Embracing Growth: Partnership and Confidence in HOS Evaluation and Leadership Growth

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1 CAIS Trustee/ School Head Conference Embracing Growth: Partnership and Confidence in HOS Evaluation and Leadership Growth Presented By: Travis Brownley/Head of School; Rona Gomel Ashe/Trustee Danielle Vidal/Founder Vidal Leadership Coaching, LLC

2 Philosophy and Inspiration Travis The fullness of leadership Rona Taking different views of the HOS Danielle The best leaders welcome growth 2

3 Leadership Evaluation: Discovering The Truth When we make progress and get better at something, it is inherently motivating. In order for people to make progress, they have to get feedback and information on how they're doing. - Daniel Pink, author Many receive advice, only the wise profit from it. - Harper Lee, author 3

4 A Quick Snapshot of the Process Current practice by NAIS board survey MA decided there was room for enhancement providing Precise alignment to board/hos goals Enhanced objectivity with a third party Greater involvement administrative team Current MA process - Annual Trustee and Direct Report Survey, Annual HOS interview, Tri-Annual Direct Report Interviews 4

5 Leadership Evaluation: Embrace It Embrace the opportunity: a chance for insight, knowledge and growth Research shows benefits: Many research papers and articles on the value of being open to feedback and the benefits of its learnings Growth mindset: Aspirational leaders live it and model it 5

6 Leadership Evaluation: A Brief History Leadership assessment/evaluation can be traced back to Ancient China and Greece Early 20th century when tools used by Organizational Development Professionals, Industrial/Organizational and Clinical Psychologists began to develop 6 Wide range of tools and approaches categorized as: cognitive tests, personality tests, multisource feedback and assessment centers/simulations Allowed a depth of understanding hard to attain in other ways that leads to positive growth and change

7 Head of School Evaluation One of the major ways a board supports the head is to conduct a fair, written evaluation of the head s performance every year. - NAIS Trustee Handbook, 9th Edition During a time when many independent schools are getting serious about embracing data and using it to bring about transformational change, NAIS is on a serious journey to transform the way we work with data to support schools and to help them evolve. - Cheryl Pruce, Senior Research Analyst, NAIS 7

8 HOS Evaluation: A necessary and useful reality Professional development is a hot topic To be able to develop people successfully (aka your HOS) you have to know what does and does not need development It s good governance and good board management which equals effective risk management 8

9 Leadership Evaluation Coaching is mostly about getting to the truth, but what makes it powerful is its assumption that the recipients of uncomfortable truths can and will change. Coaching never misleads others about the consequences of their actions, choices, and relationships. Coaching is about discovering the whole truth, facing tough issues, and creating a liberating space for improvement. - Doug Riddle, Center for Creative Leadership 9

10 Real Talk: Relationship between HOS and Board A critical partnership where collaboration and transparent are essential Complexities abound including: Trustees are often parents or alumni Boundaries are important but tricky to define Openness from HOS: could it trigger the boards over-involvement? Positive partnering requires honest and intentional conversation 10

11 Leadership Evaluation: Discovering The Truth Outsiders often have an insight that an insider doesn't quite have. - Diane Abbott, British Shadow Home Secretary, First black woman to hold a seat in the House of Commons Courage starts with showing up and letting ourselves be seen. - Brené Brown, author/research professor 11

12 A Triad in Balance: The Board, HOS and Consultant The Dynamic Trio: The board holds the mission and trust of the school, the HOS is the expert on the school, the consultant is an expert on leadership evaluation The consultant encourages greater honesty and openness, is objective, impartial and not invested in any particular outcome also further supports a healthy board/trustee relationship The boards responsibility is governance, support and risk management and hire the consultant in service of everyone The HOS is responsible for leadership growth and development 12

13 Healthy Relationship Healthy relationships Effective information

14 Marin Academy: The story is in our mission Marin Academy asks every individual to think, question, and create in an environment of encouragement and compassion, and challenges each person to accept the responsibilities posed by education in a democratic society. - Marin Academy Mission Statement 14

15 Marin Academy: Our evaluation journey A commitment to good governance Robust evaluation process: Leadership growth and risk management Data driven process and inclusive of Committee of Trustees, overall board and the HOS 15

16 Major Drivers DIRECT INPUTS Annual board survey INDIRECT INPUTS Routine parent and faculty climate surveys (annual or alternating years) Student surveys Annual direct report inputs Fundraising goals Admissions goals 16

17 The Marin Academy Evaluation Process: In 5 Steps L E A R N Step1: Lead Off Step2: Execute Step3: Analyze Step4: Results Step5: Next Steps 17

18 Lead Off Kick Off Meeting: All January/February timeframe Attendees: HOS, Head of Committee of Trustees, Head of Board, Consultant Aligned on objectives and goals for the evaluation Discussed data collection process Agreement upon interview and survey content 18

19 Execute Interview and Survey: Consultant Interview based on best practice leadership evaluation interview Construction of survey based upon HOS goals for the current school year Travis (Interview only, yearly) Full Administrative Team (Interview every 3 years, Survey yearly) Full Board of Trustees (Survey only, yearly) 19

20 Analyze Qualitative and Quantitative Analysis: Consultant Interview data (qualitative) Survey data (quantitative) Separate results compiled for Administrative Team and Board Year to year comparison of results 20

21 Results Presentation: Consultant to All Both Administrative Team and Board Interviews and Survey presented First Meeting: Danielle and Travis Second Meeting: Danielle and the Committee of Trustees and Board Head Third Meeting: Condensed presentation with Danielle and the Board of Trustees 21

22 Next Steps Board of Trustee results discussion Consultant and HOS not present Results inform the creation of HOS goals for the following year 22

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24 Learnings Benefits External, objective expert eye Consistency of process Administrative team has a voice Board and HOS collaborate and align Drawbacks Requires more organization to begin Cost of the process Considerations Compensation Staff not directly involved 24

25 25 Breakout Session Spend 10 min (five each) talking to a partner about one or two key takeaways you have from today as it relates to your school.

26 Real Questions? Real Answers! 26

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28 28 APPENDIX: Evaluation Process Best Practices

29 Step 1: Kick Off Best Practices 1. COT/Board Chair and Chair Elect 2. COT Talks to the board HOS Key stakeholder(s) (e.g., member of board of trustees) interview consultant 3. HOS interviews consultant 4. Hires consultant meets with key stakeholders, head of school and consultant 29

30 Step 2: Communication Best Practices 1. HOS drafts and sends process communication to administrative team (consultant can provide template) 2. Key stakeholders in board draft and send process communication to entire board (consultant can provide template) 3. Consultant then drafts and sends process communication to administrative team and board; gets key stakeholder on board and HOS approval before sending 30

31 Step 3: Data Gathering Best Practices 1. Consultant drafts interview guide and survey in alignment with HOS and board goals 2. Interview guide and survey reviewed and finalized by HOS and board 3. Consultant interviews HOS 4. Consultant interviews administrative team* 5. Consultant surveys administrative team 6. Consultant surveys board** *Interviews suggested every three years ** Board survey unique from administrative team survey 31

32 Step 4: Analysis Best Practices 1. Consultant analyzes the data 2. Consultant utilizes both qualitative and quantitative analysis 3. Consultant displays results in both graphic and written format 32

33 Step 5: Results Best Practices 1. Consultant presents qualitative and quantitative results to HOS first 2. Consultant presents same results to key stakeholders from board 3. Consultant presents condensed version with all key data points included to full board (HOS not present) 33