Design

Describe your action plan and how each of your four chosen competencies will influence its design and implementation.

Mary Anne McMahon and I worked together to address our Capstone Challenge: Improving communication amongst union leadership, union members, as well as non-union member to increase union involvement, effectiveness, and membership. Personally I chose Interpersonal Effectiveness, Group Process, Explore and Challenge Inequities, and Building Capacity in Others.

Overarching Competencies Interpersonal Effectiveness and Group Process:

It is important for leaders to build trust and relationships with staff members. Doing so will welcome and open doors for fellow staff members to share successes, needs, and concerns. Regarding Group Process it is important for the union to operate within policy, procedures, and norms in order to address staff concerns and needs.

Explore and Challenge Inequities:

Explore and Challenge inequities can be addressed by effectively reaching out to various staff members and being willing to listen to varying view points. It is also important that we seek out views from both union and non-union members.

Building Capacity in Others:

As relationships are build and individuals see the importance of the union and union involvement it is vital that teacher leaders support up and coming leaders and empower fellow staff members to use their individual skills effectively.

How will your leadership leverage the strengths and address the needs of diverse stakeholders to support the action plan, develop capacity, broaden decision-making, and learn collaboratively?

Stemming from my experience as an administrator, I truly value the importance of knowing and understanding the needs and skills of each staff member. It is very valuable form me, as a leader, to effectively build positive relationships with staff members. In order to do this I must portray a level of professionalism and trust. Additionally, my experience of serving on boards will address how the union as a group can more effectively operate.

How will you use collaboration, questioning, data, and reflection during the implementation of your action plan?

The initial survey that Mary Anne and I created was taken by a large percentage of the staff. The feedback we received from the survey provided strong initial evidence that communication lacking between the JHS staff. Additionally, the survey opened the door for continued outreach and communication. The survey was a tipping point which then caused various individuals reach out to Mary Anne and me; it was as if the staff was simply waiting for individuals who would listen to concerns. A personal concern, as evidence in an email to Mary Anne, was how to share the results of the survey and empathy interview with union members without insulting current union leadership.

How will you address obstacles that you may encounter in implementing your plan?

Continual analysis and reflection on how to address and communicate needs and concerns of staff to union leadership without causing hurt feelings amongst staff members. Additionally, how to effectively step out as leaders while being two new teachers in the district. Both items will be addressed by working with Mary Anne and communication with JHS Staff members.

How will you know if your action plan is successful? What evidence would support your claim?

The measure of success will be measured by continued communication with staff, how union meetings operate, the receptiveness of newsletters, and hopefully future growth of union membership.

Below: First Empathy Interview with non-union member. This staff member reached out to us after the survey was sent. He approached us stating he had more to discuss.

Evidence Below: Email between Mary Anne and myself discussing my concerns of sharing survey results.