Leadership Secrets Of Santa Clause

The Leadership Secrets of Santa Claus Leadership Seminar Series

Using the secrets from the WALK THE TALK Company's series of leadership books, the Leadership Team of the school will be engaged in conversation and professional development throughout the year utilizing The Leadership Secrets of Santa Claus as a guide. The following calendar will be used to pace the training over the course of one school year.

August Ð'- Introduction and Chapter 1: Building a Wonderful Workshop

This introduction to the leadership seminars would take place in a leadership retreat prior to the start of school with the entire Leadership Team (i.e., administration, counselors, department chairs / team leaders).

This section would focus on defining the mission and goals of the school, and encouraging the active use of this mission in school activities. There would be an uncompromising focus on the mission.

o ActivityÐ'--The school mission will be posted around the school. It will be part of who we are as a school. Teachers should talk about it to students and connect it to lessons when appropriate. All staff members will include the mission of the school in email signatures and on the school letterhead.

Everyone would know what values are important to the campus. These are what guide the organization Ð'- what we stand for.

o ActivityÐ'--A brainstorm of values will be recorded. These values should match our mission. If there is a misalignment, the school mission may need to be adjusted.

Reminding leaders that people are at the core of leadership.

o All leaders within the school need to take time to get to know department members/staff members. A personal connection must be made with each person because these people are at the core of the work. In order to remind all leaders of this task a small Santa will be passed out to each person to leave on their desk so that they can remember this important point from the Santa training seminar.

Self-evaluation and periodic feedback would be introduced in order to use these mechanisms throughout the school year Ð'- emphasizing the need to list en and respond to staff concerns.

o Activity--School leaders will brainstorm ways (polls, anonymous questionnaires, problem/analysis forms) to obtain staff feedback about school leadership on a school-wide level and on a department or team level. Specific ways will then be chosen and implemented for the beginning of the year.

September Ð'- Chapter 3: Make a List and Check it Twice

This session would be useful at this time because the school would be underway and some of the busyness of the start of school may have subsided. Some problem areas may have arisen that need to attended to at this time.

Planning your work and working your plan.

Taking the mission identified in the 1st session and breaking it into manageable goals.

o Task--We will begin refining the CIP from last year's analysis

Creating "buy in" from the staff (their departments) and helping people set individual and team goals.

Creating written action plans based on the goals that have been set. This provides focus and direction Ð'- who, what, when, where, how, why.

Plan for contingencies that may happen over the course of the school year Ð'- be mindful.

Begin to work the plan Ð'- avoid the paralysis of analysis. Set benchmark goals and timelines.

Make the most of the resources you have (people and things).

o Activity--Goal Setting Theory will be discussed. Importance will be placed on the four conditions of goal setting: specificity, offering a challenge, attainability, and commitment. Leaders will take this back to their department/teams and come up with goals for the year. These will be presented at the next faculty meeting.

October Ð'- Chapter 4: Listen to the Elves

This would be helpful at this time of the year because it is typically a time when teacher morale is low due to the routine nature of everyday school Ð'- no breaks!

Helping the leadership team realize that they are not the only experts on campus.

Be aware of the perceptions of the staff, and gather input from the staff about areas that need attention Ð'- the informal organization.

Walk a mile in their shoes. Show that you understand their concerns and ask how you can help themÐ'... then do the ones you can!

o ActivityÐ'--Job swap. Each teacher will choose a partner to swap jobs with for one hour. The teacher s will provide plans for each other and then use PLC time to talk about what it was like to "walk a mile" in the other person's shoes.

November Ð'- Chapter 7: Find Out Who is Naughty and Nice

Now that three months of the year have gone by, gathering input about teachers who may need assistance in the classroom is critical. Beyond administer walk-throughs, all members of the leadership need to be aware of how to address areas of concern.

Being consistent will all of the expectations with all of the staff.

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