LeadershipFramework andCompetencyModel

Introduction
TheKIPPLeadershipFrameworkandCompetencyModeldescribesthecompetenciesandbehaviors consideredmostimportanttotheperformanceofKIPPExecutiveDirectors,Principals,VicePrincipals/Deans andGradeLevelChairs/otherteacherleaders,leadersinourregionalsharedservicesteamsandKIPP Foundationstaff. Ourleadershipframeworkisthehighlevelcategoryarchitecturethatassistsinorganizingourcompetencies andshowinghowthosecompetenciesrelatetooneanother.Acompetencycanbedefinedasaclusterof relatedknowledge,skillsandattitudesthataffectsamajorpartofonesjob(aroleorresponsibility),that correlateswithperformanceonthejob,thatcanbemeasuredagainstwellacceptedstandards,andthat canbeimprovedviatraininganddevelopment(Parry,1996,p.50). Everycompetencyinthismodelincludeskeybehaviorsthatmakeupthecompetency.Thekeybehaviors withineachcompetencydescribetheactionsaleadertakesthatdemonstrateproficiencyinthat competency. Thismodellaysthefoundationforseveralassociatedtoolsthatwillenableustomoreeffectivelyselect, develop,evaluate,retain,andpromoteleadershipatKIPP.Leadershipdevelopmenttoolsassociatedwith thismodelincludeevaluationtools,goalsettingtools,360feedbacktools,proficiencyandleadership developmentroadmaps,realisticjobpreviewtools,interviewprotocols,andselectionrubrics.

DescriptionoftheFrameworkandCompetencyModel
EffectiveKIPPleadersDriveResults,BuildRelationships,andManagePeople.TheydosoinordertoProve thePossibleforourstudents.Assuch,weveorganizedourcoreframeworkandcompetenciesintothese fourcategories.Everyindividualalsohascriticalrolespecificcompetenciesthatmayvarybyroleacross regionsandasyoucrossfromschoolleadershipintoregionalleadership.Essentialcompetenciessuchas InstructionalLeadershipandOperationsManagementfitinthiscategory.TheRolespecificCompetencies categoryringsthecorecompetenciesbecausethesecompetenciesoftenmakeupaveryvisiblepartofan individualsroleandbecausetheyoftenrelyuponmanyoftheunderlyingcorecompetencies. TheProvethePossiblecategoryandStudentFocuscompetencyareatthemiddleofourmodel,helpingto alwayscentertheeffortsofourleaderswithaconstantfocusonwhatsbestforstudents.TheDriveResults categoryincludescorecompetenciesthataredirectlyassociatedwiththeindividualsabilitytoproduce exceptionaloutcomesandtheirabilitytomodelandsupportothersinproducingexceptionaloutcomes. TheBuildRelationshipscategoryincludescompetenciesthatenableourleaderstoworkeffectivelywith others.TheManagePeoplecategoryincludescompetenciesthatallleadersmustdemonstratetoensure thatstaffandteamperformanceareexcellent.RolespecificCompetenciesincludespecializedknowledge andskillsthatareextremelyimportantandhighlyvisibletosome,butnotallleadershiprolesatKIPP.For exampleKIPPExecutiveDirectorsandPrincipalsmustdemonstrateoperationalskillsandknowledgethat arenotrequiredforKIPPGradeLevelChairs.Thiscategoryallowsflexibilityforregionalorganizationsto applythismodeltoSharedServicesTeammemberswhoserolesmayalsorequireessentialdomain expertise. 2

BackgroundandResearchBase
TheKIPPLeadershipCompetencyModelisbothempiricallyderivedandheavilyresearchbased.Tocreate thismodelwereliedpartlyuponthepracticalexperienceofhighperformingKIPPleadersatalllevelsand thoseatKIPPFoundationwhoworkwiththoseleaders.Throughbothdiscussionsandfocusgroups,our leadersofferedperspectiveonwhatcompetenciesaremostimportanttotheireffectiveness.Focusgroups validatedthismodelbyprovidingrolespecificexamplesofeverykeybehaviorinthemodel.Wealsorelied significantlyuponresearchintheorganizational,business,andeducationdomainsthatindicatedwhich competenciesandbehaviorsaremosttiedtoeffectiveleadership,managementandstudentachievement. Thisresearchhelpedustobothprioritizecompetenciesandstructurethekeybehaviorsthatdemonstrate proficiencyinthosecompetencies.AppendixAcontainsalistoftheresearchbasethathasbeenreferenced tobuildthismodel.

PROVETHEPOSSIBLEStudentFocus
KeyBehaviors:AnEffectiveKIPPLeader

HIGHEXPECTATIONS.Expresseshighexpectationsforallstudents,andexpressesbeliefintheir potentialtocompletecollegeandsucceedinlife. STUDENTBESTINTERESTS.Seekstounderstandtheneedsandmotivationsofstudents,andmakes decisionswithstudentbestinterestsandneedsinmind.Expectsteammatesandemployeestodo thesame. COMMITMENTS.Keepscommitmentsmadetostudentsandensuresthatothersdothesame. RESPECT.Establishesandmaintainsaculturewherestudentsaretreatedwithrespect. RELATIONSHIPS.Establishesandmaintainsstrongrelationshipswithstudents,andensures employeesdothesame.

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DRIVERESULTSAchievementOrientation
KeyBehaviors:AnEffectiveKIPPLeader

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CHALLENGINGGOALS.Demonstrateshighexpectationsbysettingchallenginggoalsforhimor herselfandothers. INITIATIVE.Takesinitiative,goingaboveandbeyondtypicalexpectationsandmakingnecessary sacrificestoachieveexceptionalresults. FOLLOWTHROUGH.Followsthroughoncommitmentsandpromiseswithanappropriatesenseof urgency. RESILIENCE.Demonstratestenacity,perseveringthroughsignificantchallengestoreachgoals. Supportsperseveranceinothers. FLEXIBILITY.Demonstratesflexibilitywhenplansorsituationschangeunexpectedly.Effectively adjustsplanstoachieveintendedoutcomes. FOCUSONRESULTS.Focusesuponresultsandhowtheyareachieved.Doesnotconfuseeffortwith results.

DRIVERESULTSContinuousLearning
KeyBehaviors:AnEffectiveKIPPLeader

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LEARNING.Takesresponsibilityforbehavior,mistakes,andresults,learnsfromsuccessesand failures,andteachesotherstodothesame. RISKTAKING.Takescalculatedrisksandteachesotherstodothesame. DATABASEDIMPROVEMENTS.Usesdatatoaccuratelyassessareasforimprovementandteaches otherstodothesame. RESEARCH.Usesresearchtoinformpractices. IMPROVEMENT.Continuouslyandhumblyseeksopportunitiesforpersonalandorganizational improvement.Proactivelysolicitsandwillinglyacceptsassistance. INNOVATION.Valuesandencouragescreativeandinnovativeideas. SHARING.Promotesandcontributestoacultureofsharingeffectivepracticeswithinthe organizationandacrosstheKIPPnetwork. 4

DRIVERESULTSCriticalThinkingandProblemSolving
KeyBehaviors:AnEffectiveKIPPLeader

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GATHERINGINFORMATION.Gathersinformationfrommultiplerelevantsourcesandstakeholders whenproblemsolving. SORTINGOUTCOMPLEXITY.Identifiesusefulrelationshipsamongcomplexdatafromunrelated areas. ANTICIPATINGPROBLEMS.Anticipatesandidentifiesproblemsinatimelymanner. BREAKINGDOWNINFORMATION.Breakscomplexinformationandproblemsintoparts. ANALYSIS.Analyzes,reflectsupon,synthesizes,andcontextualizesinformation. WEIGHINGOPTIONS.Weighsprosandconsofmultipleoptionstosolvecomplexproblems.

DRIVERESULTSDecisionMaking
KeyBehaviors:AnEffectiveKIPPLeader

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PROCESSES.Establishesdecisionmakingprocesses,communicatingabouthowdecisionswillbe madeandwhohasinput,andensuringthatdecisionsaremadebyindividualsbestsuitedtomake them. CONSEQUENCES.Considersboththelongertermandunintendedconsequencesofpotential decisions. SENSEOFURGENCY.Makestimelydecisions,usingintuitionaswellasdatainthefaceofambiguity. COMMUNICATING.Timelyconveysdecisionstorelevantstakeholdersandtakesfollowupactions tosupportdecisions. DIFFICULTCHOICES.Willinglymakesandstandsbycontroversialdecisionsthatbenefitthe organization.Sharesunderstandingoftherationalefordecisions,particularlywhenconsensus cannotbereached.

DRIVINGRESULTSPlanningandExecution
KeyBehaviors:AnEffectiveKIPPLeader

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BACKWARDPLANNING.Methodicallybackwardplanstoachieveshortandlongtermgoals. RESOURCES.Accuratelyscopesandsecuresresourcesneededtoaccomplishprojects. PRIORITIZING.Managestimeandresourceseffectively,prioritizingeffortsaccordingto organizationalgoals. ACCOUNTABILITY.Regularlycomparesactualprogresstoplannedmilestonesandadjustsplans accordingly,holdinghimorherselfandothersaccountableforachievingintendedoutcomes. CONTINGENCYPLANS.Proactivelydevelopscontingencyplansinadvanceofpotentialor unforeseencircumstances.

BUILDRELATIONSHIPSStakeholderManagement
KeyBehaviors:AnEffectiveKIPPLeader

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NETWORKING.Seeksopportunitiestoworkwithawiderangeofindividualsandorganizationsto achievecommongoalsandbetteroutcomes. DEVELOPINGRELATIONSHIPS.Developsmutuallybeneficialrelationshipsandpartnershipsbased upontrust,respect,andachievementofcommongoals. TRUST.Gainsthetrustofkeystakeholdersbyactivelisteningandseekingtounderstandtheirviews andneeds. RESPECT&APPRECIATION.Consistentlydemonstratesrespectandappreciationforothersby empathizing,valuingtheirtimeandcontributions,beingavailableandresponsivetotheirneeds.

BUILDRELATIONSHIPSCommunication
KeyBehaviors:AnEffectiveKIPPLeader

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LISTENING.Listensattentively.Seekstounderstandotherspointofviewandconfirms understanding. SYSTEMS.Establishesand/orusescommunicationsystemsthatproactivelyengagekey stakeholders,andrelyuponavarietyofappropriatechannels. WRITING.Writesclearly,conciselyandpersuasively.Usescorrectgrammar,vocabularyandatone thatisappropriatetothemessageandaudience. SPEAKING.Speaksinacompellingandarticulatemanner,adaptingcommunicationcontentand styletodifferentaudiencesandvenues.

BUILDRELATIONSHIPSImpactandInfluence
KeyBehaviors:AnEffectiveKIPPLeader

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ADAPTINGSTYLE.Adaptspersonalleadershipstyle/approachtoinfluenceothers. MAKINGACASE.Appealstoemotionsand/orreasonusingdata,concreteexamples,and demonstrationstomakeacompellingcaseforhisorherposition. ANTICIPATING&PERSUADING.Anticipatesreactionsandaddressesconcernsofotherstohelp persuadethemtomovetowardagoal. MOTIVATINGACTION.Stimulatesotherstotakeactionandaccomplishgoals,evenwhennodirect reportingrelationshipexists. BUILDINGCOALITIONS.Buildscoalitionstogarnersupportbyaligningproposals/ideaswiththe needsandprioritiesofothers.

BUILDRELATIONSHIPSSelfAwareness
KeyBehaviors:AnEffectiveKIPPLeader

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INSIGHT.Understandshis/herownstrengthsandweaknesses. BALANCINGSTRENGTHSANDWEAKNESSES.Balancespersonalstrengthsandweaknesseswiththe strengthsandweaknessesofothers. SEEKINGGROWTH.Seeksconstructivefeedbackandotheropportunitiesforselfdevelopment. UNDERSTANDINGPERCEPTIONS.Understandshowothersperceivehis/heractions,comments,and tone.

BUILDRELATIONSHIPSCulturalCompetence
KeyBehaviors:AnEffectiveKIPPLeader

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RESPECTINGCOMMUNITY.Demonstratesknowledgeofandrespectfortheculturesofthe communityserved. INCLUSIVENESS.Createsaninclusiveenvironmentthatrespectsthecultureandcommunityofthe studentsbeingserved. ADJUSTINGBEHAVIOR.Adjustsbehavioraccordingtoculturalnormsandcues. WORKINGCROSSCULTURALLY.Communicatesandworkseffectivelywiththosefromdiverse backgrounds. VALUINGDIVERSITY.Createsandsustainsanenvironmentinwhichpeoplefromdiverse backgroundsandperspectivescansucceed.

MANAGEPEOPLEDirectionsetting
KeyBehaviors:AnEffectiveKIPPLeader

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VISION,MISSION,VALUESANDGOALS.Establishes,articulates,aligns,and/orteachesthe organizationsvision,mission,valuesandgoals. INSPIRINGOTHERS.Inspiresandgainsthecommitmentofotherstowardsthevision,mission, valuesandorganizationalgoals. MODELING.Modelsorganizationalvaluesandstrongcharacteratalltimes. BUILDINGCULTURE.Integratesprograms,rituals,andvisualartifactsthatrepresentthevalues throughouttheorganization. NEWOPPORTUNITIES.Anticipatesandseizesnewopportunitiesthatarealignedwithstrategic goals. MANAGINGCHANGE.Manageschangebyseekingtounderstanditseffectsupontheorganization andkeystakeholders,byguidingothersthroughchange,andbyaddressingresistancetothat change.

MANAGEPEOPLETeamLeadership
KeyBehaviors:AnEffectiveKIPPLeader

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CLARIFYING.Clarifiesroles,accountabilitiesanddecisionmakingamongteammembers. DELEGATION.Delegatestaskstoappropriateindividualsorgroups. COLLABORATION.Promotescollaborationamongteammembers.Encouragesotherstocooperate andcoordinateefforts. ENCOURAGINGINITIATIVE.Encouragesotherstoproactivelysolveproblemsandtakeinitiative. CONFLICT.Modelsandencouragesotherstomanageconflictopenlyandproductively. MEETINGS.Leadsteammeetings. CELEBRATINGTEAM.Prioritizesteammoraleandproductivity,celebratingteamaccomplishments.

MANAGEPEOPLEPerformanceManagement
KeyBehaviors:AnEffectiveKIPPLeader

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SETTINGGOALS.Setsteamandindividualgoalswithemployeesthatalignwithorganizationvision, mission,values,andgoals. RESOURCES.Providesresourcesneededtoreachindividualandteamgoals(humanassets,dollars, tools). FEEDBACK.Consistentlycoachesotherstowardsgoals,recognizesaccomplishmentsandprovides timely,relevant,andconstructivefeedback. ACCOUNTABILITY.Holdsemployeesandteamsaccountableforachievingtheirgoalsandfor modelingorganizationalvaluesandstrongcharacter. EVALUATION.Evaluatesperformanceregularly,identifyinglearningneeds.

MANAGEPEOPLETalentDevelopment
KeyBehaviors:AnEffectiveKIPPLeader

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RECRUITMENT&SELECTION.Recruitsand/orselectsahighlyeffectivestaff. DEVELOPMENTOPPORTUNITIES.Createsdevelopmentalopportunitiesforstafftobemore effectiveintheirrolesandprogresstowardscareergoals. ONTHEJOBDEVELOPMENTPlacesindividualsinrolesandassignmentsthatcontributetotheir personalandcareerdevelopment.Facilitatescrossteamandcrossnetworkmovementwhen appropriate. RETENTION.Contributestotheretentionofthemosttalentedandvaluedemployees. SUCCESSION.Explicitlybuildssystemsthatencouragetalenttogrowintheorganization,and developssuccessorsforownposition. POORPERFORMERS.ManagesoutstaffswhodonotmeetexpectationsorfitKIPPculture.

ROLESPECIFICCOMPETENCIESInstructionalLeadership
KeyBehaviors:AnEffectiveKIPPLeader

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ACADEMICVISION.Establishesacademicandcharactervisionand/orgoals. CURRICULUM.Overseesdevelopmentandalignmentofcollegepreparatorycurriculum. INSTRUCTIONALIMPROVEMENT.Supportsinstructionalimprovementbyobserving,coaching, modelingfor,andteachingstaff. ASSESSMENT.Overseestheadministrationofmultipleformsofassessments,tomeasureand improveteachingandlearning. USEOFDATA.Supportstheteaminusingstudentandstaffperformancedatatodriveimproved teachingandlearning. CHARACTER.Overseesorimplementssystemsthatreinforcepositivecharacter,behavior,and organizationalvaluesforstudents.

ROLESPECIFICCOMPETENCIESOperationalManagement
KeyBehaviors:AnEffectiveKIPPLeader

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GETTINGRESOURCES.Bringsresources(people,funding,etc.)intotheorganizationtomeetthe needsofthestrategy. MANAGINGRESOURCES.Managesresources(people,financial,equipment)effectivelytosupport theorganizationsshortandlongtermgoals. FINANCIALDECISIONS.Usesfinancialinformationtomakesounddecisions. VIABILITY.Maintainsafocusintheorganizationonthecriticaldetailsessentialtokeepingthe businessrunning,suchasriskmanagementandcompliancesystems. SUSTAINABILITY.Establishessystemswiththelongtermsustainabilityoftheorganizationinmind. BOARDDEVELOPMENT.Developsagroupofcommittedboardmemberswhomakeconcrete contributionstotheschool/regionssuccess,andwhohavethediverseskillsetandtalents necessarytomeetcriticalneedsoftheorganization.

AppendixA:ListofLeadershipCompetencyModelReferences
Arkin,M.D.andKowal,J.M.(2005).Reopeningasacharterschool.WashingtonDC:LearningPoint Associates. Bass,B.(1990).Bass&StogdillsHandbookofLeadership(3rded.).NewYork:TheFreePress. Buckingham,M.andCoffman,C.(1999).Firstbreakalltherules:Whattheworld'sgreatestmanagersdo differently.NewYork:Simon&SchusterTrade. Charan,R.,Drotter,S.,andNoel,J.(2000).TheLeadershippipeline:Howtobuildtheleadershippowered company.SanFrancisco:JosseyBass. TheCouncilofChiefStateSchoolOfficers(2008).EducationalLeadershipPolicyStandards:ISSLC2008. Goleman,D.P.(1995).Emotionalintelligence:WhyitcanmattermorethanIQforcharacter,healthand lifelongachievement.NewYork:BantamBooks. Gostick,A.andElton,C.(2007).TheCarrotPrinciple.NewYork:FreePress. Hsiao,H.,Wu,C.F.&Huang,T.(2008,June).DevelopingaLeadershipCompetencyModelthroughthe DistinguishedVocationalSchoolPrincipalsbytheJobCompetenceAssessmentMethod. Presentationatthe15thInternationalConferenceonLearning.Chicago,Illinois Judge,T.A.,Piccolo,T.A.andIlies,R.(2004)."TheForgottenOnes?TheValidityofConsiderationand InitiatingStructureinLeadershipResearch"JournalofAppliedPsychology.89(1),3651. Kotter,J.P.(1990).Forceforchange:Howleadershipdiffersfrommanagement.NewYork:TheFreePress. Kouzes,J.M.andPosner,B.Z.(2007).Theleadershipchallenge(4thed.).SanFrancisco:JosseyBass. Saphier,J.,HaleySPeca,MA,andGower,R.(2008).TheSkillfulTeacher(6thed.).Acton:ResearchforBetter TeachingInc. Schein,E.H.(1985). OrganizationalCultureandLeadership:ADynamicView.SanFrancisco:JosseyBass. Spencer,S.M.andSpencer,L.M.(1993).Competenceatwork:Modelsforsuperiorperformance.NewYork: JohnWileyandSons. Stogdill,R.M.(1974).Handbookofleadership:Asurveyoftheliterature.NewYork:FreePress. Waters,Tim,Marzano,Robert,andNcNulty,Brian(2003).BalancedLeadership:What30yearsofresearch tellsusabouttheeffectofleadershiponstudentachievement.McRel.

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