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Diane Halpin, DirectorChange the way we serve learns with Autism!


The BOSS Symphony Model
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"Music and rhythm find their way into the secret places of the soul"

- Plato


  The concept of peer groups is not new. Highly successful peer groups are often catalysts and capable of instigating profound change in organizations. What is new is the formation of peer groups to study implementation practice in public education and to focus on the role of superintendents in the leadership of change. This is the BOSS Symphony.


Symphony™ (BOSS Certified Superintendent Program) is the BOSS leadership development program in its entirety. Symphony is defined by Daniel Pink as one of the necessary attributes for the Conceptual Age in his book A Whole New Mind(2006). Symphony is the ability to put together the pieces. It is the capacity to synthesize rather than to analyze, to see relationships, to detect broad patterns rather than to deliver specific answers, and to invent something new by combining elements no one thought to pair(p. 130).

Symphony™ is the complete BOSS leadership development program that includes eight cohort learning sessions per year (Jazz Band), five additional one hour cohort conference calls (Ensemble), one two-day cohort retreat session (Orchestra), and individualized follow-up services determined cooperatively with the coach and mentor based on an individual learning plan (Solo Recital).


Participants earn levels of certification for each year of participation in the program as well as continuing education credits as per state requirements. Individual learning plans guide the selection of high quality professional development programs and ensure accurate design for coaching and mentoring services to the individual superintendent. 

Symphony™is led by a BOSS authorized Coach/Mentor (Chair) and includes cohort learning experiences with 12 active superintendents.

BOSS provides a strong and sustainable support structure for superintendents to receive high level coaching and mentoring from a skilled superintendent, cohort learning in groups of 7 to 12 members, high quality professional development based on needs, and online support networks. In addition, superintendents will be able to benchmark their district performance and learn from ongoing case study of implementation practice.

 


An orchestra conductor faces the ultimate leadership challenge: creating perfect harmony without saying a word. In this charming talk, Itay Talgam demonstrates the unique styles of six great 20th-century conductors, illustrating crucial lessons for all leaders. After a decade-long conducting career in his native Israel, Itay Talgam has reinvented himself as a conductor of people in business.


Need for a Collective Capacity

Many Superintendents maintain an isolated and somewhat competitive stance with one another rather than seeing each other as part of the solution.

Superintendents enjoy some local celebrity , community recognition and respect in most school districts in this country. They are often given credit by the community for holding the strengths of intelligence, skill, competitiveness, academic knowledge, moral leadership and so forth. In a way, superintendents are given attributes that are "bigger than life." The public position creates opportunity for some personal in-authenticity to rear its ugly head. After all, you are in some ways the hero.

To fulfill the role and expectations, many superintendents try to do it alone. This contributes to the isolation felt by many superintendents while on the job. And, it is disastrous when the superintendent errs or shows signs of personal distress. How many times have we witnessed in our society respected superintendents making poor personal decisions regarding addictive behaviors of alcohol, sex, mood altering drugs or the like?

BOSS Applied Learning Model

BOSS Applied Learning Model














School boards may give significance to comparisons with districts nearby or superintendents may seek opportunities to compete. State officials, legislators or community leaders may publicly criticize a superintendent and it is broadcast in the media. These circumstances can create barriers for honest and forthright communication among superintendents. The traditions of the past and changing forces of today require a new look at how school superintendents are prepared for the job and also how we support them in the job. Professional development by the state associations or state departments is often focused on technical and policy work as opposed to adaptive leadership skills. The lack of deeper and meaningful dialogue and the lack of effective coaching and mentoring programs means that most superintendents find the job too difficult, not rewarding, and are deeply troubled by the loneliness of the role and the lack of true leadership available to them.

BOSS Symphony™ was developed to provide you with high leverage coaching, cohort learning and high quality professional development to that you can lead the change for yourself and others in the organization or community.You will never go it alone again.




    • Rely on your colleagues for support and learning.
    • Find useful information about implementation practice and the research behind it
    • Establish a calendar of development time for YOU and stick to it.
    • Find encouragement from others and feel the energy!
    • Measure your success with the wisdom of others doing similar challenging work.
    • Experience Just in Time Learning as a superintendent.

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