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  1. 1. LUDA Fall Conference October 2018 Glenn W. “Max” McGee maxmcgee@hyasearch.com 224.234.6129 @glennmaxmcgee www.glennmaxmcgee.com “Recruiting, Developing, and Retaining Great Educational Leaders”
  2. 2. “You can’t have a great company without great leadership. They create the right environment and the kind of culture where people are able to do more than they think they can.” - Lee Cockerell (A former Disney executive VP (for 16 years) who led a team of 40,000 employees and was responsible for operations at 20 resort hotels, four theme parks, and two water parks, among other things.)
  3. 3. Holding Out for A Hero
  4. 4. Trends we are seeing at HYA • Teachers are reluctant to become administrators because of both dollar-per-day pay and “teacher leader” opportunities • High school principals are more valuable and more difficult to recruit than district office administrators • Assistant principals are the primary source of new principals and are more eager and ready to move than principals • Principals tend to stay put unless: • Their school boards are fickle • They are not “supported” when conflicts with parents arise • Superintendent departs • Highly attractive incentives are available
  5. 5. Application issues we are seeing at HYA • Cover letters and resumes are focused on processes and responsibilities NOT results and work products. • Cover letters and resumes do not reflect what the individual can contribute to the district but rather what they contributed to their former employer. • Over emphasizing numbers and under emphasizing narrative. • Canned or minimal responses to questions you know you will get (why here and why now; first 100 days; weaknesses) “How do you develop new leaders in your organization?” Here Cockerell says the depth of their response is what mattered. “People who do it well can talk about it all day. People who don’t answer this question in 10 seconds.”
  6. 6. Keys to Recruiting Terrific Leaders •Organizational Culture •Partnerships with providers •Grow your own •Teach classes •Incentive packages •Keep an eye out for “transitions”
  7. 7. We are safe, we belong, and we are connected We are share vulnerability and collaborate We have a shared purpose “At Disney, we believe everything’s important,” Cockerell says. “Every detail. We don’t want any paper on the ground. We’re fanatical about–you don’t have to be happy to work at Disney, but you do have to act happy for eight hours. Because we’re putting on a show.”
  8. 8. Helpful Hints for Developing Outstanding Leaders •Shared experiences •Ongoing Training •Asset based evaluation •Connect with a team •Engaged mentor and/or coach
  9. 9. • Part of the philosophy at Disney is that "people remember people." • The Disney training process is a comprehensive strategy designed to promote and reinforce company values, history and operating philosophies, Williford said. "Training is more critical to desired behaviors and outcomes than most companies ever imagine," he said. • "We spend a lot of time training and immersing trainees into the culture," Williford said. "There are six full weeks of training before a new cast member even sees a guest.”
  10. 10. Retaining Great Leaders “When the water hole starts drying up, the animals around it start to look at each other rather differently.” • Your presence and gift of time • Appreciation and respect from you, the board, and the community • Autonomy and balance • Being trusting and trustworthy • Protection and cover when under fire • Communicate, communicate, communicate
  11. 11. “A change in trust in management of just one-third of a standard deviation [~10%] has the same life satisfaction effect as a 31% change in income,” or as Covey, Link, & Merrill summarize : “A 10% increase in trust has the same effect as a 30% increase in pay. ” With the financial challenges facing school districts in every state across the country, investing in trust makes sound financial sense and is likely to increase teacher retention rate and be a competitive advantage for recruitment. Helliwell, John F. and Huang, Haifant (2008) “Well-being and trust in the workplace” NATIONAL BUREAU OF ECONOMIC RESEARCH 1050 Massachusetts Avenue Cambridge, MA. NBER WORKING PAPER 14589 http://www.nber.org/papers/w14589 Investing in a culture of trust
  12. 12. Low Trust Taxes v. High Trust Dividends • Low Trust • Bureaucracy • Politics • Disengagement • Turnover • Churn • High Trust • Improved outcomes • Innovation • Collaboration • Execution • Loyalty
  13. 13. Cockerell created a weekly newspaper for employees called The Main Street Diary. He published it every Friday night and sent it out electronically. It featured things like coming events, what the company was working on, and acknowledged employees who’d done something particularly well. “What we have here … “In most businesses, you’ll hear people complain that they don’t know what’s going on …”
  14. 14. "Organizations are concerned about engagement, so engage people on an emotional level. If employees have made that emotional connection to your organization, engagement will rise.” A final “magical” morning memory
  15. 15. A final thought for: We will be successful recruiting, developing, and retaining the leader our kids need and deserve to the extent we create schools and distircts that are an engaging, emotional experience grounded in shared purpose, meaningful emotion, and abundant joy.