Legendary Lens

"Excellence Without Boundaries"

March 16, 2015

What does it mean to have a Legendary Lens?

How we view our purpose is influenced by our life experiences which shape our perspectives. This adds to the strength and depth of our team.
As we serve with an unrelenting commitment to excellence, we must posses a shared and common LENS. As two very wise women once said, "One Band. One Sound." makes for LEGENDARY outcomes! The Legendary Lens serves as a weekly calibration which defines our collective target and guides our aim for excellence.

High Leverage Targets

Quote of the Week

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Principal Message

A Collective Leadership Vision and Voice

We have been adding on to existing parts and building new sections of our "ship" as we are sailing. That is a difficult task. As I learn more about each of you as individuals I am always impressed and thankful. You all are a wealth of knowledge, passion, and commitment.

I am asking at this time of year for reflection, even as we plan simultaneously for now and next year. I am asking that we find a common language amongst ourselves as a leadership team. This can be maximized as we begin to investigate our strengths, individually and collectively and by engaging in a collective, high leverage leadership experience offered via Teaching Trust's Executive Education Program.

I look forward to us sharing our Strengths and how it positively impacts our work and relationships as we strive to create a stronger bond and build trust.

Please complete the following survey by Tuesday:
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Breakfast via Kiosks

We start our new breakfast via Kiosks on Tuesday. Ms. Nix and Ms. Walker we will meet in the morning to discuss this process again to ensure that we are ready to go Tuesday morning.

POD Meeting Refinement

After reviewing the feedback from our last staff meeting, teachers would like to have a more active role in the Wednesday POD meetings. In addition to their role, consider the frequency of the meetings. Please communicate with me any changes that have been made as a result of conversations with your PODS. Ms. Andrus I have your updates.

Transition Activities

Each grade level leader is responsible for a transition activity for their incoming students and parents.
The purpose of this meeting is to share the "culture" and expectation of the grade level the students will be assuming in the upcoming year. It is an opportunity to build excitement, communicate expectations, and connect with parents early on, prior to the school year starting.

The events for incoming sixth graders is not new. However, this transition / Parent meeting for rising 7th and 8th graders is new. Please start thinking about this event and what you want this to look like. It will be on our agenda in April.

Leadership SWAP Day (or 2)!

A day in April will be designated AP SWAP. There is value in having a sense of all grade levels and I have the pleasure of working with all of you and all of "your" Rangers. We will discuss what this will look like during our meeting next week.

Bathroom Monitors

Every male restroom on each grade level hallway must have a male bathroom monitor for EACH transition period. No exceptions.
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Taylor & IC Meetings

Instructional Coaches meetings with Ms. Taylor will occur every other week. We will not have meetings this week, (Wed. March 18th).

The new rotation will begin next week, Wednesday, March 25th.

Assessment Data

It is imperative that after every common assessment that all administrative team members are given the CA data, analyzed using the format provided in the PPT template or another format that provides the same information (by grade, teacher, identification of hot SE's, IC next steps).

If this information has not been shared with myself or the APs, please plan a time to share by this week.

2015-2016 Instructional Coaching Planning Meeting

Please be reminded of your items and the drafts that you will create to present to the rest of the team during our April meeting.

Marshall Memo

How Mountain Guides Are Like Good Organizational Leaders

This article seemed to speak directly to what we spoke to at our meeting on Friday before Spring Break. I do not believe in coincidence, so opening Marshall Memo and reading this, made me smile. Enjoy!

In this Wharton Leadership Digest article, Chris Maxwell (Wharton School, University of Pennsylvania) describes the key leadership strengths of world-class mountain guides, all of which apply to leading successful organizations:

Socially intelligent – Guides must quickly establish positive relationships with climbers, scoping out their individual proclivities, what kind of support they will need, and how they will contribute to the effort.

Adaptable – Guides match their leadership style to rapidly changing conditions. In some situations, they are authoritative, guiding clients along a path of self-discovery and accomplishment; in crisis situations they are authoritarian – “Do it, now!”

Empowering – Guides provide climbers a supportive space for growth and development, which includes leading by example, coaching, participative decision-making, informing, showing concern, and interacting with the team. “You really are building others up, inspiring clients to find in themselves what they might not have thought themselves capable of,” says guide Christian Santelices.

Trust-builders – “Trust is not the same as faith in the reliability of a person or system,” says British sociologist Anthony Giddens. “It is what derives from that faith. Trust is precisely the link between faith and confidence.” John Sims builds on that thought from his perspective as a business executive: “Without trust, you will be painstakingly slower,” he says. “Without trust in your teammates, you will only do as much as your faith in your own limited abilities will take you. You will not risk stretching your own expertise or experience, and you are unlikely to learn as much from those around you. Each person will revert to being an island, placing trust only in their own abilities and therefore limiting individual and corporate horizons.”

Risk aware – Guides operate with skill in uncertain and dangerous conditions. Sometimes they calm down a shaky climber with a statement like, “That space is an irregular ledge, but it’s larger than the curb you stand on every day for the bus.”

Big-picture thinkers – Guides take a holistic view of the endeavor. “The lure of the summit is strong,” says Maxwell. “Guides know that their clients want to reach the top of the mountain, but they also know that the summit as the only goal isn’t the best idea for anyone… Guides have learned to appreciate the uncertainty of the endeavor as something to be savored, and the best guides do what they can to pass this wise understanding on to summit-focused clients.” It’s the journey that counts.

“To Be a Better Leader: Lead Like a Guide” by Chris Maxwell in Wharton Leadership Digest, March 1, 2015, http://wlp.wharton.upenn.edu/LeadershipDigest/3023.cfm; Maxwell can be reached at maxwellc@wharton.upenn.edu.

Leadership Weekly Meeting Agendas

What's Going on Elsewhere?

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