From 0 80 getting buy in from staff-simple k-12
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Joseph Sanfelippo is the Superintendent of Fall Creek Schools in Wisconsin. He has experience as an elementary principal, counselor, and teacher. His research focused on change theory and implementing programming successfully in schools. He discusses how to create a culture where change is embraced, why initiatives often fail, and the steps needed to get staff buy-in for initiatives. These include creating a culture of trust, establishing the reasons for change, and fully committing to the initiative.
From 0 80 getting buy in from staff-simple k-12
- 1. From 0-80…Getting Buy In from Staff Joseph Sanfelippo, PhD Superintendent, Fall Creek Schools Fall Creek, Wisconsin
- 2. Who’s on the other side of the screen?!?! I am currently the Superintendent in Fall Creek, Wisconsin. Prior to coming to Fall Creek I was an Elementary Principal, Elementary Counselor, and taught grades 2 and 5. • BS in Elementary and Early Childhood Education • MA in Educational Psychology • MA in Educational Leadership • PhD in Leadership, Learning, and Service My research focus was on change theory and the successful steps to positive implementation of programming in Elementary Schools. I married a Supermodel and have 3 wonderful kids…all Crickets!
- 3. Critical Questions • How do we set up a culture where change is embraced? • Why do Initiatives Fail? • What steps do schools need to take to get the desired buy in from staff?
- 8. Toxic
- 9. Floating
- 10. Growth
- 11. Why Do Initiatives Fail? Too Many Floating Leadership Void
- 12. Too Many Overwhelming Don’t Believe in Direction Staff Survey last year Retrieved from bleachernation.com
- 13. Floating Culture No anchor to the process Lack of value Retrieved from visualfunhouse.com New after New after New…
- 14. Leadership Void Void of Presence Void of Vision Retrieved from leaderphrase.com Void of Knowledge
- 15. Do you know these people? Schlechty Hatch Rogers Trailblazers Pilots Innovators Pioneers Passengers Early Adopters Settlers Prisoners Early Majority Stay-at-Homes Hijackers Late Majority Saboteurs Laggards
- 16. The impact on each other… Stay at Trailblazers Pioneers Settlers Saboteurs Homes
- 17. Trailblazers Saboteurs Pioneers Settlers Stay at Homes
- 18. Steps for Buy In Create a Create the Commit to Culture of Why the Initiative Trust
- 19. Create the Why
- 20. Commit to the Initiative Retrieved from kerryfitandfabafter40.com
- 24. Critical Questions • How do we set up a culture where change is embraced? • Why do Initiatives Fail? • What steps do schools need to take to get the desired buy in from staff?
- 26. Contact Information • Twitter @joesanfelippofc • Email joesanfelippo@fallcreek.k12.wi.us • Blog: http://www.fcsuperintendent.blogspot.com/
Editor's Notes
- #5: This is your staff.Some people LOVE new initiativesSome people HATE new initiativesSome are scared, excited, happy, resistant…have to acknowledge all as individualsThe trick is to get them to work together, understand each other and grow
- #6: This is a MONUMENTAL task!!!80 out of 100 people in your organization to buy into what you are selling is crazy if you think about itMy HouseTo get 4 out of 5 people to agree on anything that happens in our house is out of boundsDinners are tough enough…but don’t even get me going on vacations or projects in the houseWe have 2 boys whose sole responsibility is to make sure the other one does not get his wayWe have 1 6 year old whose sole responsibility is to make sure she gets her waySchools are like familiesHistorically a certain few has made the decisions for the masses…staff and kids are the same in that they do the initiative because they…
- #7: This is where acceptance has to go away and buy in has to start…Creating an environment where staff WANT TO engage is critical to buy in process
- #8: °Õ´Ç³æ¾±³¦â€¦F±ô´Ç²¹³Ù¾±²Ô²µâ€¦G°ù´Ç·É³Ù³ó
- #9: Toxic culture clearly is bad. People are fighting, no cohesive unit, and we create silos or closed doorsOnly positive thing about Toxic culture is that everyone knows it’s toxic. Therefore you can IDENTIFY the issue and work on it
- #10: Floating Culture is much harder to changeWe’re doing alright.Good is the Enemy of Great…Jim CollinsEnvironment hinges on EventsVery reactive…This happened so we need to make a change. This happens a lot with policy. A student did this so we have to change our whole policy to make sure this child doesn’t do this again…not looking at the masses
- #11: Clearly this is where we want to live…Seeking ImprovementRisk TakingIf at first you don’t succeed…Except in school…then just take the 70% and move on to the next task. What?!?!?!?!Growth Mindset-Carol DweckFailure is OKAdministrators have to make staff feel like it’s ok to fail so they can model to students that it’s ok to fail. Failure of task is not failure overall---change the mindset
- #13: Overwhelming—Everyone has a lot on their plate…no getting rid of that…the rub is priority. The amount is not going to change, but if the priority changes you can get throughDon’t believe in Direction-We’ve done this before and it didn’t work. Could have been based on leadership, resource, time…whatever, but they have already decided they are not going to do it.Staff Survey Name all of the things on your plate 20,15,12,8…no one had TEACHING higher than 6 on their list. It should always be first
- #14: At the mercy of the seaReactiveShiny New Toy syndromeLook PLCs!Look Whole Language!Look Running Records!Look Thematic Units!Look Mobile Technology!!Get your staff into groups and discuss all the initiatives they have gone through since their time in your district…unless you have been there for awhile because that could just get depressing!! Ha!
- #15: Where there is NO leader, one will emergeHow do you as a leader feel about that? Do you want to get the message across or do you want to have it put out there for you
- #16: These are the people in your organization All organizations have them and people float from area to area based on initiative
- #17: Just take Schlechty’s work
- #18: My research found that the impact of these groups on each other was very interesting.Trailblazers vs SaboteursImpact only on the groups next to you.Naysayers vs. Antagonists-important to your groups because they give you balance Naysayers don’t like the initiative Antagonists will argue to argue
- #20: Why are you here?Why is it important?Relate it to your culture---how do you build from there?
- #21: The more YOU talk about the initiative, the less you will get through to your people.Professional Growth Model GroupGrowth group Define what quality instruction looks like Have them bring it to the staff Have them review growth goals Create a culture of trust within them as a staff Give the initiative to them and let it grow…you become the facilitator…ask great questions
- #22: Sneetches Theory
- #23: However you create your groups these factors come into play
- #24: Everyone has a role…therefore they have ownership. Everyone’s role will not be the same, but they have a role in the process. If you stack your committees or don’t allow the naysayers to have their opinion the initiative will slow…when it slows it has the potential to stop…there are no NEUTRAL starts…if you have to start over, it is a NEW initiative even if it’s the same process.