In what ways does the framework of meet and confer interface with student performance and district vision/purpose?

Meet and Confer is a valuable process. It allows for

• Crucial conversations
• Leading with courage
• Serving with due diligence
• Models transparency
• Starting with the why
• All stakeholders know purpose
• Links to mission, vision, beliefs, values
• Sets priorities
• Sustains credibility

The Socio Cognitive Leadership strategy that will assist me most as a leader when making decisions that enhance student learning will be a shared vision.  I have learned that a vision is not created through word smithing, it should reflect a clear and strong focus, with student learning as the chief priority for the school.  In order to enhance student learning, I want my staff and students to know where I stand, and that is with students as the priority of every decision I make.  I want to always keep at the forefront DuFour's guiding questions in my shared vision as I focus on student learning - What do we want students to learn?  How will we know they are learning?  How will we respond to the students who did not learn?  How will they respond if they already know it?

Getting Feedback (Meet & Confer)

How?

• Handbook Committee, Compensation Committee (fist to 5)
• Union Member on both committees
• Staff volunteers and the district chooses members from that pool
• The purpose was to develop a handbook and compensation together
• Surveys
• Listening sessions
• Recertified Union Reps

Feedback Input/Recommendation/Decide

• Shared Agenda / Minutes
• Voting
• Administration Decision
• All members of the committee are responsible for feedback
• Committees forward recommendations
• Decision is ultimately the School Board’s, but having board members on the committee increases transparency and credibility

Best Practice Showcase

• Facilitators (impartial) hired for listening sessions/meetings
• Collaborative approaches
• Recommendations from group forwarded to decision-making body

How do these help?

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In order to establish this shared vision, I will work to gain the trust of my staff and students by developing relationships and modeling  a set of core beliefs about teaching and learning (Kelley and Shaw 2009).  Every decision we make as a school needs to meet the vision we created and be consistent with that vision.   I will also work with all stakeholders to create and believe in the vision of the school.  I want them to own and embrace our shared vision as a collective moral commitment.  In order to be sure this shared vision is always at the forefront of our decisions we will have it as part of our school branding.  This will include website, meeting agendas, publications, etc.  I reflect back on my Politics class I took this summer and I met a Dean of Students from Black River Falls, she shared with me their shared vision and how they brand it.  Their webpage and brand is amazing.  If a question is asked or a decision needs to be made that does not meet this shared vision, it will not be a priority.  If the stakeholders believe it is a priority, then our vision must be relooked at.  This is where many schools and leaders fail, their decisions do not always reflect their vision or their school’s vision.  This is KEY.