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Look into how the interview process and questions ensure alignment with the core values.

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Take this back to site/dept larger leadership teams and have them self rate and provide input and next steps.

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Do the same activity with our teams/direct reports

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Schedule additional time to meet w/ team for feedback on their response to the 4 Disciplines.

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More frequent. Include more staff voices and interests (classified) at elementary site.

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If your leadership does not have trust (Discipline 1), then you cannot move on to any of the other disciplines.

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Calibrating with a new team since new to school site.

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Select 3 areas of focused improvement from the outcome of the NOW action & practice knowing the 6 elements across our team

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End all staffing meetings with clear actionable agreements and assignments

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Utililizing the checklist to formulate the meeting agendas.

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Building the team capacity, since our leadership team has not read the book and building the background knowledge.

Explore whats working and not working.

Creating collaborative next steps.

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Going back to the leadership team and recalibrating the results to define the next and later step

Getting together with our leadership team and discussing the org chart and making any necessary changes and then calendar time to meet with the entire team to go over changes and discuss the why and calibrate before it is finalized.

Going over the Disciplines with my teacher leadership team and go over discipline 1 with my Autism Team and office team.

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Continue to build a healthy team setting to be proactive in ways to problem solve in difficult and challenging situations.

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Weekly leadership team meetings to discuss action plan items.

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Ensuring clear actionable topics are discussed and all walk away with clear consistent communication.

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Identify roles and responsibilities after recent changes in the department. Identify next steps specific to the responsibilities.

Step up step back. Go back and re-evaluate as a team based on our shared responsibilities.

Compile those areas that we have not adopted and make a plan for what we will do next.

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Revisit the "team" and include voices that may have not been heard.

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Using data to drive next steps

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Need to review The Six Aspects of Clarity with our teams.

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Clearly identify the values, themes, and coaching ideas with the team. Leave time to ask clarifying questions. We sometimes assume everyone has the same understanding, but it is essential to overcommunicate.

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Has it improved? Is everyone feeling included? Does everyone have the information they need? Is there clarity.

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After we identify changes to engage in now, we can then identify next steps.

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Continue Daily huddles for alignment

needs to be consistent and a priority. Helps to share information and avoid duplication of work.

Continue weekly meetings with an agenda tied to goals. Ongoing agenda that assigns tasks. Helps to see successes

Weekly recognition

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Build a monitoring assessment to help guage growth in the areas.

Buidling structure into the meetings to help foster more organization.

First gain a better understanding of new sites then develop a later action.

Prioratize potential changes and make potential action items then monitor on a regular basis.

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Incorporating the six elements of clarity into our monthly staff meetings.

Over communicating the organizational goals, and the basics .

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Organizing procedures and data before it is evaluated for improvement. Collaborate with leadership team to get clarity of what exactly we are trying to make an improvement for.

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Follow up on action items, alignment on clarity

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Measure growth/Reflect on processes in identified areas of need.

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Reassessing next steps after reflection with the team. Spending time defining success.

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Meeting conclusions include clear agreements on what to communicate at the end of each meeting.

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What is my role in department goals? Establish role responsibility and expectations so all are included and time and resources are best spent on achieving the goal.

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Discuss roles and responsibilities with the six aspects of clarity.

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apply the 6 elements of clarity to our internal communication practices and introduce it early in new hire onboarding.

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Building Team Capacity through introduction to The Advantage.

Work on one discipline at a time that was lacking.

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Long term empowerment of leadership to achieve sustainable improvement strategies.

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Tactical and strategic issues need to be handled in separate meetings.

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Reveiw items that were not check on the checklist with the teams, to look for ways to improve.

Defining terms with the team so everyone on the same page.

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Realize that you can always make changes and improve. Your team is not stuck where they are.

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Starting an improvement cycle for the areas we are weakest in.

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Analyze current hiring process for jobs specific to our department (are w e asking the right questions in interviews etc.)

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Reanalyzing systems and reflectively looking at the system to build capacity around the 6 elements of communication in the 3rd discipline.

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Implement changes in an intentional way to build the capacity of the team.

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Revisit the checklist with the team to collectively determine an area for growth.

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Identifying and tackling strategic issues.

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Identify areas and methods to improve ourselves, our teams, and staff, directly related to our leadership health checklist.

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Reacclimate with the 6 aspects of clarity. Align roles and responsibilities.

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Peers catch each other "doing good" to reinforce positive behaviors and work. Peer accountability is a powerful thing. It can be more effective than "leader" acknowledgement.

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plan a discussion with the leadership team about difficult conversations

Setting up regular meetings with leadership partner to better collaborate.

Make a poster of 6 clarities and put it up in the meeting room.

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Follow up and manage expectations for the team.

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Have your leadership team lead the way with the rest of the staff—peers learning from peers.

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PDSA Cycle on the chosen area of improvement.

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Making sure the elements are evident in meetings. Do a follow up review of checklist to see if team has made progress.

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Communicate and teach these practices and principles to our staff.