.5. Show Loyalty
12.2.2. Competence
12.2.2.1. Deliver Results
12.2.2.2. Get Better
12.2.2.3. Confront Reality
12.2.2.4. Clarify Expectations
12.2.2.5. Practice Accountability
12.2.3. Both
12.2.3.1. Listen First
12.2.3.2. Keep Commitments
12.2.3.3. Extend Trust