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00:00:00 --> 00:00:03 Welcome to your Booster Shot from the AWB Education Network.
00:00:04 --> 00:00:08 This podcast series is our opportunity to dive even deeper into the topics and
00:00:08 --> 00:00:10 skills that will help you lead your school with confidence.
00:00:11 --> 00:00:15 Check out information on our partners along with additional resources and services
00:00:15 --> 00:00:19 at www.awbeducation.org.
00:00:19 --> 00:00:23 Now here is your Booster Shot. Hello and welcome Boosters.
00:00:23 --> 00:00:27 This is the first episode in our new line of Booster Shot Editions,
00:00:27 --> 00:00:30 where we dive deep into a crucial topic for school leaders.
00:00:30 --> 00:00:33 We'll explore practical strategies, share real-world examples,
00:00:33 --> 00:00:37 and offer actionable insights to help you effectively implement your vision
00:00:37 --> 00:00:39 and achieve your goals. Let's get started.
00:00:40 --> 00:00:44 All right, joining me today is the esteemed Chris Wetzel, an expert in educational
00:00:44 --> 00:00:48 leadership and the founder of Coaching to the Next Level. Chris, welcome to the show.
00:00:48 --> 00:00:51 Well, thank you. Thanks for having me. I am thrilled to have you on our podcast.
00:00:51 --> 00:00:55 But before we jump in, can you tell us, tell our audience a little bit about
00:00:55 --> 00:00:57 the work that you do at Coaching to the Next Level?
00:00:57 --> 00:01:04 Yeah, we're primarily focused on empowering leaders and transforming teams.
00:01:04 --> 00:01:11 And we do that through what we call a space of confidential thinking partner.
00:01:11 --> 00:01:18 We feel like that the administrators, leaders do not have the opportunity to
00:01:18 --> 00:01:24 have that space enough to have someone who is confidential that can come beside
00:01:24 --> 00:01:26 them and think with them.
00:01:26 --> 00:01:30 So our primary means for doing that is coaching.
00:01:31 --> 00:01:34 So we're a coaching company. That is awesome. I would agree.
00:01:35 --> 00:01:39 There's just not enough of that opportunity for us to just collaborate with
00:01:39 --> 00:01:41 somebody in a safe space all the time. Yes. That's good. Well,
00:01:42 --> 00:01:43 let's dive into our topic today.
00:01:43 --> 00:01:48 So Chris, we as school leaders, We spend countless hours creating these fantastic
00:01:48 --> 00:01:53 strategic plans, but the challenge often lies in actually implementing them.
00:01:54 --> 00:01:57 I mean, personally, I've been part of multiple mission, vision exercises in
00:01:57 --> 00:02:01 school districts, and through that process, we've come up with some great statements
00:02:01 --> 00:02:03 of what we believe in and what we stand for.
00:02:03 --> 00:02:06 But however, without action, those are just words.
00:02:07 --> 00:02:10 Can you share some key strategies for bridging that gap to action?
00:02:11 --> 00:02:17 Sure. We really believe that one of the key ideas around doing a strategic plan
00:02:17 --> 00:02:22 that we get buried in is the action itself.
00:02:22 --> 00:02:27 And because we're really a people oriented company, you know,
00:02:27 --> 00:02:33 equipping people and coaching people, we focus really on the on the people process.
00:02:33 --> 00:02:39 And to do that, when it comes to strategic plans, people get lost,
00:02:39 --> 00:02:44 I think, Adam, in the fact that there is a real value to this,
00:02:44 --> 00:02:47 this process called a strategic plan.
00:02:47 --> 00:02:51 There are people behind that, and
00:02:51 --> 00:02:59 we focus as much on that readiness to understand the why and also teaching people
00:02:59 --> 00:03:05 how to get others around them when it comes to strategic plan and involve them
00:03:05 --> 00:03:07 because, you know, how leaders are.
00:03:07 --> 00:03:18 They are just told either verbatim or in innuendos.
00:03:18 --> 00:03:19 It's all on you.
00:03:19 --> 00:03:23 That's true. And so as leaders, what do we tend to do? We own that.
00:03:23 --> 00:03:27 We own that cape, that Superman cape. Absolutely.
00:03:27 --> 00:03:33 And we forget to surround people around us. And so that's really something that
00:03:33 --> 00:03:38 we do different when it comes to putting action and putting implementation plans together.
00:03:38 --> 00:03:42 Kind of that end in mind mentality, really got to know where you're going first
00:03:42 --> 00:03:43 before you know how to get there, right?
00:03:43 --> 00:03:49 Yes. Yeah, that's good stuff. Can you share an example of how a school leader
00:03:49 --> 00:03:51 successfully has turned a strategic plan into action?
00:03:51 --> 00:03:56 Yeah, so I'm working with a district right now in Colorado that they did a wonderful
00:03:56 --> 00:03:59 job of putting a strategic plan together.
00:03:59 --> 00:04:05 Then this superintendent figured out, wait a minute, I got to put this into
00:04:05 --> 00:04:07 action as we're talking about.
00:04:07 --> 00:04:14 And in humility, they came to me and said, Chris, I don't know how to do this.
00:04:14 --> 00:04:18 I just don't. We put together a really good plan.
00:04:18 --> 00:04:22 We believe it's a plan, a good plan, and I believe it's a good plan.
00:04:22 --> 00:04:23 We don't know how to do this.
00:04:24 --> 00:04:30 So I've engaged with them in the process of saying, okay, here's what an implementation
00:04:30 --> 00:04:37 plan looks like and trying to focus more on figuring out, first of all,
00:04:38 --> 00:04:44 what their committee and their administrator's strengths are when it comes to assigning tasks.
00:04:44 --> 00:04:50 So what we do sometimes in strategic plans is we really get down to the nitty
00:04:50 --> 00:04:55 gritty, then we put it somewhere and we hope that it's going to come to life.
00:04:56 --> 00:05:01 What we believe is that, one, you have to surround yourself with a team.
00:05:01 --> 00:05:04 Two, you have to find out the strengths of that team.
00:05:05 --> 00:05:09 And we are very strength-based oriented at coaching next level.
00:05:10 --> 00:05:14 We harp it, we pursue it, we coach about it.
00:05:14 --> 00:05:20 And so what we do in this process on the front end is really identify who the
00:05:20 --> 00:05:25 players are, what their strengths are, and then put together frameworks of accountability.
00:05:26 --> 00:05:32 Then you can put the, here are the milestones, here are the action steps,
00:05:32 --> 00:05:36 here's the timeline. that comes together much easier.
00:05:36 --> 00:05:41 And that's usually, to be honest with you, the emphasis of a plan and we leave
00:05:41 --> 00:05:44 out the people and we leave out the accountability piece.
00:05:45 --> 00:05:48 So that's what we're doing with this district currently, actually.
00:05:48 --> 00:05:51 That's interesting. That's cool. What would be some of the biggest challenges
00:05:51 --> 00:05:55 then you think that our leaders face when they're trying to do what the,
00:05:55 --> 00:05:58 doing that work you're talking about right now, getting that strategic plan
00:05:58 --> 00:05:59 to implement and get it going?
00:05:59 --> 00:06:06 Yeah, there's a couple things. One, we teach a lot about more is caught than taught.
00:06:06 --> 00:06:13 And when leaders give other people the opportunity to see the quality work they're
00:06:13 --> 00:06:18 doing, see how they handle themselves, see how they conduct business,
00:06:19 --> 00:06:25 that's more, they catch on quicker than when we try to tell them or push them
00:06:25 --> 00:06:28 or whatever it might be, the path of watching people learn.
00:06:29 --> 00:06:34 So the first thing I say to people is you need to be part of the process,
00:06:34 --> 00:06:38 not leading the process, Adam, which takes care of the biggest hurdle.
00:06:39 --> 00:06:44 When an administrator, a busy administrator is leading the process,
00:06:44 --> 00:06:49 guess where this goes down on the list of issues with parents,
00:06:50 --> 00:06:55 issues with the budget, issues, issues, it falls down.
00:06:55 --> 00:07:01 When they become part of the process and someone facilitates it,
00:07:01 --> 00:07:07 it takes on a much stronger life of itself, and the leader gets to speak into
00:07:07 --> 00:07:09 it as they should as a leader.
00:07:10 --> 00:07:14 When we're facilitating, we act differently. We just do.
00:07:14 --> 00:07:22 And we don't get to put our stamp on our part of this that we have a strength
00:07:22 --> 00:07:27 or a motivation or something about us that's going to speak into this plan.
00:07:27 --> 00:07:34 So that's a big change. I would call it flip the script on how to handle putting
00:07:34 --> 00:07:40 a plan together and giving it life. So that kind of leads into the next thing I was wondering about.
00:07:40 --> 00:07:43 I mean, what you're describing there, obviously, being a school leader,
00:07:43 --> 00:07:44 it can get very overwhelming.
00:07:44 --> 00:07:47 You just described a ton of it, right? And that might even be on a good day,
00:07:48 --> 00:07:50 right? We might have a kid trash classroom.
00:07:51 --> 00:07:53 We might have something else happening, right? All of the other things that
00:07:53 --> 00:07:56 can go along with just a day that ends and why being a school leader.
00:07:56 --> 00:08:01 When you're feeling overwhelmed, what advice do you have to try to get through
00:08:01 --> 00:08:04 that part with the strategic planning process? Yeah.
00:08:04 --> 00:08:10 Lean into the team that has been set for you. That's why we feel it's so important.
00:08:10 --> 00:08:14 For example, the group we're working with right now, they were successful,
00:08:15 --> 00:08:18 honestly, in their strategic plan because they had a steering committee that
00:08:18 --> 00:08:24 they carefully assembled, trained, and had them do the strategic plan.
00:08:24 --> 00:08:29 A lot of times with strategic plans, what happens is that does happen,
00:08:29 --> 00:08:31 Adam, but then it's dispersed.
00:08:32 --> 00:08:39 So guess what? So the quote-unquote experts can take over while the experts
00:08:39 --> 00:08:42 are running around running a building or a district.
00:08:43 --> 00:08:48 So we really believe in flipping the script, meaning it's just as important
00:08:48 --> 00:08:57 to keep that steering committee involved in the execution, the implementation for the leader.
00:08:58 --> 00:09:02 What we do is we impress upon, and I just had a meeting the other day when we
00:09:02 --> 00:09:06 talked about this and said, hey, we're going to keep that committee together.
00:09:07 --> 00:09:11 I'm going to do an assessment like I do with anybody I coach,
00:09:11 --> 00:09:18 do an assessment of their strengths and align that to the tasks and the responsibilities
00:09:18 --> 00:09:23 with the actual plan, the implementation of the plan.
00:09:23 --> 00:09:30 And more than that, we will, Coaching Next Level, will be facilitating reviews, monthly reviews.
00:09:30 --> 00:09:36 So again, when the leader hears that, it actually energizes them because it's
00:09:36 --> 00:09:44 not on themselves alone, which again, is that Superman mentality of I got to do it.
00:09:44 --> 00:09:49 And what we try to do on the front end, we, we front load it with,
00:09:49 --> 00:09:54 here's all the strategies that's going to mean that you're not going to burn
00:09:54 --> 00:09:56 out during this process.
00:09:57 --> 00:10:03 And it just happens to, in this district, this superintendent is leaving and
00:10:03 --> 00:10:06 we're actually doing a search for a new superintendent.
00:10:07 --> 00:10:11 Well, we're going to get much of this going because the new superintendent is
00:10:11 --> 00:10:13 likely going to be inexperienced.
00:10:13 --> 00:10:17 The last thing we want them to do is to have this pressure.
00:10:17 --> 00:10:21 So it's probably one of the best case scenarios I've seen yet.
00:10:21 --> 00:10:26 And the leadership and the board is buying into it. Well, I think you just proved
00:10:26 --> 00:10:27 the purpose of the team, right?
00:10:27 --> 00:10:32 So you have a member that has to leave the process. That doesn't mean the process stops.
00:10:32 --> 00:10:36 You still need to work through that with who's there. Because at the end of
00:10:36 --> 00:10:37 the day, the school district's still there.
00:10:38 --> 00:10:41 We still have a need for students. We still have a need for that plan to move forward.
00:10:42 --> 00:10:47 Yes. And the best people to answer questions about the strategic plan often
00:10:47 --> 00:10:49 don't have an office at the school.
00:10:49 --> 00:10:51 Yeah, it's true. Often don't have a title at the school.
00:10:52 --> 00:10:56 That's very true. Yeah. Oh, I was just saying that they're they're often the
00:10:56 --> 00:11:01 best people to sell what the district is doing to stakeholders,
00:11:01 --> 00:11:04 which is let's go back to the root of this.
00:11:04 --> 00:11:09 That's really what this is about is putting together a plan.
00:11:10 --> 00:11:14 That is addressing the needs of the community and the stakeholders and the kids.
00:11:15 --> 00:11:16 So I think it's a win-win.
00:11:17 --> 00:11:20 So I'm going to pretend that we can just fast forward, right?
00:11:20 --> 00:11:24 And we've got a plan that we've put together. We feel good about it.
00:11:24 --> 00:11:28 We're getting ready to roll this out. How about a few key steps that school
00:11:28 --> 00:11:33 leaders can take to ensure that that strategic plan and that rollout is going to be successful?
00:11:33 --> 00:11:41 Yeah, I think part of it lies in the front end work of identifying who is the
00:11:41 --> 00:11:44 best players on that team.
00:11:44 --> 00:11:49 When I say team, the administrative team and the steering committee who,
00:11:49 --> 00:11:55 you know, in our world, who is really interactive. There's and it's back to being strength based.
00:11:55 --> 00:12:01 It's in it's not really to me about, well, you've got to put it on your website. Right.
00:12:01 --> 00:12:03 Well, you've got to do this. Well, you've got to do that.
00:12:04 --> 00:12:09 No, what you have to do is put it in the right places based on who's going to
00:12:09 --> 00:12:13 drive that and be accountable for that, because we can make great plans.
00:12:13 --> 00:12:16 But if it doesn't translate, it doesn't translate. That's right.
00:12:16 --> 00:12:19 Back to just words again. Right. Yeah, absolutely.
00:12:20 --> 00:12:25 If you have you have a community member on there who just knows a ton of people
00:12:25 --> 00:12:27 or community members. What do you want them to do?
00:12:29 --> 00:12:35 You want them to be part of that actionable step of putting it where it needs
00:12:35 --> 00:12:38 to be messaging it out, however it is.
00:12:38 --> 00:12:41 You have people on there that are super creative that we don't tap into.
00:12:42 --> 00:12:46 What do we need to do? In our case, we would tap into that creativity and say,
00:12:46 --> 00:12:49 how would you put this out in a creative way?
00:12:49 --> 00:12:54 We assume we know the answers. And yes, we might know the answers,
00:12:54 --> 00:12:57 but when we build capacity around us, involve others.
00:12:58 --> 00:13:04 It's a win. We have to fight that urge to be Superman because we're told to do that.
00:13:04 --> 00:13:08 That's right. We have to fight that urge. It's all on me, right? It's all on me.
00:13:09 --> 00:13:12 Yeah, that's true. How do you effectively communicate this then?
00:13:12 --> 00:13:16 You're talking about with those community members and getting that word out there.
00:13:16 --> 00:13:20 What are some strategies to communicate that effectively out to students and staff and parents?
00:13:21 --> 00:13:26 Yeah. So when we have our first meeting, which really our first meeting is taking
00:13:26 --> 00:13:32 the plan, looking at it, and identifying the people we have in the room and
00:13:32 --> 00:13:33 what they can do with that,
00:13:33 --> 00:13:38 then we would break it down into groups that we want to send a voice to.
00:13:39 --> 00:13:43 So if it's students, we need to be working with students to get it out to them.
00:13:43 --> 00:13:47 If it's community, we work with community, figure out what are the local outlets
00:13:47 --> 00:13:51 to do that. If it's staff, we figure out what's the best way to do that.
00:13:52 --> 00:13:56 All along, it is being driven by someone who's part of that group,
00:13:56 --> 00:13:59 not someone outside of that group. Why?
00:13:59 --> 00:14:02 Because they have a pulse on where that needs to go.
00:14:03 --> 00:14:07 We can think, I've seen it many times, we thought putting a newspaper ad was going to work.
00:14:08 --> 00:14:12 Well, come to find out in many communities, well, actually, they're not reading it.
00:14:12 --> 00:14:17 And we thought that's a good idea. If we would have asked people,
00:14:17 --> 00:14:20 they would have told us it was not a good idea.
00:14:20 --> 00:14:27 So you look to pockets of groups and you figure out how that voice and that
00:14:27 --> 00:14:29 narrative is going to connect with them.
00:14:29 --> 00:14:31 And it can be looked multiple ways.
00:14:32 --> 00:14:37 What role does data play in all of this? How do we use data to turn these strategic
00:14:37 --> 00:14:38 plans into action? Yeah.
00:14:39 --> 00:14:45 So to kind of recap some things, kind of go back. Part of the key is to break
00:14:45 --> 00:14:47 goals into actionable milestones.
00:14:47 --> 00:14:53 That's part of that, what we usually see in a quote-unquote plan that's on the
00:14:53 --> 00:14:56 shelf or that quote-unquote plan that's on the website.
00:14:57 --> 00:15:02 That's important. That involves data, breaking goals into actionable steps.
00:15:03 --> 00:15:08 Assigning clear accountability is another big step. We've talked about it,
00:15:08 --> 00:15:10 how people are going to be accountable.
00:15:11 --> 00:15:13 Again, data has to do with that.
00:15:14 --> 00:15:18 Creating regular checkpoints is huge. So for example, with this district,
00:15:19 --> 00:15:22 I will be facilitating a meeting each month, a review.
00:15:22 --> 00:15:30 We will share data to the stakeholders and the board around where we're at.
00:15:30 --> 00:15:34 What is that? That's a confirmation that the data is matching,
00:15:35 --> 00:15:41 in their case, what those key indicators of success are. So I think it's huge.
00:15:43 --> 00:15:50 The other thing is data, people can argue about that, data is as objective as you can get.
00:15:50 --> 00:15:54 So we want to, right, argue about things.
00:15:55 --> 00:16:03 Data has a way of somewhat clearing that up because it's more objective. So I think it's key.
00:16:03 --> 00:16:07 Any other strategies in measuring that success? You started talking a little
00:16:07 --> 00:16:11 bit about it there, but at the end of the day, great rollout is only as good
00:16:11 --> 00:16:12 as our follow-up, right?
00:16:12 --> 00:16:16 So what are some ways that we can make sure that what we're doing is having
00:16:16 --> 00:16:20 the effect that we want it to have? Well, I think a good strategic plan has
00:16:20 --> 00:16:27 what we would call, or it could be called differently, key indicators of success, which is a picture.
00:16:27 --> 00:16:33 The other thing I like about milestones is how are people rallying around those,
00:16:33 --> 00:16:37 what I would call their events, their tangible.
00:16:37 --> 00:16:42 For example, we're going to pilot a program. This is what we expect from that.
00:16:42 --> 00:16:50 We're looking for clear improvement, either in student performance or communication
00:16:50 --> 00:16:53 with the teachers or whatever it might be.
00:16:53 --> 00:16:58 I think you're looking for tangible growth.
00:16:58 --> 00:17:04 And when you can do that, then it loops back to, are we achieving that plan?
00:17:04 --> 00:17:08 So again, to me, it's about tangible things.
00:17:08 --> 00:17:10 It's about those milestones.
00:17:11 --> 00:17:15 It's not so much about the actions that lead to it are important,
00:17:15 --> 00:17:19 but did we accomplish whatever we said that was a milestone?
00:17:20 --> 00:17:24 And then celebrate around that. That's another way of communicating,
00:17:24 --> 00:17:27 right? The achievement of that milestone. Absolutely.
00:17:27 --> 00:17:29 And unfortunately, I think we forget that part.
00:17:30 --> 00:17:34 We're always so busy just to, oh, what's the next problem that we can try to
00:17:34 --> 00:17:38 solve? And that just kind of comes with the territory. Chris, this stuff is awesome.
00:17:38 --> 00:17:42 This is really good. And if I was to give a quick sum up here,
00:17:42 --> 00:17:46 the one thing for sure that's a good takeaway for me out of this is take off
00:17:46 --> 00:17:47 the cape and find a partner.
00:17:47 --> 00:17:50 I mean, that's really what's going to make some success come here.
00:17:50 --> 00:17:56 And you and your crew, this sounds like a good partnership. Yes, we enjoy doing it.
00:17:56 --> 00:18:01 And it links up to, you know, for us, that piece is transforming teams.
00:18:01 --> 00:18:05 And part of transforming a team is having a clear plan.
00:18:05 --> 00:18:09 Chris, this is great, great stuff. Now, how can our listeners find out more
00:18:09 --> 00:18:12 about your work and get connected with the resources you offer?
00:18:13 --> 00:18:18 Yeah, there's really two ways that I have found kind of our network is growing.
00:18:18 --> 00:18:25 The first is our website, which is coaching2tnl.org. Pretty simple.
00:18:26 --> 00:18:32 And then on there, you can ask to be on our list, and we send out insights and
00:18:32 --> 00:18:35 information twice a month.
00:18:35 --> 00:18:40 The other way is just put Chris at before that, and you have my email,
00:18:41 --> 00:18:43 Chris at coaching2tnl.org.
00:18:43 --> 00:18:46 That's awesome. Love to chat with people. Easy, easy.
00:18:46 --> 00:18:52 Well, and we have that in our show notes for this episode as well. So reach out to Chris.
00:18:52 --> 00:18:56 I would advise you to take advantage of the opportunities that they can provide
00:18:56 --> 00:18:59 to really partner with you in this work. I appreciate your time with us today.
00:18:59 --> 00:19:03 Boosters, there you have it. some powerful advice from Chris Wetzel on turning
00:19:03 --> 00:19:07 your strategic plans into a reality. Thanks again, Chris. Thanks for joining me.
00:19:07 --> 00:19:11 Thank you. And as always, we will have another Morning Boost coming out tomorrow
00:19:11 --> 00:19:14 with a tip to help you in this work that only a few have the ability to do.
00:19:14 --> 00:19:18 So thank you for being one of those few. We will talk with you again tomorrow.
00:19:18 --> 00:19:22 Thank you for listening to this episode of your booster shot from AWB Education.
00:19:23 --> 00:19:27 Want to join in this mission? We are always looking for partners to help provide
00:19:27 --> 00:19:30 what our school leaders need to thrive and survive.
00:19:30 --> 00:19:36 Contact us through our webpage at www.awbeducation.org to get connected.
00:19:37 --> 00:19:41 Otherwise, remember you are doing the job that only a few are strong enough to do.
00:19:41 --> 00:19:45 Thanks for being one of the few. We will talk with you again next time.