How well is your school organized to inspire and animate your people?
Our mission is to improve strategic decision-making within K-12 Education by providing schools and districts the proven means to create strong cultures anchored in a clear set of values. We call it Built on Values®, a culture leadership model that has evolved over twenty-five years based on People Ink’s experience developing people-centric cultures for high performing companies across industries. For the last three years it has been practiced in two schools.
“Organizations around the world are struggling with issues of productivity, leadership development, accountability, engagement, misconduct and a general failure to meet their potential. Those that align behaviors to sustainable, human values and conduct business with integrity outperform and deliver disproportionate long-term value.” – LRN, new partner of the CCSSO.
As a result of comparatively low long-term student growth rates, we expect the organizational model to become the national standard in education. The CCSSO recently committed and after thirty years, it is the norm among the highest performing organizations and greatest places to work in the world. To learn more, watch this two-minute explainer video.
Initial Partner Schools
People Before Strategy
The 2016 HOW Report by LRN
Validated by The Center for Effective Organizations, University of Southern California
A Culture for Learning
An investigation into the values and beliefs associated with effective schools
The Hay Group's Study of 134 schools and over 4000 teachers.
Principal "churn" is costly. Student progress (growth) often drops for 1-2 years following and takes 3-5 years total to return to original levels, assuming the new principal stays (3.6 yearr average) long enough. The "drop" in school momentum is a result of ripple effects, including increased teacher turnover, difficulty recruiting new teachers, and teacher resistance to new change efforts. Principals also cost an estimated $75,000 to recruit, hire and on-board, on top of the $3600-$8,400 (non-urban/urban) per teacher.
Now there is a new example to follow, where motivation comes from within. An organizational model, rooted in trust, focusing on qualities which define continuing success. An increasingly prevalent model found to outperform by all meaningful measures and 99% of employees recommend working in. [The 2016 HOW Report, by LRN - a new CCSSO partner.]
In partnership with pioneer People Ink and their culture leadership model that has evolved over twenty-five years, we can help you build an organizational culture based on shared purpose, values, and performance consistent in practice with the most successful, workplaces of choice in the world.
Performance is generated by strong beliefs, attitudes, actions, and high trust - the catalyst. How strong is the organizational core of your school? Are people inspired to ask tough questions, share resources, and admit mistakes? Click here to learn more about the values- /people-centric workplace. Organizations special not for what they do, but HOW they do it.
Arrange a free consultation or discuss the Built on Values® for Schools framework.
People-Centric or Values-Centric Workplace
Does a leader need to be the smartest person in the organization to achieve growth and customer satisfaction? No. In fact, being the smartest person in the organization can actually impede growth.
A people-centric organization focuses on the individual and liberating his or her innovative power. This principle is based on a belief that people want to be creative and that an organization must provide them with a setting in which they can express their creativity.
A people-centric culture emphasizes transparency and openness, and therefore also trusts in employees. In its recruitment process, people-centric organizations place a great deal of emphasis on hiring the right people—people who can manage in a challenging environment and where there is a high level of empowerment. Many of the organization's offerings to its employees in the form of education are voluntary, and employees can decide whether to opt in. Each year, the organization removes unnecessary bureaucratic features in order to give each employee more freedom and to facilitate communication and collaboration between colleagues.
Empowered organizations have tremendous competitive advantage because they have tapped into levels of energy and commitment which their competitors usually have difficulty matching. A recent study of people-centric organizations showed them outperforming the average by 10:1 over a fifteen year period.
The challenge good schools face and few break through to become great:
69% of teachers are disengaged. They’re dissatisfied and uncommitted. Due primarily to working conditions, almost 50% of new teachers are gone from the profession in five years. Teacher preparation program enrollments are down by 25-50%.
Among all professions Gallup has studied, teachers are last in agreeing that their opinions count at work and that their supervisors create an open and trusting environment. These are two crucial elements of teacher engagement, which is the single greatest predictor of student engagement.
A one-percentage-point uptick in a school’s student engagement rate has been found tied to an average six-point increase in reading achievement and eight points in math.
Principals turnover on average every 3-5 years. As a result, teacher turnover increases, recruitment is more challenging, student achievement momentum drops, and teacher resistance grows to future improvement efforts.
School improvement has traditionally focused on strategy and culture separately. We don't:
We help you create a sustainable environment where faculty and staff members are inspired by a desire for significance and encouraged to act as leaders regardless of role. Mission-driven schools, versus schools with missions. More specifically, we help you and your leadership team to:
- Enlist all faculty and staff in a commitment to a shared purpose-inspired mission that speaks to them as individuals, ignites their passion, and unifies them in a meaningful endeavor.
- Instill a deep commitment to values and a set of standards to which people at all levels of the school can hold themselves accountable.
- Build healthy, sustainable interdependency and connectedness among administrators, teachers, staff, students, parents, board members, and community members.
- Create space by carefully promoting freedom from traditional constraints like hierarchy, and filling that space with carefully nurtured freedom to express oneself, experiment, and exercise leadership.
The framework helps committed leaders shed their school's traditional authority hierarchy in return for significantly higher levels of resilience, faculty and staff loyalty, parent satisfaction and student achievement.