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Here's the **Master List** as of //2/26/2011, 3:44 pm//:
1. __**Decision Making**__
 * Establish mutual understanding with staff about decision rules that clarify which decisions are made through consultation, advisement, consensus, individual choice, or not at all" (pg.50)
 * Jeremiah's Anecdote:
 * My current dept. chair is the former Teacher's Union president and very active in the union still. Two weeks ago when the budget repair bill came out we all knew that something needed to be done. There was a lot of different opinions about what that //something// would be, but my dept chair quickly met with some other folks and decided on the sick-out. It turned out to be a leading action for many other districts as well. He knew something needed to be done and quickly decided.

2. **__Listening__**
 * "Being listened to carefully and listening carefully to others has an almost magical effect on what we say: issues and problems are held at arms length and examined from all sides, instead of being subjected to quick opinions and read solutions" (pg. 34)
 * "The purpose of dialoge is understanding: when we truly listen and build on each other's ideas, we construct meaning and knowledge together" (pg. 23)
 * Sarah's Anecdote: //Listening evokes loyalty and action from the speaker.As a young teacher I have worked with teachers who both listened and did not listen when I would bring ideas to our team meetings. Last year my team leader was terrific about listening to ideas and giving me feedback about those ideas. Her listening ear gave me the confidence to implement my ideas and become a leader on my team.//

3. **__Empowering Others__**
 * "All people yearn for vitality and purpose. Teachers become fully alive when their schools and districts provide them with opportunities for skillful participation, inquiry, dialogue, and reflection." (pg. 32)
 * Matt's Anecdote: I work for two different schools; on institution allows for total autonomy while the other will do things like micro-manage learning outcomes. The atmosphere at the school that allows for autonomy is far more vibrant and the teachers enthusiasm is high.

4. **__Problem-Solving__**
 * "Shift from a permission-giving or withholding stance to one of consistent problem solving" (pg. 37)
 * Sarah's Anecdote: Our principal has done an amazing job of create an atmosphere of "consistent problem solving." She is always ready to find an answer to a classroom or school problem. I appreciate how she will go to the most knowledgeable person in the building to gain feedback about a problem before making a decision.
 * Amanda's Anecdote: //During my second year teaching, there was an alaraming situation that brought to my attention by my softball team. I knew something needed to be done, but didn't exactly what to do. I called my mentor and she knew exactly how to solve the problem. She guided me in the appropriate steps that needed to be completed. Though the situations was not a good one, with her help, the appropriate actions were taken.//

5. **__Resolving Conflict__**
 * "Personal conflicts are not allowed to simmer. Team members employ a conflict resolution process-whereby they listen to each position, seek common ground, and identify strategies to address the problem-and call a mediator if needed" (pg. 26)
 * Jeremiah's Anecdote: I teach the same class as two of my colleagues. One of them has been teaching at the school for over 10 years, the other got the job the same year I did and we actually have been friends for 4 or 5 years before that. One day we ran short on lab materials and my friend of years felt she was shorted by me. Anyway, she got very upset and it was up to the other, older teacher to set things right. He showed a lot of leadership in mediating the situation.

6. **__Visionary__**
 * *Clarify their own values and engage others in forming and adhering to a shared vision of schooling." (pg 51. Figure 5.2)
 * #8 Create a shared vision. (pg. 53)
 * Amanda's Anecdote: //I believe one of the best qualities of my principal is her vision for our school. She attends many conferences and is always finding new ways to improve our school.//

7. **__Mentoring__** 8. **__Positive Reinforcement__** 9. **__Presenting Info__**
 * "We sustain teacher leadership by establishing and maintaining high leadership capacity and supporting and developing leadership among new teachers." (pg. 41)
 * "Develop leadership capacity in others." (pg. 50)
 * Daniel's Anecdote: //As a new teacher, having a mentor provided opportunity for me to learn from the veteran teacher. Years later I was able to help a new teacher and share what I had learned in a leadership role.//
 * Matt's Anecdote: Even though I was adjunct faculty, I was still assigned a mentor, who was able to help me through not only the logistics of the school, but problems that arose in the classroom. The mentor made all the difference during my first few years.
 * "When encouraging teachers to improve their practice, it is essential to provide them with support from adminstrators and collegues in the form of clear expectations, classroom observations and instructional coaching, professional development, rich opportunities for satisfaction with intrinsic rewards, supervision and evaluation." (pg. 40)
 * Amanda's Anecdote: When my mentor and principal were observing me during teh beginning of my teaching career, it felt amazing to hear the positive comments each one would make about my classroom. Even through there were suggestions on how to improve certain areas, these suggestions came with the positive reinforcement each one gave me.
 * "Develop, share, and invite open information. Create information systems that cycle throughout the school community" (pg. 51)
 * Sarah's Anecdote: //The reaction of the audience depends greatly on the mode of presentation. In the classroom I use a microphone to speak, a whiteboard, a SMART board and various other means of technology to engage my students in learning. My students learn better when the information I am teaching them is presented from different perspectives. Our principal also knows the value of share information in various formats. She has worked hard to facilitate and make our school a Professional Learning Community. Our communication levels as a school have improved greatly as a result.//

10. **__Facilitating Meetings__**
 * #11 Convene and sustain the conversations about teaching, learning, and leading (pg. 51)
 * Facilitate communication among participants about the shared vision of the school; continually create, reinterpret, and deepedn indicators of progress twoard that vision (pg. 51)
 * Jeremiah's Anecdote:
 * Again with my dept chair (a great leader by the way). Since he's a big union guy he knows how important every minute is and does not waste time. He's very efficient in meetings. He let's everyone be heard, but is also careful to not let the focus drift from the agenda if time is short. And when the meeting is done, it is done. I like that.

11. **__Coaching__**
 * Facilitates effective dialogue/promotes collaboration (pg. 35 Figure 4.1)

12. **__Being Creative__**
 * "Create goals and plans of action for student learning" (pg. 52)
 * Daniel's Anecdote: //With the massive growth our district experienced, our district was forced to create a growth committee. Our administration assembled a group selecting one person from each profession/teams. The unique perspective of each allowed a short and long term plan to be developed to insure the needs of students would be priority.//