Those who are able to inspire will create a following of people…who act for the good of the whole not because they have to, but because they want to.
-Simon Sinek, Start With Why

N2 Learning’s Executive Leadership Institute (ELI) is designed to build the capacity of district executive leaders for system-wide improvements in teaching and learning. It provides a systematic approach to bridge the personal leadership qualities that were key in past successes to being strategic and successful in one’s current role.

FAQs

What is the Executive Leadership Institute (ELI)?

N2 Learning’s (N2) Executive Leadership Institute (ELI) is designed to build the capacity of district executive leaders for system-wide improvements in teaching and learning. Research shows that districts do not generally see districtwide improvement in teaching and learning without substantial central office leadership engagement to help build campus capacity.

School district administrators routinely attempt to reform themselves by restructuring formal reporting relationships within central office hierarchies, adding or removing units, or revising their standard operating procedures. While structural changes can be helpful, a transformation strategy is fundamentally about remaking what the people in central offices do; their daily work and relationships with schools.

ELI provides a systematic approach to bridge the personal leadership qualities that were key in past successes to being strategic and successful in central office leadership roles.

Focus

  • Principles of strategic leadership
  • Behavior style preferences
  • Systems of support for improving teaching and learning
  • Alignment of district initiatives to school systems
  • Creating a personal road map for success

How many sessions are included and what are the topics?

Three, two-day sessions over the course of a school year.

Session 1: The Art of Strategic Leadership in Supporting Transformation
Participants will explore the principles of strategic leadership, identify and address their leadership gaps in order to manage large-scale transformation, and create a personal roadmap for success by analyzing and ensuring alignment between district and campus plans. Through identifying a Problem of Practice, participants will apply their learning from each session to their assigned role and contribute to district transformation.
Session 2: Learning-focused Partnerships
District executive leaders have a vital role to play in developing systems of support for districtwide teaching and learning improvement. Strengthening principals’ instructional leadership is a key lever for this improvement. High-performance depends not only on formal structures, but also on the fundamental practice of people; how central office administrators understand, coach, and support campus administrators in teaching and learning improvement, adjusting to evaluation systems (TTESS and TPESS), and navigating the challenges of ever-changing accountability systems.
Session 3: Reculturing & Stewardship for Design-Thinking
The role of central office leadership requires intentional efforts to develop and support the capacity of people for learning improvements at the campus level. This requires shifting the focus from delivering services and attending to a set of discrete tasks to working with colleagues for design thinking. With a focus on the critical behaviors of an effective culture, central office leaders can help drive performance and strengthen the existing culture. Leaders must help schools understand the district’s agenda, its connection between cumulative district work, and the individual campus work.

Who Should Attend?

Central office leaders.

Registration

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