At which level (emerging, developing, performing, or transforming) do you NOW place yourself for each of your four chosen competencies?
Overarching Competency #1 Group Processes: Performing and Transforming
Overarching Competency #2 Communication: Transforming
Diversity-Equity-Cultural Competency- Collaborate Purposefully: Developing with moments of Performing.
Instructional Competency- Organizational Effectiveness, Leading with Skill, and Building Capacity of Others: Performing and Transforming
How did the TLI experience impact your growth as a teacher leader in each of your four chosen competencies? Include in your TLI assessment the module curriculum portfolio assignments, and the Capstone Project. Cite evidence to support each of your assessments.
Throughout my TLI journey, I've made significant progress across various leadership competencies, recognizing that growth is an ongoing process that varies with each situation and group interaction.
Group Processes:
My performance in this area fluctuates between the performing and transformational levels, depending on the group dynamics:
With the KEA negotiations team, I've fostered dynamic debates and consensus-building.
In negotiations between KEA and the district, I effectively manage group dynamics and mediate conflicts, though shared problem-solving remains a work in progress.
Communication:
Starting at the performing level, I've expanded to the transforming level:
Served as a panelist at the Doris Mountain Summit for Personalized Competency Based Learning
Hosted educators for classroom visits to explore the Individualized Learning Pathways pilot program
Co-presented workshops on the ILP classroom to district staff
Shared our pilot program during staff professional inservice
These efforts have inspired other staff to advocate for new opportunities. (See Evidence Below: Doris Mountain, Staff Development, Class Visit)
Diversity, Equity, and Cultural Competence:
While these foundational competencies remain growth areas, I've made progress:
As National Honor Society advisor, facilitated international student travel to foster cultural appreciation
In contract negotiations, expanded representation and proposed initiatives for underserved union members (See Evidence "DO": Self Contained Proposal)
Continually striving to model the importance of diversity and equity in guiding work and achieving goals
Building Capacity of Others:
Focusing on improving member involvement, I've:
Addressed the challenge of members feeling overcommitted
Helped members align their passions with union work and advocacy
Emphasized that engaging in union activities can support personal interests and growth (Evidence DO: TLI Invitation)
Moving forward, I aim to continue developing these competencies, particularly in areas where diversity is less visible, and to further integrate equity considerations into all aspects of my leadership.
What was the most valuable part of the TLI process for you?
Taking the time to formally develop a needs assessment helped skip past the starts and stops that plague a person's best intentions because people frequently want to start with action, even without all of the information. The extensive process of identifying stakeholders, opposition, motivation, and the continually reflective process has kept the plan of action true to the vision, not allowing it to be distracted by barriers. This part of TLI is not just valuable, it is essential.
What are your next steps to continue your growth as a teacher leader?
My commitment to a growth mindset and continuous improvement means I know that the success we have found this year is not guaranteed next year.We were able to capitalize on energy surrounding several hot button issues including negotiations, salaries, and the hiring of new administrators. In the years that we have struggled for participation it was because of complacency. It was easy to get people to take this year because people were already motivated by stagnant wages. Not every year is a negotiation year so the intentionality of our efforts as a union must not stagnate. We must grow and engage our membership each year. Montana has had a 12.5% turnover of teaching staff, with 9% completely leaving the profession each year. The Montana Office of Public Instruction reports that emergency licensure is up exponentially as schools struggle with unfilled positions. As a teacher leader, I believe it is my duty to help make the conditions of our profession be as supportive as it can be. (See Evidence: Emergency Authorization, Montana's Data, part of the larger OPI report)
Emergency Authorization
Montana's Data
OPI Report: Teacher Recruitment and Retention