Org-Wide Senior Leadership Strategy Sharing our FY17 learnings

Reg Ops Friends,

We are excited to share reflections and learning as we all close out FY17 and look ahead to the new year. Hope you enjoy the snapshot into our work, and we’re eager to ROw together even more in the new year!

Lucy, Rhonda, Danielle and Demetrius!
OUR WORK IS ROOTED IN THE CHARGE TO... "HELP ENSURE STRATEGIC ALIGNMENT ACROSS TEACH FOR AMERICA IN SERVICE OF OUR BREAKTHROUGH RESULTS. BY ENGAGING EXECUTIVES ACROSS ALL REGIONS AND TEAMS AND STAYING PROXIMATE TO LEADERS AT ALL LEVELS, WE STEWARD EFFICIENT INTEGRATION OF NATIONAL WORKSTREAMS WITH REGIONAL PRIORITIES."

OUR CHARGE HAS COME TO LIFE IN THREE KEY WORKSTREAMS THIS YEAR: REGIONAL OPERATIONS STRATEGY, REGIONAL/NATIONAL INTEGRATION, AND THE EXECUTIVE LEADERSHIP TEAM. KEEP READING TO LEARN MORE!

Reg Ops Strategy

A picture is worth a thousand words. :-)

Beyond the funny picture, what a year we’ve had! We’ve grown from a brand-new team to a team that’s learning, growing, and ROwing together, and that progress is connected to our emerging strategy for the team. Click here for a quick reminder of our 3-year approach to team strategy.

Top Lessons From FY17

  1. A few simple, clear strategies that are consistent and executed well are effective at cutting through the noise and building clarity. Examples: State of the Union, RO dashboard, RO stepbacks.
  2. If we truly want learning to happen, we need clarity of what we expect, a coordinated approach, dedicated time for this work, and accountability for learnings to lead to progress and change.
  3. If we aspire to be a team that values successes and failures as equally important learnings, we need to develop skills, orientations, and practices to live into this value.
  4. Full team, especially in-person time, is very effective at building alignment, connections, inspiration, and energy

Emerging FY18 Aspirations

  1. We (Reg Ops) will continue to strengthen our understanding of our charge, theory of action (TOA), and how we are doing against these.
  2. Sub-teams will understand their charge, TOA and how it connects to Reg Ops.
  3. Reg Ops is clear on the significant learnings and insights in our work, both collectively and at the team level.
  4. The org is clear on Reg Op’s “house” and how to collaborate with us across teams.

Regional/National Integration

Regional/national integration is such a big concept and focus area across our org. It's about ensuring a clear, effective framework-i.e. systems, structures, tools and orientation towards local decision making--for the flow of work, learning, and information that occurs between regions and national teams. Click here to learn more about our team's role in strengthening regional/national integration and the work we're leading over the next three years.

Top Lesson From FY17

  1. The regional/national integration tools that are successful tend to a) be intentional about the details and consider it from the end-user’s perspective; b) have built in feedback loops with end users c) view the work as an iterative process with continued adjustments and improvements; d) have dedicated capacity to support the work.
  2. Creating space for regional and national team to do meaningful work together is an effective strategy for building and strengthening cross-team relationships. The spring integration design sprint was a clear proof point of the benefits of empathy building across teams while gaining greater enterprise-level perspective.

Emerging FY18 Aspirations:

Implement a subset of designs coming out of the integration sprint. Here is our recommendation that we are sharing with the MT and we will keep you updated with our progress. We’re excited to share more as the MT engages and as we confirm additional priorities for the year.

Executive Leadership Team

In the inaugural year of the Executive Leadership Team, we laid the foundations for the team to work together in pursuit of its charge. From virtual meetings to in-person gatherings and the stewardship of org-wide initiatives, a few key lessons emerged.

Top Lessons From FY17

  1. As a microcosm of Teach For America, the ELT needs to be both responsive and proactive in pursuit of our strategic direction. We need to continue spending time on the most consequential issues facing the org, while also amplifying and proactively giving our teams insight into the work we’re doing together.
  2. We need to take time to focus on culture, strengthening relationships, and the regional-national dynamic. These are critical factors in our teams’ work and experience, so we must prioritize and invest in ways that impact our work together and the experience of the teams we lead.
  3. The ELT will need to continue to rally, arm-in-arm, as we proceed with mission alignment work. From the foundations to the core values and DEI commitment, we need to continue to work together across teams and functions to ensure our full community is empowered to lead in greater alignment with both clarity and conviction as we move into future stages of implementation in the upcoming year.

Emerging FY18 Aspirations:

  1. Confirm the FY18 ELT strategy and scope and sequence in alignment with org-wide FY18 priorities.
  2. Beginning with the July meeting, continue to strengthen in-person gatherings with programming that reflects our values, ELT charge, and aspirations for the ELT community.
  3. Create more transparency, insight, and connections between the ELT and teams across the org.
Created By
Demetrius Jones
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