LEAD HEB TASPA Presentation

Leadership Exploration And Development July 18, 2014

EXIT HERE

Hurst-Euless-Bedford I.S.D.

District Goal #3

The District will recruit, employ and retain a quality teaching,

administrative, and support staff to attain excellence in student

performance.

LEAD HEB Program Goal

The District’s goal in succession planning is to develop leaders who are ready to serve in a wide range of leadership positions at the campus and

central office level. LEAD HEB participants explore the concepts, commitment, culture, and

opportunities for leadership in HEB ISD and develop the foundation necessary to determine

and pursue a career path aligned with their professional goals.

Category Approach to Leadership Selection

Leadership Model

Scope & Sequence

HEB ISD Filtered Approach Industry Experts Developed In-

House

Resources

Needs Assessment

Site Visit Industry Experts

Selection Process/ Materials

Professional Resources

Course Materials/ Activities

LEAD HEB Overview

APPROACH TO LEADERSHIP SELECTION

Approach to Leadership Selection

Questions to

Consider:

Is your preference filtered or unfiltered

leadership?

What is your supply and demand?

What is your approach to succession

planning?

Who do you hire in leadership positions? What education/

certifications do you require in leadership

positions?

What does your district need?

Who are owners and facilitators of LDP?

Approach to Leadership Selection

• Systems approach to continuous improvement

• Filtered leadership selection process

• Common core of expectations

• Employee performance and results

• Develop leaders in both the instructional and

non-instructional areas

The HEB ISD Way…

Approach to Leadership Selection

Resources:

LEADERSHIP MODEL

Leadership Model Questions to Consider:

What are the non-negotiable expectations of

district leaders?

What model(s) currently

exist?

Does your model align with your succession

plan?

Do you want to look at industry experts?

Leadership Model The HEB ISD way…

• Baldrige continuous improvement District • Industry experts: Freese and Nichols

• Site visit • Leadership ladder: leading self; leading others; leading a

group; and leading an organization • Two-year implementation

• Structure is aligned with the goals of the District • Utilize internal and external experts • Applicability to participants’ current roles

Leadership Model Resources: Saturday, (9/14/13)

Monday, (11/4/13)

Saturday, (1/18/14)

Monday, (3/3/14)

Monday, (5/5/14)

Leading Self

Who am I?

My Strengths

Ego-centric vs. Work-centric

Leading Self

Do I have what it takes to be a leader?

The Price of Leadership

Leading Others

Who will I lead and how will I lead

them?

The Art of Influence

Communication Diversity

Leading Others

How do I ensure I am not leading in a

silo?

Systems Approach to Continuous

Improvement

Leading Others

How will I lead? At what level will I

lead?

Leadership in the Linkage Diagram

Leadership vs. Management

SCOPE AND SEQUENCE

Scope and Sequence

Are you valuing and utilizing participant input?

Are you going to include external and internal experts?

What meeting schedule will you utilize?

How much outside work will participants be expected to include?

How will you evaluate the success of the program?

Who will need to review the final product before it is deployed?

How will you determine responsibilities for assignments?

Scope and Sequence The HEB ISD way…

• Internal and external experts were utilized • Video walk-throughs used to explore the organizational

chart • Presenters modeled presentation strategies for participant

engagement • Participant evaluation forms were designed to provide

actionable feedback and facilitators were transparent with the results

• Evidence of senior leadership participation • Meeting components determined

Scope and Sequence Resources:

Hook/Intro Video Vignettes Frame for

Learning/Engagement Activity

What Do the Experts Say?

Different By Design- HEB ISD Reflection Activity

Homework

Leading Self Who am I? a My St ren gt h s Eg o-cen tr ic v s. Wor k-cen tr ic

Leading Self Do I have w hat it takes to be a leader? T h e Price of Lea dersh ip

Leading Others Who w ill I lead and how w ill I lead them ? T h e A rt of In flu en ce Com m u n ica t ion Div er sity

Leading Others How do I ensure I am not leading in a s ilo? Sy st em s A pproa ch t o Con t in u ou s Im prov em en t

Leading Others How w ill I lead? At w hat level w ill I lead? Lin ka ge Dia gra m in Lea dersh ip Lea der sh ip v s. Ma n a g em en t

Feedba ck fr om In for m a tion a l Meet in g

Personal Leadership Style Tim e Managem ent Team Building Tactful Conversations Profess ional Relationships

Career Exploration Business-s ide of Achievem ent Budgeting/Finance

Hook/In tr o- V ideo V ig n ettes: Or g a n iza t ion a l Ex plor a t ion

Nor m s/In tr o A ct iv ity Edu ca t ion a l Oper a t ion s Dir ector s a n d Coor din a tor s

Tech n olog y / In for m a tion Ser v ices/ PEIMS Dir ector s a n d Coor din a tor s

HR/ Com m u n ica t ion s/ Pa y r oll- Dir ector s a n d Coor din a tor s

Bu s Ops/A u x ilia r y Dir ector s

Su per in ten den t 's Fr a m e for Lea r n in g

V ision of LEA D HEB- Su per in ten den t

HEB's Con tin u ou s Im pr ov em en t Jou r n ey

En g a g em en t A ct iv ity

"Str en g th s Ba sed Lea der sh ip"

Hom ew or k Sh a r e/Per son a l Coa ch in g Sh a r e

Pu zzle A ct iv ity : Pu tt in g th e Pieces Tog eth er

Lotu s Dia g r a m : Rev iew of Yea r On e Ta kea w a y s

Wh a t do th e ex per ts sa y ?

Depu ty Su per in ten den ts: Wh a t is r equ ir ed for HEB? Per son a l A ccou n ta bility (Lea din g Self)

For m er Boa r d of Tr u stees Pr esiden t: Th e A r t of In flu en ce: Tr ied a n d Tr u e Tools

Su per in ten den t Keepin g th e "m a in th in g " th e m a in th in g

Differ en t by Desig n

Lea der sh ip Pa n el: (Ca m pu s/Distr ict Lea der s) Th e Role of Lea der Wor k/Life Ba la n ce Or g a n iza t ion Skills

A ssista n t Su per in ten den t of Hu m a n Resou r ces: Ut ilizin g You r In flu en ce a s th e New est Mem ber of a Tea m

Reflect ion A ct iv ity

How h a v e y ou a lr ea dy felt th e pr ice of lea der sh ip?

So, Wh a t Now ? Wh a t situ a t ion a r e y ou fa cin g ? Wh a t m ig h t con tr ibu te to a posit iv e ou tcom e?

Ta kea w a y s fr om Yea r 1 a n d Feedba ck for Yea r 2

Hom ew or k Str en g th s Goa l Jou r n a l A ct iv ity Per son a l Coa ch in g Session w ith Ga llu p Con su lta n t

Distr ibu te Ru n n in g a ll th e Red Lig h ts

Rea din g A ssig n m en t: Ru n n in g A ll th e Red Lig h ts

Yea r On e Feedba ck/Yea r Tw o In pu t A ct iv ity

Ga llu p Con su lta n t: Lea din g w / You r Str en g th s Gr ou p Discu ssion : Str en g th sfin der Resu lts

Book Stu dy : "Ru n n in g A ll th e Red Lig h ts" Br en da Cla r k CI Sy stem s HEB Or g a n iza t ion *A bov e/Below th e Lin e Pr ocess Goa ls & Str a teg ies

Scope and Sequence

Our Results

94.00%

97.00%

99.00%

94.00%

98.00%

96.40%

91.00%

92.00%

93.00%

94.00%

95.00%

96.00%

97.00%

98.00%

99.00%

100.00%

First Meeting Second Meeting Third Meeting Fourth Meeting Fifth Meeting AVERAGE

App

rova

l Per

cent

age

LEAD HEB Meetings

LEAD HEB 2013 - 2014 Evaluation

∗ Sonia Cardenas, Coordinator of Human Resources

soniacardenas@hebisd.edu 817-399-2011 ∗ Tommie Johnson, Assistant Superintendent of Human Resources

tommiejohnson@hebisd.edu 817-399-2017

∗ Cicely Tuttle, Coordinator of Human Resources cicelytuttle@hebisd.edu 817-399-2010

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