Strategy 2: Build an Atmosphere of Mutual Trust and Respect

Action Steps:

• Be willing to have the difficult conversations in an atmosphere of mutual respect to draw out the issues, problems, misconceptions, and misunderstandings in order to take steps to resolve problems and help each other feel heard and understood. 

• Look at a candidate’s interview AND body of work so that employees will trust that their work over time matters and will be considered, along with their interview skills, for advancement

• Rebrand “The Colton Way” to “The CJUSD Way” to establish a positive connotation so that employees will feel a sense of pride in CJUSD.

• If The Colton Way involves employees treating each other with respect and kindness and modeling this for students, then students will treat others with respect and kindness.

• Faithfully implement the PBIS/MTSS (Multi-Tiered System of Supports) framework across all parts of the organization so that we will have a positive culture in which employees and students treat each other with respect and kindness.

• Implement transparent and fair academic and behavioral policies to build trust with students and parents.

• Teachers will build trust in the academic system by teaching grade-level standards through the adopted curriculum

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Obstacles:

 

• Everyone has a different viewpoint and perspective that they bring to the conversations.  It will be important to foster an environment where everyone feels comfortable having uncomfortable conversations.

• The hiring panel needs to consider both the candidate’s interview and their works to determine whether or not the applicant is highly qualified for the site or department.  Trust has been compromised because some employees believe favoritism, rather than their work history and ethics, gets applicants hired.  Getting away from favoritism or nepotism as a hiring practice in the district will begin the repair of employee discontent to build a more trusting atmosphere districtwide.  Although the interview is important, it is a short snapshot of the applicant’s character and knowledge and not necessarily a reflection of the quality of work completed throughout the applicant’s professional career.

• People view and experience The Colton Way differently. To change how people respond to or perceive the “way,” it is necessary to start fresh with a new campaign.

• As a district, we need to define what The Colton Way is because there are multiple definitions of what it is, which weigh heavily on the perceptions employees and students have of the district impacting culture, connectedness, relationships, and productivity.

• There are employees who do not believe in the PBIS/MTSS frameworks and who do not carry them out with fidelity because they believe that PBIS is a way to excuse poor behavior for students by not following Ed Code with harsher disciplinary actions (e.g., suspensions, expulsions, etc.).

• The ongoing teacher shortage makes it more difficult to hire and retain highly qualified employees.

• We do not have basic expectations about teaching grade-level standards through the adopted curriculum.  Teachers may be resistant and it may be difficult to enforce.