Sean Dorsey: You and I both know ,the scorecard doesn’t outline everything that we do, but it really puts a spotlight on what is the impactful work that’s going to create a great place for students to learn, a wonderful place for staff to work, and a great place for families to send their students.

[Intro music plays in the background.]

Introduction

Janet Pilcher: Hello everyone, welcome to the Accelerate Your Performance podcast, where we gather each week to share strategies for hardwiring excellence in education. I’m your host Janet Pilcher, and I’m pleased to welcome back Superintendent Sean Dorsey from Manitou Springs School District 14, located just outside of Colorado Springs.

With 26 years of experience in education, Sean first began his career in special education. Before coming to Manitou Springs, he served 13 years as Assistant Superintendent of the Sand Creek Zone. As you’ll hear today, Sean’s goal is to create wonderful environments for students to learn, staff to work, and families to send their children. This is the driving force behind his investment in developing both leadership capacity and density.

And before we jump in, I want to make sure you know he’ll be speaking later this month at our annual conference, What’s Right in Education. There’s still time to register at studenteducation.com/wrie. And join us October 22nd through the 24th for panels, breakout sessions, and networking opportunities specifically built for our K-12 educational leaders.

Let’s dive in.

Interview

Janet Pilcher: It’s with great pleasure that I welcome Sean Dorsey to our show today. Welcome Sean.

Sean Dorsey: Well Janet, thank you. It’s my pleasure to be on.

Janet Pilcher: Absolutely. And I just want to take a few minutes and thank you. Thank you for your partnership. We had the opportunity to partner with you at Sand Creek and now in your current district that we’ll talk about today. So I just, you know, thank you so much, Sean, for continuing to partner with us. Your leadership is important.

Sean Dorsey: You bet. Well, it’s been a wonderful partnership. I think I was the first Colorado partner for Studer Education Group back in the day in the Sand Creek Zone, and we’ll talk about this later, but it’s really transformed my leadership and just what I can do for families and parents and students, etc.

Janet Pilcher: Yeah, thanks so much. So let’s get started. So we’re going to be in your state in October right around the corner. What’s Right in Education. Looking forward to that. And you’re going to be speaking there, Sean, on building a sense of urgency around improvement.

And I know just from connections with KK, you know, that when you got to Manitou Springs, you hit the ground running. Wouldn’t expect anything otherwise. So building out a district scorecard and beginning to develop the key leader tactics. So talk a little bit about that start and how building the scorecard really helped you build that sense of urgency for improvement.

Sean Dorsey: Yes. Well, first of all, I’m super excited to present at What’s Right in Education. Now, I love Colorado. Been a Colorado resident since, oh gosh, 1991. Now I would have come out to Pensacola had it been What’s Right in Education in Pensacola. But anyway, it’s great to have it in our backyard.

Gosh, when I arrived at Manitou Springs School District 14, we had a 23-page strategic plan actually coupled with a graduate profile that was multiple pages, and then a strategic vision for the district, which was another five pages. And so lots of planning, lots of people, power ,and thought had gone into those plans, but they, to be honest, had really kind of sat on a shelf.

And so I took a few months honestly to really learn about Manitou Springs School District 14. It’s a unique district, small, it’s about 1200 students, very traditional, four buildings, and so much different than what I came from, which was a much larger district in the Sand Creek Zone 49.

And so after taking a few months to learn and really understanding that the strategic plans had not really been operationalized and really implemented, it was time to reengage with my partnership with Studer Education Group and thankfully got KK again as a leadership coach and really identified starting with a district scorecard. Because what we knew was that we needed to really identify the 20% of the work that would get 80% of the results, and that’s really what the scorecard outlines.

And so we ended up with our pillars of student success, people success, and really overall operational organizational success. And I think what that’s done for us, Janet, is it’s really provided clarity for leaders across the district about what the important work is. Now, you and I both know the scorecard doesn’t outline everything that we do, but it really puts a spotlight on what is the impactful work that’s going to create a great place for students to learn, a wonderful place for staff to work, and a great place for families to send their students. And the scorecard really has leveraged that and provided again, just kind of that North Star of where we’re headed as an organization and providing clarity about what we’re going to be about over the next three to five years.

Janet Pilcher: Yeah, so good. I love what you just said a few minutes ago, Sean. The scorecard, yeah, it’s not representative of all the work you do, but it’s certainly the work you have to focus on. I mean, there’s work that comes off of that, but it really, it’s really focusing in on those core pieces like what you talked about, those core pieces that help people understand what they need to connect to in order to achieve those significant results around those areas.

So, and I think it’s typical what you talked about with sometimes there’s so much stuff, right? There’s so much stuff out there, but how do we really get our arms around that and tighten it and build focus and then help our people understand? So, I’m sure, you know, just I know with your interactions with how you’ve used rounding, for example, historically, one of our best in terms of models there, helping people understand and being connected to that work is important to you.

Sean Dorsey: Agreed. And so to kind of piggyback on that, really the two things that we’ve started with, the Manitou Spring School District 14 are the scorecard. So building that out at the district level, and then we’ve actually kind of really moved fast, honestly, and, but purposefully, to have departmental scorecards as well as school scorecards.

And the other thing that we’re implementing is rounding and because that purposeful engagement with all staff, you know, systematic two times a year with every staff member at minimum, really connecting leaders with staff, and really providing staff with input on decisions that affect their job. And that’s really been powerful for us with the rounding piece.

And then we’re also doing this year, we started 30-90 day with all new staff members. So we just wrapped up 30 days with new staff members. And so I’ve yet to look at those. We just wrapped those up the other day. And so excited to kind of see what those results look like as well.

Janet Pilcher: Yeah, you’ve done that. You know, you’ve done that so well. And it’s so funny, Sean, you know, so I’m over 350 episodes of the podcast. It’s hard to believe and been pretty faithful to doing that every week.

But as I interview superintendents and educational leaders across the board, when we think about the tactic that’s most talked about, it is rounding. I mean, it’s just it’s kind of a study in itself, Sean, you know?

Sean Dorsey: It is, well, and it’s, it’s so simple. But don’t let the simplicity fool you. It’s powerful, right? And you can round for different outcomes. We’re doing that as well. We have a couple of new curriculum implementations in English language arts and math. And so leaders are actually asking specific questions in their rounding protocols about that implementation. You know, “how is the ELA, the English language arts implementation going? How is the math piece going as far as implementation goes?” And so it’s just really a versatile tactic that’s simple, but really yields powerful results and information that leaders can utilize to make the workplace better.

Janet Pilcher: Yeah, so good. So, you know, as you think about just going back a little bit to your experience at Sand Creek and where you are now in Manitou Springs, and you have children and your own children in the school system, I believe as well. When you think about where you work before and where you are now, how does what you learned about leadership and improvement from your past carry over into where you are today? In other words, how has the work really affected you as a leader and how you lead?

Sean Dorsey: Gosh, that that is a big question. What I well, first of all, yes, you are correct. Hayden and Addy, I have twins. They have been with me since preschool that I’ve worked with every school they’ve been in. They came with me to Manitou Springs School District 14. 99% of the time, I think they’re happy to drive with Dad to work. There’s a few days that are dicey, but at any rate, I’m super excited to have them and they’ve had a really successful transition as well.

Gosh, my work with Studer Education Group really, and I don’t, for those that don’t know me, I don’t use this word lightly at all. It’s been transformative for me. I’ve always been blessed with, I feel like pretty solid leaders. I’ve been lucky in that way and been able to hire some really good folks throughout my career, but the partnership with Studer Education Group really, for me, has been about the leadership development institutes.

I mean, everything’s been great, right? But once you hire a great leader, you have to continue to develop him or her. And I just, the work with KK and my learning through the LDIs, the development of principal, assistant principals, instructional coaches through the leadership development institutes, because what’s great about the LDIs is that it’s, okay, you’re going to learn, but then you’re going to go apply. And then the next LDI, you’re going to come report back what’s worked well, what hasn’t worked well, et cetera.

I think that that piece of my relationship with Studer Education Group has been the most impactful. It’s hard to pick out one. But that really, the leadership development really changed the trajectory of the Sand Creek Zone. Because when you have great leaders in buildings, the work is just so much easier in a lot of ways for lack of better terminology.

Because really you can let great leaders just run. And that was huge for me. And I’m finding the same thing in Manitou Springs School District 14. Really great leaders, maybe not quite the right development for them over the last couple of years. But now that KK is on board and we’re diving into the Nine Principles and implementing tactics and scorecards, we’re going to move fast.

And what we learned in the Sand Creek Zone is that that zone of schools is the most heavily impacted as far as free and reduced lunch goes in the 49, but the highest performing group of schools. And I really attribute that result to our work with Studer Education Group. And I know we’re going to get the same results in Manitou Springs School District 14.

Janet Pilcher: So good, Sean. So good. And as you’re talking and talking about leadership development, I think about my conversations and explaining to others sometimes what we do. And the one thing I find myself, there’s leadership development out there that’s good in terms of, but most of it in K-12, focuses on instruction, if that makes sense. And not that that’s not important, right? But that’s not where we are. I mean, instruction is good, but we’re more at that systems and just good leadership skills. Right?

It’s how you really build those good opportunities to engage with people to help them move forward and be integrated and connected to the work that we do and the service that we provide. But it’s those essential, what I call, just timeless leadership skills. And I don’t know if that resonates with you, but I find myself really having to help people understand there’s a difference between teaching leaders those skills and good instructional skills. They interconnect, but that you need both.

Sean Dorsey: Oh, 100%. And as you were talking, Janet, what came to mind, and I kind of missed this in my previous answer was, yes, you’re developing leadership capacity, but you’re also developing leadership density and you’re developing a bench. And so through LDIs and all the work with Studer Education Group, you’re really preparing aspiring principals, aspiring leaders to be that leader, especially within the culture that you’re building through your work with Studer Education Group.

That’s been the invaluable piece is developing that bench because what we know is that a lot of people aren’t going into educational leadership these days. And I understand in some ways—

Janet Pilcher: [laughs]

Sean Dorsey: —but it’s been huge. In D49, it was it was big for me in having options, honestly, to select from for leaders for a building. And same thing in Manitou Springs School District 14, even though it’s a smaller organization, we’re developing leadership capacity and density to ensure that we have just a strong succession plan moving forward because I’m not getting any younger.

Janet Pilcher: Yeah.

Sean Dorsey: Obviously. And I won’t be at this forever. So it’s really important to leave not a legacy, but really a legacy of we’re going to have good leaders step in when we have great leaders step down.

Janet Pilcher: Yeah, that’s so good. And it’s so thoughtful of you as a leader to think that way. And I love the not just capacity but density. I love that term. You know, just it’s so important in terms of what you’re doing.

You know, let’s talk a little bit. I know there’s something that KK said that you’re doing in your community. So, you know, not only do you work within your schools, but you’re really building the relationship your community with Coffee and Talk where you’re connecting with your community and your local coffee shop. So, you know, just talk a little bit what inspired you to do that. And what have you learned from that outreach in your new newer community.

Sean Dorsey: I’ve learned a lot.

Janet Pilcher: [laughs]

Sean Dorsey:  So the rationale and inspiration for kind of the Coffee Talk and we do multiple, oh gosh, we’re probably gonna do six this year, I think three each semester. But in any rate, the inspiration behind that was Manitou Springs School District is kind of a unique community where it’s an aging kind of graying population. We, 52% of our students actually are choice students, so they do not live within our district boundaries. So we have a lot of parents that live nearby but they are not actually in our school district. But we also know that we have, again going back to the graying population, we have folks that are not connected to the school district directly through a student having a student in the district, or maybe they had a student in the district 25 to 30 years ago, right? And so we know that that’s a group constituency that is important to us. We care about them we want them to have opportunities to engage with the school district and not have to come up to the district admin building, et. cetera.

So meeting them at places throughout Manitou Springs. Really, I work without a net per se so there’s not really a set agenda. I do have some agenda items, but really it’s an opportunity for folks to come in and ask questions and learn about what’s going on in the district, and maybe ask some tough questions.

Janet Pilcher: Yeah.

Sean Dorsey:  It could be around changes that we’ve made. It could be, you know, we’ve had some, some issues with choice enrollment and students that were denied, and so it’s really an outlet for people to really ask hard questions that they want and, you know honestly there may be some times and actually have been where I don’t have the answer.

Janet Pilcher: Yeah.

Sean Dorsey:  So I do have to go back and find the answer for them and circle back, and that just builds trust, it builds sense of open door, and it’s been fun. Actually, I usually get, it’s kind of varied, I usually get about 10 to 15, even 20 folks.

Janet Pilcher: That’s a good group.

Sean Dorsey:  It’s not bad, and they come in and out as they please, and some stay the whole time. It’s about an hour and a half we do. Again, about three times per semester. So it’s, it’s been fun. Definitely a good learning experience and just a great way to get out in the community and not make the community come in to us.

Janet Pilcher: Yeah, it’s, you know and I, what you’re saying is so important because I think as we’re, as you’re looking at the choice. I mean, you’re, we’re moving more into choice types of opportunities, so schools are having to reposition their thinking a little bit, and that, the community and the perception in the community and our service to community, I think, becomes even more important. I think that’s only going to get greater. Don’t you, Sean, in that regard?

Sean Dorsey: No, I agree. I think in tying it back to the scorecard, whether it be choice or really any other goals and strategic actions that are aligned is that the scorecard again allows us to focus our efforts on what’s important and measure the important things. And so it allows us to be nimble. It allows us to pivot because we know that the choice environment requires us to be, and I can’t really use any other word but “competitive.”

And so the scorecard and the simplicity yet complexity of that work allows us to one: focus on the important things, and two: pivot to meet the needs of number one students, families and staff so that we are positioned in the right way to continue to attract and retain our families.

Janet Pilcher: Yeah, so good. I mean, really so good and it’s looking at that whole picture and really building those interconnections to your community but, but helping your people the scorecard, the communication tool, really helps your people understand that as well.

So, you know, just such good, good work that you’re doing, Sean, and I mean good work that you did in Sand Creek the transfer that work to Manitou Springs, and you know, just the appreciation of you as a leader in the difference that you’re making.

So as we leave today, you know, if there was something that you wanted to as your— if you were talking to leaders or people who want to who want to do that job of a superintendent, you know, one day, you know, what one or two pieces of advice might you give them?

Sean Dorsey: Well, first of all, thank you for the kind words. The one or two pieces of advice I would give honestly is don’t wait on performance excellence work. I think performance excellence and continuous improvement can sound really intimidating, but it’s really not. It’s really about identifying the core work. Identifying and implementing the aligned actions to meet those goals making sure that you’re measuring and progress monitoring along the way. Are you making progress towards those goals? And it’s about developing leaders for me and you can’t wait on that work. That work needed to happen yesterday, so to speak.

And so I would just say to all those out there, Student Education Group really has again, as I said earlier in the interview, really transformed my work, providing clarity and roadmap to ensure that we are continuously improving and that we are developing tomorrow’s leaders to meet the needs of students, staff, families and community members.

Janet Pilcher: Thank you so much, Sean. Just so appreciative of you. So appreciative of our partnership with you, and I look forward to seeing you in person. The best part of my work is getting to have conversations like this with great leaders out there. So thank you so much for your contributions.

Sean Dorsey: Oh, Janet, I appreciate that and look forward to seeing you. Yes, it’s coming up. Yes, I look forward to it.

Janet Pilcher: It is. All right. See you soon, Sean.

Conclusion

[Outro music plays in the background.]

Janet Pilcher: In one survey conducted by the Education Research and Development Institute, 73% of superintendents responded that leadership development and capacity are a concern for them. In response to that concern, leaders like Sean see the big picture and excel in this area so they can leave a lasting impact. I think you can see that in Sean, and I so appreciate his contributions to his district as a key leader and to our profession. Thank you, Sean.

And I thank you for tuning into this episode of Accelerate Your Performance. I look forward to connecting with you next time as we continue to focus on the Nine Principles Framework so that we can be our best at work. Have a great week, everyone.