Rashida Young My Goals

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2 Rashida Young My Goals Self: I will lead my team authentically and effectively by giving timely feedback during our project debrief sessions. I will meet with each of my direct reports at the close of a project and list what went well and what can be improved for the following cycle. People: I want to inspire my team members to be their absolute best and take ownership and pride in their projects. I will do this by sharing out monthly in our team meetings the impact each of their current projects is having on team or organizational goals ("State of the Union" summary of our projects). Authorizing/ Capstone: Through my leadership and support, I will enable my team to develop an ELL oversight process for the DC Public Charter School Board. Our monitoring activities will be piloted for the school year and will help PCSB and schools track progress of ELL compliance and performance. DC PUBLIC CHARTER SCHOOL BOARD PAGE 2 DC PUBLIC CHARTER SCHOOL BOARD PAGE 2

3 Rashida Young Feedback on Goals I am looking for feedback on how to inspire people to feel pride in projects that are not sexy (e.g., compliance). How do I show my team members that certain tasks/ projects ultimately help students, even if the work seems so far removed. I am working with my team on setting school-level growth grows for ELL students in WIDA and PARCC, which will be incorporated into review reports. We have an ELL consultant and are reaching out to WIDA for their guidance. We also plan to engage schools. How do you balance getting school buy-in for accountability while setting the tone that we as the authorizer have ultimate say so in the final decision? DC PUBLIC CHARTER SCHOOL BOARD PAGE 3 DC PUBLIC CHARTER SCHOOL BOARD PAGE 3

4 Goals Self: For each initiative, identify underlying beliefs and values that make it important to me so that I can speak to it with passion. People: Political map for each project to better understand the needs and motivations of other to better sell ideas. Capstone: Lead Missouri Charter School Sponsors Network to be more purposeful in its work and have a greater impact in improving schools in Missouri

5 Feedback and Questions What are the most important things you did upon taking leadership of your office? Two of the other 3 finalists are on my team. I have asked them to share the vision they presented during their interview so that the whole team knows the vision of the other two finalists and I will then share my vision. What should I consider that might turn out differently than I intend?

6 Sean s Goals Self-Leadership Goal: To create a personal mission and vision for the next 5 and 10 years, and beyond that further leads to personal goal setting in authorizing and serving public education. Personal Leadership Goal: A plan of action to ensure I am directing more often than managing, and distributing energy efficiently. Authorizing/Capstone: Develop the transition plan to unify the school districts currently existing in New Orleans

7 Questions for Goals Making such a large leap into deciding my mission and vision for the next 5-10 years feels daunting. What can I include in my mission and vision to allow for flexibility? Feedback on managing energy: I am worried about dropping tasks that are time-sensitive in order to shift my energy more towards self-preservation and home life. How do I deal with the potential failures that result?

8 Lauren Iannuccilli Goals Overview SELF: I will affirm my personal leadership style to improve strategic communications and relationships at different levels. PEOPLE: I will effectively develop as a manager by building a team that is inspired, productive and committed to work-life balance. AUTHORIZING/CAPSTONE: I will research drivers of school quality, improvement and closure to inform development of a progressive intervention policy and tracking system. NACSA Leaders Program June

9 Questions/Areas for Feedback PEOPLE: I will be onboarding one current colleague and one new hire to my accountability team this summer. What has successful onboarding included in your offices, particularly around goal-setting and project planning? AUTHORIZING/CAPSTONE: The intervention policy will likely include Notices of Concern and Deficiency, additional documentation requests, meetings with Board and Leadership, and mid-cycle visits more formal and pop-in. What am I missing? What other interventions have you used/been successful, particularly before moving to consideration of revocation/nonrenewal? NACSA Leaders Program June

10 Overview of Goals Katie Poulos Self: I will establish my physical and mental health as a priority. People: I will build trust, facilitate relationships, and appeal to shared aspirations within the NM charter school operators and advocates community in order to inspire a shared vision and enable others to act. Authorizing/Capstone: I am working on developing an onboarding framework for my team and to be shared throughout the SEA.

11 Areas of Feedback What were the two best pieces of onboarding (one authorizing and one non-authorizing) you got from your authorizing office? What is the most effective method you have discovered for building trust and relationships with your charter school operator s community?

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13 OVERVIEW OF GOALS Self: Through the development of a human capital management plan for the New York State Education Department Charter School Office (NYSED CSO), I will be better able to mange my own priorities and leadership skills. People: Members of the NYSED CSO will develop a shared sense of mission, have clear expectations of their responsibilities, and will help scaffold the work of others on the NYSED CSO team through the creation of the human capital management plan. Authorizing/Capstone: Develop an onboarding document for the NYSED CSO that will incorporate a human capital management plan with job responsibilities and connections between staff and the work that outlines: 1. The current staffing model; 2. A staffing model needed to adequately address our shared goals and work; and 3. An ideal staffing model that will allow us to exceed our shared goals.

14 QUESTIONS I am developing areas of ownership for my staff but civil service rules prevent me from assigning responsibilities or roles too far from their titles. What if you don t have the right person in the right seat on the bus but you can t move their seat? 1 When you are developing staffing plans, what are key elements that you include? What s useful for yourself? What is useful for your team? What is useful for stakeholders outside your office (leadership, HR, grant writers, etc )? 1 Good to Great, James C. Collins

15 Goals Corey Self Goal Increase the quality time spent with my kids and family so that there is time allowed for us to be and hang in the moment. People goal [Specifically for my co-workers that will be working with me on the capstone project]. Create a vision of the project and demonstrate how it will positively benefit the work of the team members within their areas of responsibility at the Center. Capstone project Develop a comprehensive module designed to assist with the new school lifecycle (from application to operation) for charter public schools in Michigan. The module will target quality school operators not currently operating in Michigan and will include marketing materials that outline the benefits of partnering with Central Michigan University - an industry-leading authorizer.

16 Leadership Goals Carol Swann

17 Leadership Goals People Leadership I will secure funding to staff our authorizing office appropriately by engaging district leadership, presenting a rationale for a staffing model that is commensurate with a district of our size, and persuade the district to include it in the budget. Self Leadership I will step out of my comfort zone and meet with every school board member and interested stakeholders to listen to their vision for ensuring quality schools for Nashville s students, and also share my own vision. My capstone project will center on reviving and revising our original District-Charter Collaborative, with the desired outcome of elevating the collaborative to a new level with a group of committed stakeholders, charter leaders and district leaders who are invested in quality schools for all students.

18 Questions: My self leadership goal is to speak to all board members, particularly ones hostile to charters, about their specific visions for excellent schools, and also their objections to charters. The ones I need to speak with won t answer my s or phone calls what are your suggestions to get people who do not want to meet with you to the table? We have new district leadership taking over on July 1. With that in mind, what is the best way to engage the new leadership on budgeting appropriately for the charter office, and how would you approach the subject?

19 I M GOOD ENOUGH, I M SMART ENOUGH, AND DOGGONE IT, PEOPLE LIKE ME. Self: I will develop change management skills to improve my ability to drive projects toward completion and inspire a shared vision among project (and) team members. People: I will lead the development of a shared vision for the Ops and Finance teams for the next 18 months by the end of August, and sell that vision at least monthly thereafter. Authorizing/Capstone: I will publish a report sharing the lessons we ve learned from the evolution of finance and federal programs in the ASD for use by other authorizers, state education agencies, and policy makers considering state turnaround efforts 19

20 GO AHEAD, START WITH THE BAD NEWS. My authorizing goal is focused on documenting lessons learned internally, and sharing those and procedures or systems we ve developed with other authorizers (particularly turnaround authorizers). Do you have suggestions about how to capture the evolution of processes (I m not talking about documenting code in MS Visual Studio)? What do you do to ensure the use, regular review, and updating of core processes? 20

21 GOALS Self: Empathy I will become more empathetic by actively showing myself and others grace and acceptance. Group: I will motivate my work team towards a common goal to create greater productivity, a stronger sense of contribution, and teamwork. Capstone: Create a strategic plan for the division that aligns with the Department s overall vision and sets the division on a path towards long-term success.

22 QUESTIONS/FEEDBACK In all of the work related goals, there is a huge culture issue. The office has a noncommunicative, closed culture. How do you over come this? Want to start the strategy session with a values session and when I talked about this with my boss he said I should leave two people out because they do not have any charter values. How do I foster a more collaborative atmosphere that feels less top-down? How specific does this need to be? How do we ensure that it is viable long-term and lives on beyond me.