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Colleagues, Today is the third of four big ideas. On Friday we will put these ideas together. Big idea #3 In order to help people grow, we need to develop an accurate picture of their performance and their potential. Nine-box plots people along two axis, potential and performance.  High potential/high performing individuals require little feedback and will ask for help when they see a need to improve their performance.
Low potential/low performing individual require directive coaching and very specific feedback. They should be under formal review and are candidates for moving out of the organization. The people in the in the left middle and upper boxes are the people most capable of making dramatic improvements to organizational performance. They generally combine the room to grow with the capacity for growth. Focusing efforts on this group will yield the biggest growth. A valuable part of 9-box includes the discussions of leaders in assigning people to different boxes. As leaders have different values, perspectives, and information, making collaborative decisions about which box an individual fits into leads to a better understanding of what constitutes high or low performance or potential. These discussions also contribute to leaders’ abilities to help each of their people to continually improve. Do good and be well, Frederick
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Colleagues,
Today is the second of the four big ideas. On Friday we will put these ideas together. Big idea #2 In education we talk a lot about teacher observation. We talk so much about it, that the word doesn’t actually have a clear meaning. Observers can struggle to know exactly what they are looking for, and those being observed become nervous and hesitant. When we name the patterns of observation, we help bring clarity for both the observer and the observed. I’ve written this as it applies to teachers, but I think it also works for other fields, especially any in which the performance or process is critical to the final product. There are four types of observations. Each has a different purpose and focus, gathers different information (data), and calls for a different feedback:
If you’d like a copy of these in a more detailed table format, please let me know. Do good and be well, Frederick Colleagues, I try and keep each daily message focused and concise so that you can take something away and apply it immediately. This week, however, I am planting seeds. Not in my garden, but in you. I don’t think you will actually be able to act on each day’s content this week, but I do think it will invite you to reflect very deeply about how you improve your organization. Today through Thursday we will look at four big ideas. On Friday we will put those ideas together. Big idea #1 Without the proper structures, the important work of growing your people gets displaced by the urgent demands of the present moment. The most important job you have (helping your people to get better) becomes an afterthought and a victim to the tyranny of the urgent.
Structures help leaders focus and provide accountability. Building structures that support your ability to serve your people and help them grow are essential to organizational improvement.
Do good and be well, Frederick Colleagues,
Yesterday I suggested that there were four essential practices for strategic leadership, but if I had the power to snap my fingers and have every leader change only one thing about their practice, it would be this: Just do one 5-minute coaching session every day. That’s it. One. Five minutes. Three questions. Every day, find someone in your organization and ask them:
Don’t give any feedback, just ask the questions, listen, smile, say think you, and walk away. If I could snap my fingers, we would all do this for the next three weeks. Then we could talk about the next step. … SNAP! Do good and be well, Frederick Colleagues,
While working with a school leadership team, we had a discussion on what the essential elements of teaching are. Now, teaching is incredibly complex. However, what are the fundamental aspects of teaching that need to be executed every day in order to have a minimally viable outcome? This discussion got me thinking about the essential components of strategic leadership. My answer may be different next week, but today I think that four essential strategic leadership behaviors are:
What do you think? Are these the essential pieces? Can you follow through on them? Do good and be well, Frederick \ |
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