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LSI’s Instructional Leadership Institute: helping districts support their principals and leaders.
The Instructional Leadership Institute
The 4 Days of In-Person Instructional Leadership Institute PD are Spread Throughout the School Year at Your Convenience
The Instructional Leadership Institute is unique because teams solve complex problems creating new solutions and ideas beyond the scope of any individual.
Leaders at every level engage in professional development and continuous improvement together, learning from each other.
- Teams build capacity for change, accomplishing far more than would be possible alone.
- A community of practice is built within and across teams, developing connections and support among colleagues.
- Teams fulfill a mission together, activating emotions, retaining, and sustaining administrators and teachers.
DAY 1 | Building Blocks of Leadership Teams
Teams focus on creating a common foundation for each of the components of the Instructional Leadership Institute beginning with the understanding of effective teams research and developing an instructional vision. Leadership teams engage in activities to support growth, specifically in becoming more confident and competent as they own outcomes through empowering others in the school. Teams identify data collection instruments and tools and monitoring plans, including the use of a daily stand-up to drive continuous, incremental improvement.
DAY 2 | Leading Change in Team Culture
Teams build on Day 1 knowledge and begin to tackle the changes in climate and culture that support movement toward their instructional vision. Teams take a deeper dive into utilizing data, completing action steps and building their capacity to lead the implementation of instructional improvements. Root cause analysis using current data provides direction for team 45-day goals.
DAY 3 | Leading for Collective Efficacy of Teams
Teams will use the lens of vision, action, and influence to focus on the strong research around collective efficacy and its impact on increased student learning. Teams will address the use of data systems that include short, mid-, and long cycle data and implement a full action board process to drive team actions and effectiveness.
DAY 4 | Leading Teams to Systems of Continuous Improvement
Participants build on the knowledge provided in Days 1-3 and focus on building systems that will sustain the work completed during the Instructional Leadership Institute and support moving closer to realizing the desired instructional vision. Teams utilize end-of-year Team Effectiveness survey results to drive improvements to structures and process and to celebrate team growth and successes in teaming functions. Data collection plans and actions boards will be reviewed to inform needed shifts and to develop action plans for the next school year.
Team Leader and Team Coaching
Coaching will be provided to expand the capacity of the participants. Coaching sessions are tailored to meet the unique needs of each team, building from where they are at the beginning of our partnership and expanding upon leadership practices and teaming processes that are already working. 4 – 7 members. (Larger teams can be accommodated. However, we would need to explicitly plan for this prior to the team launch.)
Instructional Leadership Institute vs Virtual Instructional Leadership Institute: What’s the Difference?
There is no difference in the content between ILI and VILI. What is different is how the teams will process the content and work together to develop their action plans.
PENNY SELL, M.Ed
YEARS IN EDUCATION: 30+
KEY ROLES: Executive Director, Leadership Development and Schools for Rigor and Equity, Teacher, School/District-level Administrator, Assistant Principal, Trainer, Leadership Coach, Consultant
1National Association of Secondary School Principals (2020, August 21).
“Overwhelmed” and “unsupported,” 45 percent of principals say pandemic conditions are accelerating their plans to leave the principalship.
National Association of Secondary School Principals. https://www.nassp.org/2020/08/21/overwhelmed-and-unsupported-45-percent-of-principals-say-pandemic-conditions-are-accelerating-their-plans-to-leave-the-principalship/
2School Leaders Network (2014). Churn: The high cost of principal turnover. School Leaders Network.