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Diagnosing Leadership System

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Santa Ana Unified District and Site Leaders,

In April, a representative team of stakeholders will begin work to create a plan for the future that is built on the 7 C's. The team will use a variety of data to determine the "current state" of each component of the 7 C's framework. The brief survey tool that follows is intended to help find improvement opportunities in our organization’s leadership systems. Your participation is this anonymous survey is important to the process and the team's work. Please complete by April 19th.

Thank you in advance for your support and input.

Thelma Melendez, Ph.D., Superintendent
 
 
 
Please select the answer that best describes your position:
 
District Office Leader
 
HS Site Leader
 
MS Site Leader
 
Elementary Site Leader
 
Other
 
 
 
 
Looking for Gaps: A Leadership Systems Diagnostic Tool
 
 
 
Individual Roles and Responsibilities

I am clear on the goals and priorities for my position
 
Never
 
Sometimes
 
Always
 
 
 
I know who I am accountable to and for what
 
Never
 
Sometimes
 
Always
 
 
 
I know who is accountable to me and for what
 
Never
 
Sometimes
 
Always
 
 
 
I know how my performance is being measured and by whom
 
Never
 
Sometimes
 
Always
 
 
 
I know what the next step in my career could be
 
Never
 
Sometimes
 
Always
 
 
 
I know who does what around here
 
Never
 
Sometimes
 
Always
 
 
 
Structures

There are formal leadership structures in place at the district level that carry out these core functions:

Analyzing the context
 
Never
 
Sometimes
 
Always
 
 
 
Developing a vision and setting and monitoring progress toward goals
 
Never
 
Sometimes
 
Always
 
 
 
Developing a change strategy or interconnected set of strategies
 
Never
 
Sometimes
 
Always
 
 
 
Developing tactics to carry out the strategy
 
Never
 
Sometimes
 
Always
 
 
 
Communicating about the “what” and the “why” about strategy and tactics
 
Never
 
Sometimes
 
Always
 
 
 
Collecting data and making adjustments to tactics as needed
 
Never
 
Sometimes
 
Always
 
 
 
Structures

There are formal leadership structures in place at the school level that carry out these core functions:

Analyzing the context, including understanding district-level goals and strategy
 
Never
 
Sometimes
 
Always
 
 
 
Developing a vision and setting and monitoring progress toward goals
 
Never
 
Sometimes
 
Always
 
 
 
Developing tactics to carry out the district’s change strategy
 
Never
 
Sometimes
 
Always
 
 
 
Communicating about the “what” and the “why” about strategy and tactics
 
Never
 
Sometimes
 
Always
 
 
 
Collecting data and making adjustments to tactics as needed
 
Never
 
Sometimes
 
Always
 
 
 
Policies and Procedures

Each of the groups or teams I belong to has:

Clear goals that we all understand and agree to
 
Never
 
Sometimes
 
Always
 
 
 
Clear roles and a meeting schedule
 
Never
 
Sometimes
 
Always
 
 
 
A plan we’re working on together
 
Never
 
Sometimes
 
Always
 
 
 
A method we use to make decisions
 
Never
 
Sometimes
 
Always
 
 
 
A method to come to and record agreements
 
Never
 
Sometimes
 
Always
 
 
 
A way to hold people accountable
 
Never
 
Sometimes
 
Always
 
 
 
Methods to communicate with each other and with the larger organization
 
Never
 
Sometimes
 
Always
 
 
 
Data we look at to understand the results we’re getting
 
Never
 
Sometimes
 
Always
 
 
 
A process for using these data and results to make adjustments
 
Never
 
Sometimes
 
Always
 
 
 
Problem-solving, Learning, and Adjustment

When I have a problem or face a challenge I can (and do):

Get the data I need to understand the problem
 
Never
 
Sometimes
 
Always
 
 
 
Call on a peer
 
Never
 
Sometimes
 
Always
 
 
 
Call on a supervisor
 
Never
 
Sometimes
 
Always
 
 
 
Call on a coach or mentor
 
Never
 
Sometimes
 
Always
 
 
 
Problem-solving, Learning, and Adjustment

When an issue or problem faces the organization:

We can get the data we need to understand the problem
 
Never
 
Sometimes
 
Always
 
 
 
We all understand what group or individual should respond
 
Never
 
Sometimes
 
Always
 
 
 
We all know how decisions will be made
 
Never
 
Sometimes
 
Always
 
 
 
When a problem cuts across departments, we still have structures and processes to respond
 
Never
 
Sometimes
 
Always
 
 
 
We can be confident that those who need to know something will hear about it
 
Never
 
Sometimes
 
Always
 
 
 
When we need to communicate something we know what channels to use and how information—including good news and bad—flows both up and down the system quickly
 
Never
 
Sometimes
 
Always
 
 
 
The Leadership Development Pipeline

There is a leadership development pipeline in this district which includes the following elements:

Leadership potential is an important consideration when we hire teachers
 
Never
 
Sometimes
 
Always
 
 
 
Formal teacher leader roles are part of a web of leadership development opportunities for teachers that focus on instructional leadership
 
Never
 
Sometimes
 
Always
 
 
 
Teachers are selected for teacher leader roles on the basis of their leadership potential
 
Never
 
Sometimes
 
Always
 
 
 
Informal teacher leader roles are part of a web of leadership development opportunities for teachers
 
Never
 
Sometimes
 
Always
 
 
 
Teachers are encouraged to become administrators
 
Never
 
Sometimes
 
Always
 
 
 
Administrator roles include instructional leadership as a key component
 
Never
 
Sometimes
 
Always
 
 
 
The district always has good internal candidates for administrator positions
 
Never
 
Sometimes
 
Always
 
 
 
Principals have leadership opportunities within the district
 
Never
 
Sometimes
 
Always
 
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