Congrats, You are the Principal, Now What?? Knowing the Questions-Not the Answers Dr. Tamerin Capellino ACSA -July, 2014.

Congrats, You are the Principal, Now What??Knowing the Questions-Not the Answers

Dr. Tamerin CapellinoACSA -July, 2014

Workshop Overview

“Everything we do as leaders, we do through others.”

• A well executed transition will set the stage for your success as a leader.

• Relationships will determine the extent of our success or failure as a leader.

• Assess the reality of your organization.• Build capacity, you do NOT have all the

answers!

www. drtamerincapellino.weebly.com

Workshop Structure

“Congratulations, you’re the Principal. Now what?”

What are your greatest fears of transitioning to the role of principal?

9 Step Transition Model

1• Prepare for Transition

2• Identify All Stakeholders

3• Build Relationships in Authentic Ways

4• Assess the Reality of the Organization

5• Engage Stakeholders

6• Build Organizational Capacity

7• Develop Effective Teams

8• Secure Small Wins

9• Ensure Sustainability

STAGE 1: Prepare for Transition

Who is your “Circle of Influence”?

What is your leadership story?

Have you adequately prepared to balance your life?

Circle of Influence

Anchors

Mentors

SponsorsCoach/s

Guardian Angels

YOUYOU

Ryder, M. & Capellino, T. (2014). 92 Tips from the Trenches: How to Stay in the Game as an Educational Leader.

Circle of InfluenceAnchors Mentors Sponsors Coach/s Guardian

Angels

Finding Balance

Life Work

School

Stakeholders

Family

Friends

Prepare to Tell Your Story

• Who am I?• Where do I come from?• Why am I here?• What do I hope to accomplish?• How do I hope to do it?

Organizational Dynamics

Knowledge of Systems

Achieving Results

Lack of Systems Knowledge

Achieving Results

No Knowledge of Systems

Poor Results

Knowledge of Systems

Minimal Results

STAGE 2: Identify all Stakeholders

Who are your internal and external stakeholders?

Have you identified all horizontal and vertical stakeholders?

Who holds the formal and informal power in your organization?

What political factors could you be facing?

Who are your contributors, watchers and detractors?

4P Model

People Positions

Power Politics

Horizontal & VerticalBeware of the vertical trap!

Support Continuum

Contributors Watchers Detractors

Organizational Ecosystem

Organization Formal Power

Informal Power

Political Hot Spots

Detractors

Watchers

Contributors

Identify StakeholdersInternal Stakeholders External Stakeholders

People Position People Position

Po= PoliticalPi= Informal PowerP= Formal Power

When is a good time to leverage those with

power?

STAGE 3: Build Relationships

Who do you need to develop intentional relationships with?

How will you develop these relationships over time?

What will be your story?

How will you create a culture of trust?

“Leadership is a Relationship”-

Kouzes & Posner

Building Influence through Intentional Relationships

Relationship Development Plan

District Staff Students Parents Community

Theory of Trust

Critical Variables

(Wellner, 2010)

Joint Decision Making/Problem

Solving

Interpersonal Communications

Building Relationships

Theory of Trust

Building a RDP Stakeholder

GroupCommunication

Medium Message Date

Break-15 Minutes

STAGE 4: Assess the Reality

•How will you assess the reality of your organization?

•What questions will you ask as part of an environmental scan?

•When will you conduct face to face conversations?

•Where are the documents you will need to review?

•What are the strengths, weaknesses, threats and opportunities of your organization?

Assess the Reality-Enviromental Scan

Face to Face

Document Analysis Survey

Face to Face-Focus Questions

What aspects of the organization do you want to see preserved?

What aspects of the organization do you want to see changed?

What three priorities would be the most crucial to move the organization forward?

*Listen for Hero opportunities!

Laying the Foundation

• Allows for development of relationships in natural ways

• Sets the stage for a foundation for trust • Make initial personal assessments• Gather input for initial strategic agenda

Knowing the Questions, Not the Answers

Active Listening

Tell your story to at least 3 people using active listening

to their story.

Environmental Scan Face-to-Face

Strengths Weaknesses

Threats Opportunities

Document Analysis Checklist

Document Analysis

Site/District Leadership

School Board Membership/Board Policy

District Office Organizational Chart/Contact Information

Administrative Team/ Roles & Duties

Leadership Team Membership, Meeting Minutes, Agendas

Professional Development Plan

Staffing, Teacher Assignments

Document Analysis

Instructional Support

School Improvement Plan (SIP) & Other Internal Goals

Current and Historical Assessment Data

Professional Development Plan

Master Schedule ⧠

Evaluation Forms, Procedures, & Schedule

Environmental Scan-Survey

STAGE 5: Engage Stakeholders

•How will you frame the data from the environmental scan?

•What are the top situations in need of attention (SITNAs)?

•How will craft the SITNAs into a Strategic Agenda?

•How will you ensure all stakeholders “feel” the data?

Identifying SITNAs from Raw Data

SITNAs

“Situation That Needs Attention”

Reframing a problem as a SITNA helps remove the negative connotation we place on ‘problems’

ComplaintChallengeImprovement NeedOpportunityPerformance Gap

Identify 2-4 priorities for your Strategic Agenda

Strategic Agenda

• Link to Environmental Scan• Base on data/framing with stakeholder

input • Look for low hanging fruit/opportunities to

be the hero to secure early wins. • Look for barriers to change

Framing Communication

Vision & Mission

Structures & Roles

Decision Making

Sample Strategic Agenda

1) The school administration and staff need to address the issue of academic rigor;

2) The school administration and staff need to implement ways to positively recognize academic achievement and other forms of student accomplishment;

3) The school administration and staff need to provide more opportunities for parental input and involvement;

4) The district and school administration need to focus on creating a staff which more closely represents the ethnic diversity of the school

“Under promise, over deliver!”

Activity Directions-20 minutes

• Review sample raw data independently and organize key ideas by theme.

• Discuss findings in table groups.• Develop 3-4 priorities for a Strategic Agenda

and record on paper. • Be prepared to answer the following:– Why did you select the priorities?– How did your team come to consensus?

STAGE 6: Build Organizational Capacity

•How will you assess the existing leadership team?

•Who are the formal and informal leaders in your organization?

•What structures/models will you use to create shared leadership and build capacity?

•How will you establish two-way communication channels?

Build Organizational Capacity

• Involve all Stakeholders• Vital networking = past traditions and

opportunities for growth• Creation of Various Leadership Teams to

address critical issues– Systems = Consistency = Confidence• Building Relationships in Natural Ways

“Assume people have the capacity until they prove you otherwise.”

Traditional Hierarchial Organizational Structures

Flattened Organizational Structure

“Who you chose sends signals about your standard, expectations and leadership style.”

STAGE 7: Build Effective Teams

How will you build effective teams and prepare them to function independently?

What decision-making processes will you employ?

How will you manage the balance of task/relationship?

How will you address dysfunctional team members?

Team Norms• Attendance- What are legitimate reasons for missing meetings? How should

the team encourage regular attendance? What should be done to encourage promptness?

• Assignments- When assignments are made, what should be done when team members do not complete them or when they complete them poorly?

• Participation- What should be done to encourage everyone to participate?• Meeting times- When do meetings occur? How often should the team

meet? How long is the team meeting?• Agendas and minutes- Who is responsible for these activities? What other

roles should be setup?• Conversational courtesies- How can the team encourage members to listen

attentively and respectfully to others? Does the team need rules to limit interruptions or to prevent personal criticism.

Task vs. Relationship

Lencioni’s 5 Dysfunctions of Teams

Decision Making 1. Consultive- Leader consults with group members, then leader makes decision.2. Democratic- Leader and group discuss issue, then vote. Some possibly weighted percentage of group members is needed to agree on a decision.3. Consensus- Leader and group members discuss issue and reach unanimous agreement.4. Delegative- Leader delegates decision to group or subgroup to make, sometimes within the leaders identified constraints.

How will you address dysfunctional team members?

Team Dysfunction

STAGE 8: Small Wins

•What are some anticipated small wins?

•How will you know when you achieved one?

•How will you celebrate small wins?

Small Wins Small Win Criteria:• The result must be something that would not have

been accomplished without you taking the leadership role.

• The win should signify to the team and other stakeholders that something has changed for the better.

• The win must be seen and felt as the team’s win and not your person win alone.

Bradt, Check and Perdaza (2011,p.184)

Small Wins

Create a list of potential Small Wins•________________________________•________________________________•________________________________•________________________________

STAGE 9: Sustainability

•How will you know if change has occurred?

•What will you measure/evaluate?

•How will you communicate the results to all stakeholders?

Sustainability

Build Strategic Agenda

Assess the Reality

Engage Stakeholders

Frame & Identify the

SITNAs

Build Strategic Agenda

Build Capacity & Structures

Quantify Change

Celebrate Small Wins

Nurture Relationships

Build Relationships

How is it going?

Do you have any advice for me?

Key Questions

Quantify Change Question Frame October Score April Score Differential

1 MV 44% 49% +52 MV 53% 61% +83 MV 62% 74% +124 MV 56% 59% +35 MV 43% 52% +96 SR 45% 44% -17 C 42% 45% +38 SR 39% 56% +179 SR 36% 54% +18

10 DM 43% 56% +1311 C 45% 45% 012 SR 47% 53% +613 DM 46% 48% +214 SR 50% 52% +215 C 50% 55% +516 SR 52% 56% +317 SR 45% 49% +418 DM 44% 54% +1019 DM 54% 54% 020 DM 47% 58% +1121 SR 51% 55% +422 DM 67% 83% +16

“Congratulations, you’ve been the Principal for 90 days and survived. Now what?”

What are the 3 most important takeaways you will put into practice to ensure a successful transition?

What other questions do you know but don’t have answers for?

Presenter Bio Dr. Tamerin Capellino serves as an Assistant Professor of Education and was instrumental in the design and successful launch of a new doctoral program in Organizational Leadership at Brandman University, part of the Chapman University System. During her tenure at Brandman she has also served in several key leadership roles including Chair of the Educational Administration program, Chair of the doctoral program in Organizational Leadership, and Instructional Designer. For this work, she was named School of Education Faculty Member of the Year in 2013.

Prior to going into higher education, Dr. Capellino served as a teacher, student advisor, high school assistant principal and middle school principal for over a decade. Her work as an administrator was recognized with a Model of Excellence award and she led one of her schools to a +56 API point gain in one year (the largest gain of any school in the district). She also implemented a highly successful attendance program and was recognized by CNUSD for her support of Student Services. Tamerin currently uses her expertise by serving as a leadership coach, consultant and speaker. She is known for her lively and engaging presentations and has presented to small and large groups across the state on various leadership topics (capacity building, organizational communication, program evaluation, technology, intergenerational collaboration, etc.).

A genuine passion for leadership has led Tamerin to serve as a mentor to hundreds of new and aspiring administra tors through her work at the university, professional organiza tions and consulting. Tamerin was one of ACSA Region XIX’s first mentors and was later trained as a master mentor trainer. Dr. Capellino is also a successful writer and recently co-authored 92 Tips from the Trenches: How to Stay in the Game as an Educational Leader and Knowing the Questions, Not the Answers: A Principal's Guide to Transition.

Presentation based on…

Knowing the Questions, Not the Answers: A Principal’s Guide to

Transition

Dr. Michael Roe, Dr. Tamerin Capellino & Dr. Laurie Wellner

http://www.knowingthequestions.com

Bleeding Edge Publishing

Additional Resources:

92 Tips from the Trenches: How to Stay in the Game as an

Educational Leader

Dr. Marilou Ryder & Dr. Tamerin Capellino

www.92tipsfromthetrenches.com

Available on Amazon.comhttp://www.amazon.com

Join Us!

Are you in need of a consultant to provide custom training, workshops, presentations, and/or coaching to

ensure a smooth and successful transition? If so, contact us at:

info@knowingthequestions.comor visit us on the web

www.knowingthequestions.com

Congrats, You are the Principal, Now What?? Knowing the Questions-Not the Answers Dr. Tamerin Capellino ACSA -July, 2014.

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