UTILIZING YOUR HUMAN CAPITAL Donna Peduto WVDE Office

UTILIZING YOUR HUMAN CAPITAL Donna Peduto WVDE Office of Leadership

“H UMAN C APITAL” Is arguably the most valuable asset held by any organization today … But often the most elusive to manage

“T HE S TARFISH AND T HE S PIDER”

C OMPARE: ‘Spider’ Leadership ‘Starfish’ Leadership Spiders are “centralized” in that they have a head that governs the rest of the body. If you cut off the head, the spider dies. If you cut off a tentacle from a starfish, the starfish will probably grow a new one. In some species, the tentacle might even grow a whole new starfish. WVDE 2009 SETLA

CHARACTERISTICSOF A SPIDER ORGANIZATION : Top-Down Leadership Centralized Clear Organization “You know who is in charge”

CHARACTERISTICSOF A STARFISHORGANIZATION : There is no one person “always in charge” If you “thump it on the head” it survives There’s an amorphous division of roles If you “take out a unit” the community survives Knowledge and power are distributed The organization is flexible CRAIGLIST

“The harder you fight this force, the stronger it gets. The more chaotic it seems, the more resilient it is. The more you try to control it, the more unpredictable it becomes. ”

W HO ARE YOUR FORMAL TEACHER LEADERS? Teacher Leadership Institute Special ED Institute Technology Integrations Specialist National Board Certified Teachers Classroom Assessment for Learning

S KILLS OF TEACHER LEADERS IN WV SCHOOLS 21 st Century Teaching and Learning Assessment for Learning Co – Teaching Expertise Collaborative Teaching Technology Integration Coaching Teaming

S KILLS OF TEACHER LEADERS IN WV SCHOOLS Variety of Content Area Knowledge Focus on School Improvement Implementing PLC Designing PBL Standards Based Assessment Units Skilled in Depth of Knowledge/Unpacking Standards

H OW ARE Y OU U TILIZING Y OUR H UMAN C APITAL? How are you utilizing your human capital to positively affect school improvement? How are you utilizing your human capital to positively impact culture within your school?

R OADBLOCKS

ROADBLOCKSTO TEACHER LEADERSHIP: Not utilizing or underutilizing Praising a select teachers consistently Inequitable Professional Development opportunities Failing to allow time for collaboration Micromanaging Criticizing or devaluing leadership efforts

R OADBLOCKSIN UTILIZING HUMAN CAPITAL: Gravitating to teachers that think like us Placing teachers in an isolated rather than a collaborative situation Withholding/controlling power from teachers in decision making Not ensuring well-defined roles Utilizing teacher leaders as a source of administrative help: Fixing Computers Supervising the cafeteria Subbing for absent staff

WVDE 2009 SETLA

Effective Leaders Time Game Plan Relationships Anticipation Interaction Knowledge Communication

“A principal assumes a new role – from an instructional leader to a developer of community of leaders. The relationship of the principal and TL is one of the significant factors influencing the success of teacher leader. ” - Joe Murphy Connecting Teacher Leadership and School Improvement

THE CEO VS. THE CATALYST CEO CATALYST “The Boss” A Peer Command Control Trust Rational Emotionally Intelligent Powerful Inspirational Directive Collaborative In the Spotlight Behind the Scenes Order Ambiguity Organizing Connecting

E FFECTIVE R OLES Advocate Data analyst Mentors Change Agent Teacher Leaders Team Leader or chair PD coordinator PLC Facilitator Academic Coach

… A ND YOUR OTHER TEACHERS Mavens Informal Leaders Salesperson Connectors

“T HE T IPPING P OINT”

I NFORMAL L EADERS Mavens A Yiddish expression meaning “one who accumulates knowledge” Have information on a large range of topics that many of us do not Connect us with new information Become information brokers by initiate discussions Al Gore Remember Al before he was cool? He often spoke at length about global warming and the Internet. Very few understood it and even more made fun of him because of it. But when the public began to care about climate change and “being green, ” Vice-President Gore’s wealth of knowledge and Power. Point archives inspired an Oscar®-winning film. National Service-Learning Partnership

I NFORMAL L EADERS Connectors Have a “knack” for making friends and networking Connected to numerous types of people Believe in the importance of “Global Learning” Paul Revere His ride was effective because he had a wide-range of contacts along the countryside. Rather than crying out in the dark, he knew exactly whom to inform and where to find them. National Service-Learning Partnership

I NFORMAL L EADERS Salespeople Have the skills needed to persuade others (stubborn teachers) Often described as expressive, charismatic, “mesmerizing” Oprah Winfrey If I go to a movie or buy a book, it’s usually because Oprah “told me” to do it. I’ve never met her—and probably never will—but she feels like family and for this reason, I trust her opinion. Heck—she’s the person who convinced me to buy The Tipping Point. National Service-Learning Partnership

H IGH E XPECTATIONS High Expectations

T EACHER L EADERSHIP S URVEY Creating a Collaborative Team for School Improvement I. Involvement in School Improvement II. School Professional Development III. Leadership Abilities IV. School Improvement Target Areas V. Finding Time for School Improvement

“Teacher leadership is not about ‘teacher power. ’ Rather, it is about mobilizing the still largely untapped attributes of teachers to strengthen student performance at ground level and working toward real collaboration, a locally tailored kind of shared leadership in the daily life of the school. ” - Institute of Educational Leadership

How to Grow Leaders How to. Teacher Grow Teacher Leaders Use the handout to brainstorm effective strategies for expanding the teacher leaders in your school. As a group, share your group’s top 5 strategies and place on the starfish using Post-IT Notes.

“True leadership is communicating people’s worth and potential so clearly they are inspired to see it in themselves” Franklin Covey

T HE S TARFISH S TORY Starfish and Teacher Leadership