100-day Entry Plan as a Teacher (Essay Sample)

100-day Entry Plan as a Teacher
Student’s Name
University Affiliation
INTRODUCTION
The first one hundred days are the most crucial stage in the lifecycle of a new leadership appointment. The first 100 days of a new position have a chief determining factor in general leadership performance and impact in the initial 12 months and beyond. The is the time when one has an optimal license to refresh the vision, improve the strategy, reform the team and set new goals. Failure to utilize well the first 100 days is the biggest missed trick on leadership effectiveness and performance hastening. If a head does not use the first 100 days effectively, this implies a lost opportunity for the head, resulting in losses for the inherited group and the organization as a whole.
The new leader should try to create outcomes where everybody wins; a win for the newly selected leader, a win for their group, organization, and market. If one gets off a slow start or no-start this is a clear indication of how hard it will be to reverse lost time in an attempt to be successful later. If a head fails to get it right from the beginning, then the leader seriously risks the chances of success in his roles that can stall or reduce his future career prospects. Therefore, the first 100 days are critical for any leader to succeed in a particular field. In this essay, I will design a plan which can help the school heads to lay a strong foundation for running their schools (Joseph 2013).
An entry plan is important because it forces a leader to develop values, goals, and principles as a leader. It challenges the leader to do research that puts the school in a better point than others. An entry plan ensures appropriate transition of leadership. My main goals as a leader in the school will involve carrying out a thorough needs assessment to establish the strengths and weakness of the institution and identify the needs according to their organization, institute a culture of learning, improve the system for clear communication, and create elevated expectations that are visibly defined and clearly communicated. My plan will take a hundred days and it will be divided into monthly activities each having specific outputs (Lezotte 2011).
VISION
My vision for the school will be making the school work together as a family. All the
Stakeholders involved should treat each student as if the student is his child. All the stakeholders should work together as a family putting into consideration that no one is bigger than the school that forms our family. The school being our family we should embrace unity because success is a product of everyone’s commitment, working together, and respecting each other.
Culture of school Personalization
As the school head, I will work had to establish the culture of school personalization with all the stakeholders. This will ensure that each individual offers the best in terms of character, integrity, and honor. All the stakeholders including the students, administration, and the staff should realize their actions reflect directly on the entire school. Students should understand that education is the key to success and must strive both academically and behaviorally to become role models in our school. The school should be our family made up of the staff, students, administration and the community. Every stakeholder should be treated fairly and appreciated.
Collaboration amongst all Stakeholders
All the stakeholders should work together to improve the school. Parents, the staff and the administration should work together to raise and maintain a student-centered learning environment.
A culture of Excellence
As the head I will try to establish a culture of excellence amongst all the stakeholders. Our school is supposed to be a place where each individual embraces academic and personal excellence, and this should be expected from all the members of the school. Our most important belief should be that all the students can learn anything and achieve at high levels. Each stakeholder should work had to prepare our students for the competitive 21st century.
First goal: Establishing Strengths, Weakness and needs of the institution
In the first month as the school head, I will assess our system in order to identify the strengths, weakness and the needs of the school and try to improve the situation. I will hold meetings with all stakeholders and try to establish trust by allowing them a voice in our school. I will also try to develop a culture of confidence, excitement, and excellence amongst all stakeholders. The data got from the above should indicate the stakeholders’ beliefs in our schools’ strengths, weakness, and vision for excellence. The analysis of this data should clarify the areas that require immediate improvement. I will use this data to improve the student learning by establishing SMART goals that should be met by each individual involved.
The whole of the first month, I will use it in meeting various stakeholders and having a discussion with them about our school. During this month in the first week I will meet the school administration. The second week I will meet the school staff and invite them to a summer team building event, and this will help us to have fun together. I will also engage the staff in structured meetings to discuss the welfare of the school. In the third week I will personally meet with the students where we will have a discussion on discipline, class attendance and academic issues and let them know that we care and discuss what we can do as a family to succeed. The same week I will meet the parents and will take coffee together with students after a brief discussion on education and our goals as a school. In the last week of the month, I will have coffee with the members of the community. The purpose of the first month is to identify stakeholders’ values, beliefs and perceptions of our school, its strengths, weakness and vision of excellence.
Second Goal: Instituting a Culture of Learning
I will use the second month in instituting the culture of learning in the school. It is critical for the school to switch from the culture of teaching to the culture of learning. What matters most is what the students study. Our philosophy in this section will be all the students can learn anything. We must collaborate and know our students on a personal level in order to make them succeed. The following questions must be answered; what do we expect our students to learn? How can we support students in their learning? How do we know what students are learning? And based on collaborative analysis of the results of our efforts, what can we do to improve student learning? This goal will be measured by listing all the strengths and weakness for each of our programs and initiatives. A set of goals that are agreed upon by the whole school and a professional development plan.
In the first and second week of the second month, I and the staff will examine our programs in details to establish consensus in our strengths and in those areas that need improvement. I will ensure that we set goals to improve the learning of our students. It is my responsibility to ensure the school vision is aligned with that of my district. Therefore in the second week I will meet with the education head of my district to get some guidelines. The objective of this is to develop a plan for our staff to work in unity in assessing our goals and improve student learning.
The second week I will meet with the workers who are in charge of cleaning the school and will have a campaign of clean the whole sch...