Leadership Progression Roadmap Assistant Principal to ... - TNTP

PERFORMANCE MANAGEMENTSetting GoalsResourcesFeedbackAccountabilityEvaluationNovice Proficient MasterTeaches staff and Leadership Team membershow to effectively set individual performanceand development goals that align with schoolmission, vision, values and goals. Holds firstline managers (e.g. GLC’s and/or AssistantPrincipals or Deans) accountable for settingindividual goals with teachers.Sets individual performance and developmentgoals with all employees but may not clarify ormake explicit the link to KIPP’s mission, vision,values and goals.Focuses on providing a particular subset ofresources (e.g. dollars) but may overlook keyresources (e.g. time allocation) to support goalachievement by staff and teachers.Provides feedback to teachers and staff to helpthem achieve their goals, but tends to give onlypositive feedback or to focus on shortcomingsonly. May also provide helpful feedback buttoo late to do the most good.Sets measurable goals with teachers and staff.Models organizational values and strongcharacter in interactions with students,parents, teachers and staff.Evaluates teacher and staff performance whennecessary or when requested. May positionevaluations as judgments of character more sothan growth opportunities.Provides resources needed to reach individualand team goals established by teachers andstaff (resources may include human assets,time allocation, dollars, tools).Consistently coaches the Leadership Team andthe entire staff toward goals, recognizesaccomplishments and provides timely,relevant, and constructive feedback.Holds teachers and staff accountable forachieving their goals and for modeling schoolvalues and strong character.Evaluates teacher and staff performanceregularly (at least twice yearly formally), usingstandardized tools, observational data, andspecific examples to identify learning needs.Ensures that all employees have individualgoals that align with KIPP’s vision, mission,values and goals. Cascades school goals downto individuals so that each employee has goalsclearly aligned with school success.Anticipates and plans for resource needs tosupport team and individual goals.Encourages teachers and staff to learn theresource implications for setting their owngoals so they can plan and anticipate their ownneeds.Coaches Leadership Team members in givingfeedback to the teachers they manage. Holdsteachers and staff accountable for regularlyproviding constructive feedback (both positiveand corrective) to their peers. Adapts feedbackprocesses to the needs of each individual.Regularly measures progress toward goals forteachers, staff, and Leadership Team so theyknow where they stand with respect toexpected progress. Coaches leadership teammembers to ensure that they hold teachersaccountable for goals and modeling values.Makes performance evaluation a growthexperience by meeting with the LeadershipTeam members, staff and teachers individuallyto identify ways to continuously improve andsupports them in doing so.PRINCIPALS 16