Monday Morning Leadership Notes

Monday Morning Leadership

By David Cottrell

Eight Mentoring Sessions You Can’t Afford To Miss


Mentoring is not about fixing someone’s problems; it is about helping them to become a better person. Teaching them what you know so that they can teach others.

Monday 1: Drivers and Passengers

Passengers can fool around in a car. Drivers cannot. If you are a manager or leader of people there are some things that you can no longer do. You are a driver. · Can’t join others pity parties · Can’t blame others · Must work for solutions · Take responsibility for everything

If you want to be extraordinary, then you must choose to stop being ordinary. One must be willing to change to achieve success.

Monday 2: Keep the Main Thing the Main Thing

Is everything a crisis in your world? What are you/your people focusing on? Do they know what the main thing is? People have different perceptions of what the main thing is. People quit people before they quit companies

Monday 3: Escape from Management Land

In management land, managers have big egos and are disconnected from their people. Overworked underappreciated people move down the chart of effectiveness. If people who do not pull their weight are still on your staff, their performance must be acceptable to you. Do not lower the standard to accommodate poor performance. Raise the standard by rewarding and recognizing excellence.

  • Get in touch with your people. · Hire good employees · Coach every member of the team to become better. · Dehire the people who aren’t carrying their share of the load.

Monday 4: The [Dudley] Do Right Rule:

Do not sacrifice the vision to accommodate a few. Challenge poor performance. Work for long term results, not short term. Do not allow a department to generate negative momentum. Your leadership is critical to this. People are not stupid, if there is a white elephant in the room, they know it.

Monday 5: Hire Tough

Most important asset to a company is the right people Greatest liability to your company is having the wrong people. Hire tough. Make it a privilege to be on your team. The right people are usually easier to manage. Prepare for interviews. Interview at least 3 candidates, in three sessions, by three different people or groups of people. Never lower your standards to fill a position, you will pay for it later.

Monday 6: Do Less or Work Faster

My time is consumed by things that are out of my control. Not true. You can control your time. Your time is your responsibility. If you can’t get your work done, you are letting your team members down. Don’t let things get in the way, not even your personal problems. Doing the wrong thing harder does not help solve the problem. Find ways to shorten tasks, eliminate steps, combine tasks.

Prioritize and organize · Touch paper only once · Set aside uninterrupted planning time every day. · Audit everything that someone wants you involved with. · Clean your desk. · Control your email. · Batch activities . . . do like things together. · Go to lunch at 11 or 1 Interruptions · Identify who is doing it and why · If you cant stop them, then keep it short · Your desk cannot face the lane of traffic · Schedule sessions with co-workers and boss · Ask team how we waste their time and hinder their performance Avoid and manage meetings. Remember we are here to get something done, not socialize or meet our personal needs.

Monday 7: Buckets and Dippers

Your scorecard as a leader is the result of your team. You are needed, you are important. But you get paid for what your subordinates do, not necessarily what you do. You need your team more than they need you.

Every person has a bucket of motivation. Keep it full. People also have dippers. They use the dippers to steal others motivation by being negative. Keep their buckets full by: · Make sure they know the main things needed to do a good job · Make sure they get feedback on how they are doing. · Let them know that you care about them · Let the team know how well it is doing as a team. The more buckets you fill, the more your bucket is filled.

 Monday 8: Enter the Learning Zone

Leave your comfort zone

Actively seek to become better at what you do


Listen to others

Give back

Set goals

Stay positive

David Pino, School Psychologist

Enfield, CT



The Scientific Method and SRBI

The Scientific Method

  1. Ask a Question
  2. Do Background Research
  3. Construct a Hypothesis
  4. Test your Hypothesis by doing and Experiment
  5. Analyze your DATA and Draw a Conclusion
  6. Communicate your Results


  1. Identify a Problem in Student Learning
  2. Do Research on what types of interventions increase learning in that area
  3. Develop a Smart Goal
  4. Provide the Intervention (6-8 weeks)
  5. Analyze your Progress Monitoring Data and Draw a Conclusion
  6. Communicate Results with your Team/Determine next Step
David Pino, School Psychologist

Enfield, CT