Leadership Progression Roadmap Assistant Principal to ... - TNTP

TALENT DEVELOPMENTRecruitment &SelectionDevelopmentOpportunitiesOn‐the‐JobDevelopmentRetentionSuccessionPoor PerformersNovice Proficient MasterRecruits and selects a highly effective staff withcomplementary skill sets and backgrounds.Recruits and selects staff based primarily onneeds for individual course or skill sets withlittle consideration for school‐wide dynamics.Provides the Assistant Principal, staff andteachers with development opportunities asrequested.Strives to assign responsibilities to help othersdevelop in their careers.Encourages staff, teachers and otheremployees to continue working at KIPP byextolling the virtues of the school and theimportance of the work being done there.Maintains adequate staffing levels for allpositions (i.e. fills open positions promptly)with individuals from a wide range ofexperience so successors may be availablewhen needed.Identifies shortcomings and mis‐steps of staffand teachers who do not meet expectationsbut may fail to accurately document theseevents.Creates development opportunities forLeadership Team members, teachers and staffto be more effective in their roles and progresstowards career goals.Explicitly places individuals in roles andassignments that contribute to their personaland career development. Facilitates cross‐teamand cross network movement whenappropriate.Contributes to the retention of talentedemployees by providing appropriate incentivesand implementing initiatives and policies thatmake the school a great place to work.Explicitly builds systems that encourage talentto grow in the organization, and developsmultiple successors for own position.Uses established procedures to justifiably andlegally manage out staff who do not meetexpectations or fit KIPP culture. Coachesleadership team members in how to documentand follow procedures for staff who do notmeet expectations.Develops team selection process so others aretrained to recruit talented staff and teachersand also learn effective selection methods.Builds buy‐in by involving key stakeholderswithin the school when hiring critical staff orteachers.Works with Leadership Team members,teachers and staff so they take ownership oftheir career growth and begin to proactivelypursue their own plans for professionaldevelopment. Allocates both time and moneyfor staff and teacher development to fuelsignificant school improvement.Works collaboratively with individuals toprovide opportunities for career growthespecially across teams and networks.Coaches Leadership Team members torecognize stretch opportunities for staff andmake those assignments.Actively seeks out the school’s most talentedteachers and staff to understand theirconcerns and needs. Based on these needs,identifies opportunities for their continuedprofessional growth at KIPP and helps themovercome organizational obstacles that mayimpact retention.Develops and regularly updates a formalsuccession plan for the school’s most criticalpositions that includes multiple alternatives foreach job. Creates development plans thatexplicitly link to school‐wide succession needsand structure’s his/her own developmentaround possible advancement opportunitieswithin KIPP.When faced with ineffective employees, helpsthem to recognize that KIPP is not a fit forthem so they leave voluntarily and formalprocedures are not necessary.PRINCIPALS 17