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Talent for Turnaround: Support for Systemic Change May 11, 2017 | DoubleTree Hilton | Scottsdale, Arizona
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Talent for Turnaround: Support for Systemic Change · • Discuss the unique challenges of leading in a turnaround school. • Understand the importance of competencies in turnaround

Oct 22, 2020

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  • Talent for Turnaround: Support for Systemic Change

    May 11, 2017 | DoubleTree Hilton | Scottsdale, Arizona

  • May 11, 2017

    Talent for Turnaround:

    Turnaround Leader Competencies

    Catherine Barbour

  • • Discuss the unique challenges of leading in a turnaround

    school.

    • Understand the importance of competencies in

    turnaround leader recruitment and selection.

    • Reflect on current talent management practices.

    • Understand how to recruit leaders with competencies to

    turn around persistently low-performing schools.

    • Create an action plan to incorporate or improve

    competency-based recruitment and selection practices in

    your schools.

    3

    Session Objectives

  • Professional Learning Module

    Recruit, Select, and Support: Turnaround Leader

    Competencies

    Part 1: Understanding Turnaround Leader Competencies

    Part 2: Recruiting and Selecting Turnaround Leaders

    Part 3: Developing and Supporting Turnaround Leaders

    Using Turnaround Leader Competencies

    4

  • 5

    Talent Development Framework

  • Topic

    Welcome and Overview

    Turnaround Leader Competencies

    Competency-Based Selection

    Recruiting Turnaround Leaders

    Action Planning

    Closing Comments

    Agenda

    6

  • Agenda

    7

    Topic

    Welcome and Overview

    Turnaround Leader Competencies

    Competency-Based Selection

    Recruiting Turnaround Leaders

    Action Planning

    Closing Comments

  • “Turnaround efforts are made when

    organizations are in a state of

    entrenched failure.

    Leaders who would otherwise succeed

    often fall short in a turnaround.”

    (Steiner & Hassel, 2011, p. 2)

    Turnaround Leaders

    8

  • Activity: What Sets

    Turnaround Leaders Apart?

    9

    Leading in Higher-Performing School

    Leading in Turnaround

    School

  • “The importance of leadership begs the

    questions of how to identify, support, and

    retain high quality principals, especially in

    turnaround schools where their influence is

    needed most.”

    (Zhu, Hitt, & Woodruff, 2015, p. 4)

    Leveraging Leaders

    10

  • Competencies are underlying motives and habits—or

    patterns of thinking, feeling, acting, and speaking—that

    cause a person to be successful in a specific job or role.

    Competencies lead to actions that lead to outcomes.

    Competencies explain some of the differences in

    performance levels of leaders.

    (Steiner & Hassel, 2011)

    Competencies

    11

  • “Competency research suggests that outstanding

    performance in complex jobs—ones in which most

    candidates have a similar educational history and

    significant autonomy over daily work tasks—is

    driven more by underlying competencies than by

    readily observed skills and knowledge.”

    Competencies

    12

    (Steiner & Hassel, 2011, p. 5)

  • Turnaround Leader Competencies

    • Self-Confidence /

    Commitment to

    Student Learning

    • Belief in Learning

    Potential

    • Analytical Thinking

    • Conceptual Thinking

    • Impact and Influence

    • Team Leadership /Engaging the Team

    • Developing Others

    • Achievement /Focus on Sustainable Results

    • Monitoring & Directiveness /Holding People Accountable

    • Initiative & Persistence

    • Planning Ahead

    Driving for Results

    Influencing for Results

    Problem Solving

    Personal Effectiveness

    (Public Impact, 2008; Spencer & Spencer, 1993; UVA Partnership for Leaders in Education, 2014)

    13

  • Agenda

    14

    Topic

    Welcome and Overview

    Turnaround Leader Competencies

    Competency-Based Selection

    Recruiting Turnaround Leaders

    Action Planning

    Closing Comments

  • Years of experience and academic degrees are not

    accurate predictors of performance.

    Competencies—habits of behavior and underlying

    motivations—can be used to distinguish among

    performance outcomes.

    Using competencies to select turnaround leaders could

    increase the likelihood that turnaround efforts succeed.

    Competency-Based Talent Management

    15

    (Steiner & Hassel, 2011)

  • Talent Management

    16

    P

  • Behavioral event interview (BEI) can be used to identify

    turnaround leader competencies.

    Competencies are key predictors of how someone will

    perform at work.

    Two leaders with the same training and number of years of

    experience may have very different performance outcomes.

    BEIs ask candidates to describe detailed actions and

    thinking in past work events.

    Knowing actions that candidates have taken in the past is a

    strong predictor of actions they will take in the future.

    Behavioral Event Interviews

    17

    (Public Impact, 2008)

  • Activity: Principal Hiring Scorecard

    18

  • Think-Pair-Share

    Where do competencies fit in your current leader selection

    process?

    How could your current leader selection process be

    modified to include turnaround leader competencies?

    Reflection: Competency-Based

    Leader Selection

    19

  • Agenda

    20

    Topic

    Welcome and Overview

    Turnaround Leader Competencies

    Competency-Based Selection

    Recruiting Turnaround Leaders

    Action Planning

    Closing Comments

  • A shortage of high-quality principal candidates

    • More demanding

    • Limited authority and autonomy

    • Insufficient pay to attract enough candidates

    Not selecting the best candidates from the limited pool

    • Limited investments in recruiting and selecting candidates

    • Overreliance on internal candidates

    • Lack of rigor in selection criteria and processes

    Administrative inefficiencies resulting in a loss of applicants

    • Prolonged interview and hiring process and delays

    • Lack of clear vision and support for leaders

    Obstacles to Hiring Turnaround Leaders

    21

    (Doyle & Locke, 2014; TNTP, 2006; Clifford, 2012)

  • Make the job more appealing—and manageable.

    Pay great leaders what they are worth.

    Take an active approach to recruitment.

    Evaluate candidates against the competencies and skills

    that research shows successful principals demonstrate.

    Design the placement process to match particular schools’

    needs with particular candidates’ strengths.

    Continually evaluate hiring efforts.

    How Can We Improve the Process?

    22

    (Doyle & Locke, 2014)

  • 1. Define a Profile of a High-Quality Candidate

    2. Develop and Execute a Recruiting Strategy

    Project need

    Prepare recruiters

    Establish an identity

    Attract and identify candidates

    Determine those with the highest potential

    Cultivate and convert high-potential candidates into applicants

    3. Build a Pipeline of New Rising Talent

    Building a Candidate Pool

    23

    (Cheney, Davis, Garrett, & Holleran, 2010)

  • Competency-Based Recruiting

    24

    Articulate the mission, vision, and goals

    Identify autonomy, support, and other appealing conditions

    Compensate for additional demands and responsibilities

    Develop criteria for identifying candidates with turnaround

    leader competencies

    Solicit recommendations and target outreach to external

    candidates

    Identify and cultivate high-potential internal candidates

    Eliminate barriers that might discourage potential talent

    (Doyle & Locke, 2014)

  • Analyze job announcement and description.

    Why would a turnaround leader want this job?

    What are turnaround leader competencies articulated

    in this job description?

    Activity: Recruitment

    25

    Brainstorm some

    recruitment strategies

    that would lead to a strong

    candidate pool for this

    position.

  • Agenda

    26

    Topic

    Welcome and Overview

    Turnaround Leader Competencies

    Competency-Based Selection

    Recruiting Turnaround Leaders

    Action Planning

    Closing Comments

  • Coaching Turnaround Leader Actions

    27

    The Center on Great Teachers and Leaders and Public Impact have developed a

    professional learning module to provide guidance on coaching school leaders to

    develop leader actions to turn around persistently low-performing schools.

  • What are some next steps your district can take to improve

    your recruiting and selection of Turnaround Leaders based

    identifying needs from the Principal Scorecard?

    Be prepared to share your next steps with the whole group.

    Action Planning for Competency-Based

    Recruitment and Selection

    28

  • Closing Comments

    29

  • Catherine Barbour

    State Support Network Director

    [email protected]

    30

    Thank You!

  • 31

    ReferencesProfessional Learning Module:

    Center on Great Teachers and Leaders. (2015). Recruit, Select, and Support: Turnaround

    Leader Competencies. Retrieved from

    http://www.gtlcenter.org/technical-assistance/professional-learning-modules/recruit-

    select-and-support-turnaround-leader-competencies

    http://www.gtlcenter.org/technical-assistance/professional-learning-modules/recruit-select-and-support-turnaround-leader-competencies

  • 32

    ReferencesBrinson, D., Kowal, J., & Hassel, B.C. (Public Impact). (2008). School turnarounds:

    Actions and results. Retrieved from

    http://www.centerii.org/survey/downloads/Turnaround%20Actions%20and%20Results

    %203%2024%2008%20with%20covers.pdf

    Center on Great Teachers and Leaders. (2014). Talent development framework for 21st

    century educators: Moving toward state policy alignment and coherence. Washington,

    DC: Author. Retrieved from http://www.gtlcenter.org/talent_development_framework

    Hassel, E. A., & Hassel, B. (2009). The big U-turn: How to bring schools from the brink of

    doom to stellar success. Education Next. 9(1). Retrieved from

    http://educationnext.org/files/ednext_20091_20.pdf

    Hitt, D. H. (forthcoming). Beyond turnaround: Positioning schools for ongoing growth.

    Charlottesville: Center for School Turnaround & University of Virginia’s Darden/Curry

    Partnership for Leaders in Education.

    Kowal, J. & Hassel, E. A. (Public Impact). (2005). Turnarounds with new leaders and

    staff. Washington, DC: Center for Comprehensive School Reform and Improvement.

    Retrieved from http://www.schoolturnaround.org/PUBLIC%20Impact%20-

    %20Turnarounds%20with%%20New%20Leaders.pdf

    http://www.centerii.org/survey/downloads/Turnaround Actions and Results 3 24 08 with covers.pdfhttp://www.gtlcenter.org/talent_development_frameworkhttp://educationnext.org/files/ednext_20091_20.pdfhttp://www.schoolturnaround.org/PUBLIC Impact - Turnarounds with New Leaders.pdf

  • 33

    ReferencesLeithwood, K., Louis, K. S., Anderson, A., & Wahlstrom, K. (2004). How leadership

    influences student learning. Toronto: Center for Applied Research and Educational

    Improvement and Ontario Institute for Studies in Education.

    Public Impact. (2008). School turnaround leaders: Competencies for success. Chapel Hill,

    NC: For the Chicago Public Education Fund. Retrieved from

    http://publicimpact.com/web/wp-

    content/uploads/2009/09/Turnaround_Leader_Competencies.pdf

    Spencer, L. M., & Spencer, S. M. (1993). Competence at work: Models for superior

    performance. New York: John Wiley and Sons, Inc.

    Steiner, L., & Hassel, E. A. (Public Impact). (2011). Using competencies to improve school

    turnaround principal success. Charlottesville: University of Virginia’s Darden/Curry

    Partnership for Leaders in Education. Retrieved from www.DardenCurry.org Using

    Competencies to Improve School Turnaround Principal Success

    Zhu, G., Hitt, D. H., & Woodruff, D. (forthcoming). Principal competencies that make a

    difference: Identifying a model for leaders of school turnaround. Charlottesville, VA:

    University of Virginia’s Darden/Curry Partnership for Leaders

    http://publicimpact.com/web/wp-content/uploads/2009/09/Turnaround_Leader_Competencies.pdfhttp://www.dardencurry.org/http://www.darden.virginia.edu/uploadedFiles/Darden_Web/Content/Faculty_Research/Research_Centers_and_Initiatives/Darden_Curry_PLE/School_Turnaround/using-competencies-to-improve-school-turnaround.pdf