A Team Plan and Stragties on How to Improve at Fernwood

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The key issues are to gauge how well the team communicates, aligns around top CIWP priorities, creates short term and long-term plans, and holds themselves accountable to deliver the results. At Fernwood we know this, but know that the team lacks the skills to make sure these issues are addressed on an ongoing basis. We can refer to these skills as the “soft issues” because we don’t see how they are measurable or quantifiable and therefore don’t believe they are as important to performance as more typical indicators of success. Yet research shows clearly that these skills and disciplines are the biggest levers that enable high performance teams close the performance gap. The team rarely tracks performance against the CIWP strategic priorities because they have not been given the necessary tools that this work doable. From an administrative standpoint, the principal may or may not know how a team is progressing, and lot may get lost translation due to poor communication and follow-through. Performance issues are invisible to the leader, in part because there’s no mechanism for monitoring the progress of the team. Finally, the lack of strategy fosters a culture of underperformance for this team.
The leader must start by accepting that your people are his business. More than a strategy, people are the key to your success. To transform the school, he has to plan to transform people. The principal must develop a plan to get people to work together in a powerful way, taking personal responsibility for their own performance, as well as that of the overall vision, will generate measurable improvement every time. The secret lies in making sure that everyone on the team, including the principal, has the right attitude and is taking the ...

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...se emotions. Is work/life balance important? What is a “normal” work week? The leader must remember that others are watching his reactions and he is modeling the behavior which can set the tone for his tenure of leadership as well as the tone for the organization.

Here are the building blocks for the next six months: a prescription for Fernwood’s success.
1. Top priorities are identified and tracked on a regular basis
2. Achieving these priorities, year after year, contributes measurably to multi-year growth,
3. Communication and follow through is guaranteed,
4. Leadership has a simple system for tracking performance and making course corrections, and
5. Individual and team focus on the delivery of the vital few automatically generates a performance culture.
6. Maintain personal equilibrium and model balanced behavior throughout. This work is not an easy task!

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