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      <title>Leverage Leadership by Renee&#39; Cocanower</title>
      <link>https://padlet.com/rcocanower/7pwtqrzhxy36</link>
      <description>Chapter 6 -- What&#39;s important to you?</description>
      <language>en-us</language>
      <pubDate>2017-09-19 10:23:19 UTC</pubDate>
      <lastBuildDate>2017-09-22 11:12:09 UTC</lastBuildDate>
      <webMaster>hello@padlet.com</webMaster>
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         <title>Directions:</title>
         <author>rcocanower</author>
         <link>https://padlet.com/rcocanower/7pwtqrzhxy36/wish/188813538</link>
         <description><![CDATA[<div>Select two statements/passages to refer to in Leverage Leadership -- Ch. 6.  Make a post for each -- and then tell why those statements/passages were important to you.</div>]]></description>
         <enclosure url="" />
         <pubDate>2017-09-19 10:24:48 UTC</pubDate>
         <guid>https://padlet.com/rcocanower/7pwtqrzhxy36/wish/188813538</guid>
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         <title>2 takeaways  - TJ</title>
         <author></author>
         <link>https://padlet.com/rcocanower/7pwtqrzhxy36/wish/189077363</link>
         <description><![CDATA[<div>1. Keep an open face: It is important to be intentional about body language with staff <br>2. To develop the culture we desire, it needs to be persistent. It isn't something that is just addressed at the beginning of the year. It takes repeated effort throughout the year in order to develop the culture we desire. <br>Goal: To talk more with staff in person. Evaluate the necessity of email vs. face to face conversation. </div>]]></description>
         <enclosure url="" />
         <pubDate>2017-09-19 19:34:35 UTC</pubDate>
         <guid>https://padlet.com/rcocanower/7pwtqrzhxy36/wish/189077363</guid>
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         <title>Takeaways- Chapter 6- Chris</title>
         <author></author>
         <link>https://padlet.com/rcocanower/7pwtqrzhxy36/wish/190065771</link>
         <description><![CDATA[<div>1.&nbsp; The idea of having a strong vision and getting everyone on board along with living the vision in everything you do resonated throughout the chapter.&nbsp; I totally believe that is true.&nbsp; However, I feel like many organizations create fancy, wordy visions that no one is able to really get behind.&nbsp; They look great on paper, but are not something that people can get behind, be intentional and live on a daily basis.&nbsp; The chapter just kept bringing me back to how can we create and live authentic visions in our schools.&nbsp; If the vision is meant to be lived daily then&nbsp; students, staff, and community should know it and live it.  If we don't define it someone or some group will.<br>2.  Along with defining the vision and culture of the building having the systems intentionally in place to cultivate it.  Do the systems that happen in the building on a daily basis in my schedule, the kid's schedules, activities, etc. support the vision  intentionally?</div>]]></description>
         <enclosure url="" />
         <pubDate>2017-09-22 11:00:59 UTC</pubDate>
         <guid>https://padlet.com/rcocanower/7pwtqrzhxy36/wish/190065771</guid>
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