This book covers what twelve steps school leaders need to take to make for a high-achieving school environment. It encompasses strong leadership, vision and values, high expectations, embedded professional development, flexibility and resilience, and seven more steps. It concludes with a questionnaire, the High Expectations Environmental Scale (HEES), which you may apply to your organization to determine its level of high expectations.

Principals want all students to bridge the achievement gap. Sometimes they just don't know how to make it happen. This book looks at what successful principals do to close the achievement gap and move their schools from one that needs improvement to one that is succeeding for all students. With current federal legislation, a principal who does not reach the proficiency mandates on the prescribed timetable ends up with a great deal of second guessing and community outcry. How can a principal avoid that result and instead be recognized as someone who went above and beyond to be sure that all of the students crossed the gap successfully in the right place and at the right time? In this book, the authors provide principals with the "how" to exit Program Improvement, the "protocol for success" that professionals in other fields have access to on a daily basis. Principals reading this handbook will have at their fingertips detailed descriptions of the behaviors needed to build success.

What's Missing describes the ten research-based practices that have proven effective in working with students with disabilities. The practices for instruction and for inclusion are detailed in individual chapters in order for the reader to select a specific practice, read information about it, review a possible scenario, and then be given specific strategies on how to implement it. The book begins with an introduction and a brief history of special education legislation to the present.

What's Missing describes the ten research-based practices that have proven effective in working with students with disabilities. The practices for instruction and for inclusion are detailed in individual chapters in order for the reader to select a specific practice, read information about it, review a possible scenario, and then be given specific strategies on how to implement it. The book begins with an introduction and a brief history of special education legislation to the present.

This book covers what twelve steps school leaders need to take to make for a high-achieving school environment. It encompasses strong leadership, vision and values, high expectations, embedded professional development, flexibility and resilience, and seven more steps. It concludes with a questionnaire, the High Expectations Environmental Scale (HEES), which you may apply to your organization to determine its level of high expectations.

Principals want all students to bridge the achievement gap. Sometimes they just don't know how to make it happen. This book looks at what successful principals do to close the achievement gap and move their schools from one that needs improvement to one that is succeeding for all students. With current federal legislation, a principal who does not reach the proficiency mandates on the prescribed timetable ends up with a great deal of second guessing and community outcry. How can a principal avoid that result and instead be recognized as someone who went above and beyond to be sure that all of the students crossed the gap successfully in the right place and at the right time? In this book, the authors provide principals with the 'how' to exit Program Improvement, the 'protocol for success' that professionals in other fields have access to on a daily basis. Principals reading this handbook will have at their fingertips detailed descriptions of the behaviors needed to build success.

Here is an update of the previous edition, more relevant for the new millennium. The classic resources in management and team building are people, money, facilities and time. Increasingly, though, the fifth resource_energy_is becoming more crucial. Each chapter of this book deals with one of the five building blocks or resources and concludes with suggested activities and events that managers can use to build that resource. The authors also show the importance of using all five resources together for a manager to be effective. It is important to note that team building is not itself an activity, but the result of attending to the seventeen characteristics that demarcate effective teamwork. When these characteristics exist to a high degree, you have an effective team. It is the manager's job to assess the strength of these characteristics in the organization and then to remediate any weakness. Building upon the strengths of the people in the organization ensures that a manager is building for the future. This widely read practical guide is free of technical jargon, with many examples of successful implementation.