Job Announcement: Director – Office of Curriculum and Assessment
The Ohio Department of Education is seeking a visionary leader with proven educational and organizational leadership skills that can direct the future-focused Office of Curriculum and Assessment. The successful candidate will have strong knowledge of educational issues involving standards, curriculum and their aligned assessments to support student learning.
Major Responsibilities and Duties:
Directs the Office of Curriculum and Assessment in providing leadership and support for schools and districts in the implementation of curriculum and Ohio’s standards and assessment system:
• Oversees the review and update of Ohio’s Learning Standards and related model curricula in all content areas through extensive stakeholder engagement;
• Oversees the implementation of professional development and technical assistance emphasizing innovative practices to support districts in helping students become college career ready leveraging regional systems of support;
• Leads all aspects of statewide K-12 assessment system including:
o Fiscal management of assessment contracts (e.g., AIR, ACT, SAT) and contract monitoring (e.g., vendor relation management, deliverables);
o Coordination of a variety of tests for multiple purposes (e.g., computer-based test, ACT, SAT, Work Keys, Alternative Tests);
o Ensure assessments and results meet technical requirements (e.g., reliability, validity);
• Supports major legislative and State Board of Education initiatives and policies as they arise (e.g., Third Grade Reading Guarantee, graduation requirements);
• Leads the development of annual strategic goals for the Office;
• Develops partners in the field (e.g., ESCs, Network of Regional Leaders) that will help open two-way lines of communication;
• Coordinates the alignment of Ohio’s Learning Standards with standards from other ODE offices;
• Coordinates with the Office of Innovation on topics of blended learning, Innovative Learning Network (ILN), competency-based education and the learning management system (LMS);
• Oversees collection of evidence needed for submission for peer review approval process for Ohio State Standards and Assessments.
• Completion of a Master’s degree or higher in one of the following areas: Education, Educational Measurement, Educational Leadership, Social Sciences, Public Policy, or related equivalent degree;
• 5 years of administrative or managerial experience;
• Demonstrated experience in the implementation of regional or district-wide assessments or curriculum and instruction supports.
• Political acumen with various stakeholders and constituent groups
• Deep knowledge and experience working with programs and educators that provide curricular and assessment supports to districts
• Strong analytical and critical thinking skills related to educational policy, resource allocation, and program design
• Exceptional verbal and written communication skills and a proven ability to build productive relationships with, and communicate complex messages to, a wide variety of stakeholders
• A strong understanding of Ohio’s educational policy and landscape
• Unwavering belief that all students can learn and achieve success in school
• Excellent communication, interpersonal, and team-building skills
• Systems thinker with creativity and strong problem-solving skills
- Compensation is negotiable; depends on candidate’s experience and qualifications
- Requires travel throughout State of Ohio and may require overnight stay. (Must be willing and able to secure a valid Driver’s License OR supply your own transportation.)
All qualified candidates may submit materials to firstname.lastname@example.org
The Ohio Department of Education does not discriminate on the basis of race, color, religion, sex, national origin, disability (ADA),
age or veteran status in employment, programs, or against individuals receiving services.
Courage is the quality that distinguishes great leaders from excellent managers.
Over the past decade, I have worked with and studied more than 200 CEOs of major companies through board service, consulting, and research as a member of Harvard Business School’s faculty. I’ve found the defining characteristic of the best ones is courage to make bold moves that transform their businesses.
Courageous leaders take risks that go against the grain of their organizations. They make decisions with the potential for revolutionary change in their markets. Their boldness inspires their teams, energizes customers, and positions their companies as leaders in societal change.
The dictionary definition of courage is “the quality of mind or spirit that enables a person to face difficulty, danger, pain, etc., without fear.” Courageous leaders lead with principles–their True North–that guide them when pressure mounts. They don’t shirk bold actions because they fear failure. They don’t need external adulation, nor do they shrink from facing criticism.
Courage is neither an intellectual quality, nor can it be taught in the classroom. It can only be gained through multiple experiences involving personal risk-taking. Courage comes from the heart. As Buddhist monk Thich Nhat Hanh once said, “The longest journey you will ever take is the 18 inches from your head to your heart.”
It takes bold decisions to build great global companies. If businesses are managed without courageous leadership, then R&D programs, product pipelines, investments in emerging markets, and employees’ commitment to the company’s mission all wither. These organizations can slip into malaise and may eventually fail, even if their leaders can move on to avoid being held accountable.
Why do some leaders lack courage? Many CEOs focus too much on managing to hit their numbers. They avoid making risky decisions that may make them look bad in the eyes of peers and external critics. Often, they eschew major decisions because they fear failure. I know, because it happened to me.
In my first year as CEO of Medtronic, I passed up the opportunity to buy a rapidly growing angioplasty company because it faced patent and pricing risks. While those risks proved valid, Boston Scientific bought the company instead, transforming both enterprises and creating a formidable competitor for Medtronic. I didn’t have the courage to accept short-term risk to create long-term gain. It took Medtronic two decades of expensive research and development programs and additional acquisitions to become the leader in this field.
Let’s look at some recent examples of courageous leaders whose actions transformed their companies:
Alan Mulally When Mulally arrived at Ford, he found a depleted organization losing $18 billion that year and unwilling to address its fundamental issues. To retool Ford’s entire product line and automate its factories, Mulally borrowed $23.5 billion, convincing the Ford family to pledge its stock and the famous Ford Blue Oval as collateral. His bold move paid off. Unlike its Detroit competitors, Ford avoided bankruptcy, regained market share, and returned to profitability.
Mary Barra In contrast to Mulally, General Motors CEO Rick Wagoner and his predecessors refused to transform GM’s product line, even as the company’s North American market share slid from 50 percent in the 1970s to 18 percent. When the automobile market collapsed in late 2008, Wagoner was forced to ask President George W. Bush to bail the company out. Even so, GM declared bankruptcy months later.
Mary Barra, GM’s CEO since 2014, demonstrates the difference courage can make. Immediately after her appointment, she testified before a hostile Senate investigating committee about deaths from failed ignition switches on Chevrolet Camaros. Rather than make excuses, Barra took responsibility for the problems and went further to attribute them to “GM’s cultural problems.” Three years later, she is well on her way to transforming GM’s moribund, finance-driven culture into a dynamic, accountable organization focused on building quality vehicles worldwide.
Paul Polman When Polman became Unilever’s CEO in early 2009, he immediately began transforming the company, declaring bold goals to double revenues and generate 70 percent from emerging markets. He aligned 175,000 employees around sustainability, publishing the Unilever Sustainable Living Plan with well-defined metrics the following year. Polman’s efforts in his first eight years returned 214 percent to Unilever shareholders. Nevertheless, Kraft Heinz, owned by Brazilian private equity firm 3G, made a hostile bid to acquire Unilever on February 17, 2017. Polman immediately wheeled into action, convincing KHC to drop its bid two days later. Then he announced seven bold moves to enhance shareholder value without compromising the company’s ambitious long-term plans.
In comparison, Kraft CEO Irene Rosenfeld quickly capitulated when confronted by activist Nelson Peltz in 2012. He wanted to split Kraft’s global business by spinning off its North American grocery products unit, which Rosenfeld wound up leading as an international business renamed Mondelez. Without the ability to access global markets, the old Kraft went into a period of decline, making it vulnerable to 3G’s 2015 takeover; meanwhile, Mondelez is adrift with declining revenues and earnings.
Indra Nooyi: Named CEO of PepsiCo in 2006, Nooyi foresaw the coming shift among consumers, especially the millennial generation, to healthier foods and beverages. She immediately introduced PepsiCo’s strategy “Performance with Purpose,” that focuses on complementing the company’s core soft drink and snack business with healthy foods and beverages. In 2013, PepsiCo was challenged by activist Peltz to split the company, but Nooyi steadfastly refused. Instead, she restructured her leadership team to deliver strong near-term performance while continuing to invest in her transformation strategy.
Nooyi’s arch-rival, Coca-Cola CEO Muhtar Kent, decided instead to concentrate on sugar-based soft drinks while ignoring these obvious trends. As a result, Coca-Cola’s performance has consistently lagged PepsiCo’s. Since 2011, PepsiCo stock is up 70 percent, while Coca-Cola’s has increased only 15 percent.
The courage cohort
There are literally thousands of competent managers who can run organizations efficiently using pre-determined operating plans, but few with the courage to transform entire enterprises.
The courage cohort includes Delta’s Richard Anderson, Starbucks’ Howard Schultz, Xerox’s Anne Mulcahy and Ursula Burns, Nestle’s Peter Brabeck-Letmathe, Novartis’ Dan Vasella, Tesla’s Elon Musk, Amazon’s Jeff Bezos, Merck’s Ken Frazier, and Alibaba’s Jack Ma. They join the growing list of authentic leaders that have made courageous decisions to build great global companies.
To quote poet Maya Angelou, “Courage is the most important of all the virtues, because without courage you can't practice any other virtue consistently.” Boards of directors need to examine their leaders carefully to determine if they have the courage to navigate their organizations through turbulent times while enduring hardship, risk, and criticism to ensure they are building sustainable enterprises./p>
With more courageous leaders like those cited above, the business world will be able to create enormous value for all its stakeholders.
Bill George is Senior Fellow at Harvard Business School, former Chair & CEO of Medtronic, and author of Discover Your True North.
This content was originally posted on HBSWK.hbs.edu on 4/24/17.
Contact John Assunto for all of your Education Recruiting needs! Johna@worldbridgepartners.com or 860-387-0503
What do you need to learn to continue to be successful in your profession as we look to the future? This is a question that keeps many people, and definitely me, on edge and wanting to make sure that I don't fall behind.
How do I keep current? What are the skills that I need to enhance to remain on top of my game? What new proficiencies do I need to master?Over the course of my career, I have always asked myself those questions and I have tried to be focused on new developments along with gaining expertise with new techniques, technology advancements, and new approaches to doing my work better.
This week, The Learning Blog from LinkedIn published this article, These Are the Skills of the Future. They spent, "more than three months interviewing more than 39 experts across 10 industries and asked them,”
"What skills do you believe will become increasingly more important to your industry over the next five years? Why?"
So with full disclosure here, I was one of the people they asked about, The Future of Sales. It was interesting how each of the sales professionals queried came up with very similar comments about the skills necessary although we did each have our own take on things.
No matter what our profession is, I think it ties back to the critical importance of lifelong learning. If we are to be ready for the future we must be #AlwaysBeLearning new skills. The article makes this very important statement that applies to all of us.
Preparing for the future requires a commitment to learningI am a firm believer in this and a few months ago I posted this article that is now updated with a free video from one of my LinkedIn Learning Courses. Always Be Learning: It's a Nice Idea If We Actually Do It Open up the link and watch what I have to say about lifelong learning.
Frankly, I believe #AlwaysBeLearning should be a mantra for all of us.
Here's a complete list of the 10 industries and the link to each for, "Skills of the Future." #FutureSkills
The Future of Sales
The Future of Tech and IT
The Future of Marketing
The Future of Creative
The Future of Human Resources
The Future of Learning and Development
The Future of Management
The Future of Project Management
The Future of Business Leadership
To help all of us get started, LinkedIn Learning has this great offer! You can view courses for a week without giving your credit card. Candidly we would all be foolish if we didn't take advantage of this. Then you have an additional 30 days of viewing before your credit is charged.
So, the question really becomes. What are you waiting for? You can get ready for the future today. Agree?
Dean Karrel a career and executive coach and LinkedIn Learning author. Dean has worked in sales management and leadership positions for a number of major global publishing companies.
#AlwaysBeLearning #FutureSkills #LinkedInLearning
Originally posted on Linked In By: Dean Karrel
Contact John Assunto for all of your Education Recruiting needs! Johna@worldbridgepartners.com or 860-387-0503
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