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1、NEW SUPERINTENDENT TRANSITION TOOLKITTABLE OF CONTENTS3/INTRODUCTION4/ATTRIBUTES OF AN EFFECTIVE SUPERINTENDENT 5/LISTEN:UNDERSTAND THE COMMUNITY7/ENGAGE:USE DATA TO INFORM AN ENTRY PLAN8/LEAD:COLLABORATE AND BUILDCONSENSUS10/LEARN:FIND RESOURCES AND SUPPORT11/SOURCES12/ABOUT HANOVER RESEARCH 2023 H
2、anover ResearchK12WP03232The daily demands of K12 superintendents have never been easy,but after three years of tumultuous crisis management,many district leaders reached their limit.In fact,49%of district leaders left their jobs between March 2020 and September 2022 across the 500 largest U.S.schoo
3、l districts.With their departures,new leaders are stepping in and will continue to grapple with many of the same challenges as their predecessors,including the strains of pandemic recovery,staffing shortages,student mental health and safety concerns,budget planning,and political polarization.Incomin
4、g superintendents whether veterans of the profession or new to the role entirely must be ready on day one to use creative strategies to connect,collaborate,and lead in a high-pressure environment.With so many competing challenges to manage at the onset of their tenure,careful transition preparation
5、is more important than ever.Thoughtful entry planning is critical for new superintendents,but if its not informed by research-based best practices,it may not be as effective in securing stakeholder confidence and buy-in.This toolkit provides resources and guidance that newly hired leaders can deploy
6、 in their first 100 days to build positive relationships,use data to inform planning,and craft a common vision for moving the district forward.INTRODUCTION 2023 Hanover ResearchK12WP03233ATTRIBUTES OF AN EFFECTIVE SUPERINTENDENTAt a time of unprecedented challenges,its useful to examine what makes f
7、or a successful and effective district leader.As the“face”of the district,a superintendent is considered responsible for both the successes and failures of the organization.The role of a superintendent is broad and requires an exceptional skill set in order to work well with people from different in
8、terest groups,both inside and outside the district.The most effective superintendents tend to have these key attributes in common:Acts as an instructional leaderThe superintendent commits to ensuring that students learn and achieve at high levels.They understand best practices for maximizing student
9、 achievement and supporting teachers.Has a clear vision for the districtThe superintendent works with the school board to set the vision,goals,and objectives for the district and then implements actions and programs to achieve them.Practices good managementThe superintendent directs other district l
10、eaders and school-level administrators and staff to accomplish the districts goals,monitors systemic progress,and evaluates systemic performance relative to goals.Communicates effectivelyThe superintendent makes a concerted effort to communicate the needs and accomplishments of the district in a var
11、iety of formats(e.g.,written reports,public meetings,attendance at schoolevents).Fulfills commitments and takes risksThe superintendent sets a bold agenda to achieve the vision,goals,and objectives articulated by the school board and makes responsible but ambitious decisions about programs and syste
12、mic actions.Listens to school community membersThe superintendent solicits feedback from and thoughtfully considers differing viewpoints of various constituencies(e.g.,families,staff)and then makes the best decision in line with school board policies.Remains nimbleThe superintendent manages the poli
13、tics of the job as they adapt to new board members,shifts in state funding,and changes in the school community all while not sacrificing the districts vision.The superintendent takes a collaborative approach rather than a confrontational one.Stepping into a new leadership role?Watch our webinar,Maxi
14、mizing the First 100 Days:Incoming Superintendent Support,for best practices from other leaders.2023 Hanover ResearchK12WP03234DOWNLOAD THE RECORDINGLISTEN:UNDERSTAND THE COMMUNITYThe top priority in the first 100 days of any new superintendent should be listening to the community and learning about
15、 their needs and concerns.Before pursuing any initiatives,a new leader should get to know district community members and find out what matters most to them.This can be done through any combination of listening sessions,town halls,informal gatherings,surveys,interviews,and focus groups.BEST PRACTICES
16、 FOR COMMUNITYEXPLORATION Ask Questions y Conduct a listening tour with board members,the district leadership team,principals,teachers,staff,parents and caregivers,and students.y Include union representatives,the Parent Teacher Association,business and community leaders,and staff from all levels of
17、thedistrict.Encourage Open Communication y Create processes for soliciting both anonymous and identifiedfeedback.y Be visible and accessible throughout the district so people know you are present and approachable.y Invest in your senior team and make personal connections with them before pursuing an
18、ychanges.The top priority in the first 100 days of any new superintendent should be listening to the community and learning about their needs and concerns.2023 Hanover ResearchK12WP03235COMMUNITY QUESTIONSTo start building trust and rapport with others,its critical to know what questions to ask and
19、what to do with the responses.The following process can help guide successful initial interactions with the districtcommunity.2.Analyze the responses:Capture what you are hearing and begin to organize the information intocategories.Look for patterns,commonalities,anddifferences.Go back and ask more
20、questions to test if you understand messagescorrectly.3.Communicate what you heard:Share out a summary or infographic of the themes you heard in the listeningsessions.Illustrate how you will begin to apply this information by identifying the nextsteps.1.Ask various groups the following questions:Wha
21、t should I know about our districts community?What should I know about the districts schools?What is working well and should be sustained?What needs attention and could be improved?LISTEN:EXPLORE THE COMMUNITY 2023 Hanover ResearchK12WP03236ENGAGE:USE DATA TO INFORM AN ENTRY PLANIn addition to a lis
22、tening tour,its important to collect and evaluate as much quantitative and qualitative data as you can to confirm what issues to prioritize.Clear priorities are the foundation of a strong entry plan.Start by examining critical documents such as strategic plans,executive reports,school board meeting
23、minutes,facility plans,policies and procedures,and operating budgets.Then delve into additional sources of district information such as achievement data,demographic data,and survey results.BEST PRACTICES FOR ENTRY PLANNINGReach out early to key community members such as school board members to share
24、 your ideas for an entry plan and get initial feedback to ensure that it will address all stakeholderneeds.Include activities in your plan that reflect your communitys values andtraditions.Share the entry plan widely using multiple communication channels(such as meetings,websites,social media,and pr
25、int media)to build trust and transparency withcommunity members.DATA COLLECTION CHECKLISTCollect and begin to analyze district data from the following primary categories.1.Gather data from each of these categoriesDemographicsHigh school-specific data Student indicatorsPostsecondary education outcome
26、sNational and state assessmentsCareer and technical educationEarly warning indicatorsStaffingEducator preparationFinance2.Evaluate the data by looking atLongitudinal growth or declineYear-over-year trendsTrends within subgroups ordemographicsGaps among subgroups ordemographicsProgress toward pre-det
27、ermined goalsVariance in data 2023 Hanover ResearchK12WP03237LEAD:COLLABORATE AND BUILD CONSENSUSPreparing to lead in times of pressure is never easy.In the last few years,school safety concerns along with political controversy and contentious debates in K-12 districts have skyrocketed.In a fall 202
28、2 survey by the Center on Reinventing Public Education,51%of district leaders reported that political polarization around LGBTQ+issues,critical race theory,and COVID-19 interfered with their ability to educate students.In this environment,newly hired superintendents have a small window of time to se
29、t expectations,prioritize needs,form coalitions,and establish common goals,all while managing day-to-day operations.Its impossible to tackle every problem or please everyone,but superintendents can be strategic in how they partner with the community,manage difficult conversations,and build consensus
30、.BEST PRACTICES FOR LEADING IN TIMES OF PRESSURESet Clear Expectations y Develop team norms with various groups to establish guidelines for how group members will interact and communicate.Norms clarify expected behaviors and result in more effective decision making.y Model positive leadership skills
31、 for others such as listening,showing respect,open-mindedness,self-awareness,and clear communication.y Use data and research to back up your recommendations anddecisions.Navigate Conflict y Embrace conflict as a natural aspect of group interaction and look for ways to turn difficult conversations in
32、to meaningful and productive dialogue.y Find common ground and bridge differences by appealing to shared values.y Adopt a code of civility with your school board to ensure respectful,productive meetings.Communicate Transparently y Be honest with all stakeholder groups.Provide facts and share persona
33、l stories but avoid speculation or promises you cant keep.y Determine a regular frequency for communicating updates to stakeholder groups and reinforce those messages across multiple channels.y Allocate your time with board members equally and distribute information to all membersequally.2023 Hanove
34、r ResearchK12WP03238CONSENSUS-BUILDING STEPSNow more than ever,superintendents must be skilled in managing tensions between individuals or groups with competing beliefs or ideas.Consensus-building is a process that involves pooling opinions,listening,and discussing ideas and differences.The end goal
35、 is not to force a unanimous view or vote,but to reach a common agreement that everyone can understand.Follow these steps and answer these questions for a consistent approach to working through differing viewpoints.Introduce the issueHave we gathered and shared all relevant information?Clarify the i
36、ssue and contextDo we have enough information to make a decision?Is this the right time and place?Synthesize a proposalHave we tried to incorporate allviewpoints?Explore the issueHave we looked at ideas and possible solutions,noting areas of agreement and disagreement?Discuss and amendHave we identi
37、fied and requested friendly amendments?Have we identified any unfriendly amendments or potential blocks?Test for consensusBefore asking for agreement,did we ask if there are any stand-asides or blocks to the decision?Foster a constructive partnership with your school board by downloading Hanovers re
38、search brief,Effective Superintendent and School Board Collaboration.LEAD:COLLABORATE AND BUILD CONSENSUS 2023 Hanover ResearchK12WP03239GET THE BRIEFLEARN:FIND RESOURCES AND SUPPORTHanover Research has a wealth of online resources to support new and experienced superintendents,including the followi
39、ng reports and toolkits.y Board Relations Diagnostic InstrumentA survey to assess board performance,governance,and communications y 2023 Trends in K12 EducationA guide to this years top five trends ineducation y The How and Why of a Positive SchoolClimateTips for fostering a positive school climate
40、that benefits everyone y Making Strides in Your Districts EquityJourneyTips for making DEI progress even amidcontroversy y District Leaders Guide for Developing a K-12 Professional Learning PlanGuidance for fostering teacher and staff professional growth.Looking for ideas and support from other supe
41、rintendents?Join our monthly Superintendents Leadership Councils series to hear leaders share their experiences and practices,cohosted with the Michigan Association of Superintendents&Administrators(MASA),Texas Association of School Administrators(TASA),and Washington Association of School Administr
42、ators(WASA).TEXAS ASSOCIATION OFSCHOOL ADMINISTRATORS 2023 Hanover ResearchK12WP032310JOIN USMorton,N.and Valley,J.“Who Wants to Lead Americas School Districts?Anyone?Anyone?”Hechinger Report,January 16,2022.https:/hechingerreport.org/who-wants-to-lead-americas-school-districts-anyone-anyone-superin
43、tendent-search-is-just-beginning/Schools and Staffing Survey,Districts.National Center for Education Statistics.https:/nces.ed.gov/datalab/powerstats/58-schools-and-staffing-survey-districts-2011-12Heim,J.and Strauss,V.“As difficult school year ends,school superintendents are opting out.”Washington
44、Post,June 20,2021.https:/ Makes a Great Superintendent?”GreatSchools,April 2,2015.https:/www.greatschools.org/gk/articles/what-makes-a-great-superintendent/“New Superintendent Guide.”Hanover Research.2021.“Solidifying a Leadership Approach and Establishing Partnerships with School Board Members.”Han
45、over Research,December 2021.“Effective Superintendent and School Board Collaboration.”Hanover Research,2021.https:/ Planning Toolkit.”Hanover Research,2021.Diliberti,M.and Schwartz,H.“District Leaders Concerns About Mental Health and Political Polarization in Schools.”RAND Corporation,2022.https:/ww
46、w.rand.org/pubs/research_reports/RRA956-8.html The Superintendent Research Project Data Analysis.ILO Group,December 2022.https:/ Jochim,A.,Diliberti,M.,Schwartz,H.,Destler,K.,Hill,P.“Navigating Political Tensions Over Schooling:Findings from the Fall 2022 American School District Panel Survey.”The C
47、enter on Reinventing Public Education,January 2023.https:/crpe.org/wp-content/uploads/ASDP-_Navigating-Political-Brief_v6.pdfSOURCE LIST 2023 Hanover ResearchK12WP032311OUR K-12 EDUCATION SOLUTIONSDISTRICT OPERATIONSDetermine the true effectiveness of your district operations and identify opportunit
48、ies to improve.SCHOOL CLIMATEFoster a positive learning community by identifying and closing opportunity gaps.STRATEGIC PLANNINGBuild your strategic plan to achieve organizational alignment,engage stakeholders,and address improvement areas.STUDENT SUCCESSIdentify areas for improvement in your distri
49、ct to help all students feel supported.PROGRAM EVALUATIONEvaluate performance,measure outcomes,and determine ROI to make evidence-based investments in the highest-performing programs.TEACHER ENGAGEMENTAttract,engage,and retain staff with targeted professional learning opportunities.OPERATIONS&FINANC
50、EComprehensive insights to run an efficient,financially sustainable institution.Hanover guides K-12 leaders in tackling academic and administrative challenges to ensure that students,parents,and staff have the tools they need to ensure all students succeed.OUR BENEFITSDEDICATEDExclusive account and
51、research teams ensure strategic partnership EXPERT200+analysts with advanced multiple methodology research expertisePh.D.M.B.A.M.Ed.M.Phil.M.P.H.M.S.M.A.J.D.B.A.B.S.Ongoing custom research agenda adapts with organizations needsFLEXIBLEEFFICIENTAnnual,fixed-fee model shares costs and benefitsOTHERPROVIDERSFEES#OF PROJECTSLEARN MORE: HANOVER RESEARCH 2023 Hanover ResearchK12WP032312LINKEDIN.COM/COMPANY/HANOVER-RESEARCHABOUT HANOVER RESEARCHHeadquarters4401 Wilson Boulevard 9th FloorArlington,VA 22203