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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.
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