This is a program for high-level central office leaders who supervise principals both directly and indirectly. The success of how well central office administrators work with principals as well as how they do so with each other largely impacts the implementation of district initiatives. Participants focus deeply on analyzing leadership struggles, designing effective supports, and managing the inherent tension that exists between the district and its schools.

This virtual five-session, eight-hour program led by RBT consultant Pia Durkin will review and analyze complex leadership issues from the lens of both central office and school leaders. Strategies, tools, and frameworks will be shared to help transform the leadership work of others as well as strengthen one's individual practice to have a deeper and wider impact with those they lead.

Session 1: The "How, Where, and Why" of Leadership Struggles (2 hrs.)

We readily cite effective leadership when we "see" it, but often come up short when we need to identify the specific areas where leaders are struggling. Using the Will and Skill Leadership Framework to balance the set of dynamic tensions that leaders face on an ongoing basis, participants will diagnose and design strategies to address the reasons for mediocre leadership performance. Such actions will deepen and expand the leader's tool kit in supporting those they supervise to become more effective with those they lead.

Session 3: Framing, Delivering, and Receiving the Right Feedback (2 hrs.)

Unpacking the elements of feedback makes hearing, understanding, and responding to feedback challenging. Participants will distinguish between different types of feedback, set criteria for constructive feedback, explore how to optimize the use of feedback to change practice, and learn ways to avoid minefields. Guidelines for delivering and receiving difficult feedback to individuals and teams will be discussed within the context of nurturing a positive work environment.

Session 5: Managing Conflict as Leaders (2 hrs.)

Dealing with conflict and toxicity is embedded within every leader's job and is generally part of the change needed to accelerate district and school results. Using a four-stage model to dissect the underlying reasons for conflict, when and how to take it on, resolve issues, and practice effective repair strategies to sustain relationships, leaders will use these tools to balance leadership tensions and help others become more productive. Particular focus areas will include recognizing the higher standards set for leaders when dealing with conflict, approaches that work to keep emotions in check, and the consequences when leaders avoid taking on conflict.

Sessions 2 & 4: Facilitative Sessions (1hr.)

Part 8: Cambridge Teams: Reading Data

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