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Chapter Three: ‘Crafting a Blueprint for Leadership’
“Our school’s vision is To Live, to Love, to Learn, to Leave a Legacy.”
With a vision and theme in tow, the Combs team needed a specific strategy to deliver the leadership principles to students, staff and parents. They had to come up with a way to teach and simultaneously integrate the core principles of 7 Habits into everyday activities at Combs. Here’s what they did step by step:
2. wanting the best for students
3. strong commitment to discover and unleash the gifts in each child
improve their decision-making, problem-solving,efficiency, and innovation skills.
Some of the tools had been around leadership circles for years, such as
force-field analysis, Venn diagrams, bar charts, and fishbone diagrams. Others
were less familiar, such as lotus diagrams, spider matrices, and bubble maps.”
“Our school’s vision is To Live, to Love, to Learn, to Leave a Legacy.”
With a vision and theme in tow, the Combs team needed a specific strategy to deliver the leadership principles to students, staff and parents. They had to come up with a way to teach and simultaneously integrate the core principles of 7 Habits into everyday activities at Combs. Here’s what they did step by step:
- ‘Begin with the end in mind’ and establish 21st century skills as their schools’ measurable outcome.
- Build on solid ground infused with
2. wanting the best for students
3. strong commitment to discover and unleash the gifts in each child
- Build a twofold foundation based on Covey’s habits and Baldridge’s tools
- Teachers learn, teach and give students opportunities to practice Covey’s 7 Habits of Effective People--”Be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then be understood, synergize and sharpen the saw.”
- Incorporate Baldridge tools as the other strategic part of the school’s foundation. Baldridge enabled the team to focus on measurable outcomes, tap into best practices in education, chart progress and engage students in doing the same. Baldridge was the U.S. Secretary of Commerce in 1981 and was responsible for exposing educators to tools traditionally used to make organizations more effective.
improve their decision-making, problem-solving,efficiency, and innovation skills.
Some of the tools had been around leadership circles for years, such as
force-field analysis, Venn diagrams, bar charts, and fishbone diagrams. Others
were less familiar, such as lotus diagrams, spider matrices, and bubble maps.”
- Adapt current best practices and update regularly.