Not exact matches
[16:00] Pain + reflection = progress [16:30] Creating a meritocracy to draw the best out of everybody [18:30] How to raise your probability of being right [18:50] Why we are conditioned to need to be right [19:30] The neuroscience factor [19:50] The habitual and environmental factor [20:20] How to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design
for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that
changed Ray's outlook on
leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating
meaningful work and
meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that
changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy
for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us together?
Things are not looking up
for cordial relationships come Jan., but there is some hope that given the
leadership of the Governor - elect that perhaps there can be
meaningful and peaceful discussions that bring about the
change that New York so desperately needs....
The leaders we work with have found it helpful to consider three keys to
leadership that drive using data
for meaningful change:
Through vignettes and video, they were able to see what the three keys to
leadership that drive «using data
for meaningful change» look like in practice: expectation, support, and involvement.
Our mission is to provide opportunities
for self - transformation,
leadership, and community building to educators in order to affect
meaningful change in the classroom, school, community and society.
IDRA's School TurnAround and Reenergizing
for Success (STAARS) Leaders project is a unique model
for school improvement that focuses on cohesive,
meaningful change for struggling schools through mentoring and supporting campus
leadership.
If educators believe the
change is good
for students, they are more likely to implement it in
meaningful ways, and it is more likely to last through
leadership and priority
changes.