The document proposes a draft model and concept for a Teach For America (TFA) Leadership Academy intended to strengthen leadership skills among TFA staff. The proposed Leadership Academy would provide a blended learning experience over one year involving courses, assignments, mentoring, and real-world projects. The goal is to help participants become more effective leaders who can advance TFA's mission of eliminating educational inequity. If implemented, the Leadership Academy would draw on best practices from other organizations and feature leadership training in areas like strategic planning, operations management, and relationship building.

1. - Draft Model and Concept by Dana Jarvis
TEACHFORAMERICA
TFA Leadership Academy
June 16, 2008
(Draft Model and Concept by Dana Jarvis)
The TFA Leadership Academy has been created as a draft model and concept
to stimulate thought and discussion. While the focus is on Teach for America,
the Leadership Academy model itself can be transferrable to other
organizations. The model has been created based on significant research on
leadership models and a familiarity with TFA. It is an example of an approach
Dana Jarvis could take with companies to elevate their leadership approach.

2. - Draft Model and Concept by Dana Jarvis

3. - Draft Model and Concept by Dana Jarvis
TFA LEADERSHIP ACADEMY
Draft Model and Concept
TFA Mission and Approach
At Teach For America, we are working with a great sense of urgency to build the movement to
eliminate educational inequity by enlisting our nation's most promising future leaders in the
effort. We recruit aggressively to attract outstanding recent college graduates of all majors and
career interests to commit two years to teach in urban and rural public schools, and we invest
in the training and professional development necessary to ensure their success as teachers in
our highest-poverty communities. Our teachers, also called corps members, go above and
beyond traditional expectations to lead their students to significant academic achievement,
overcoming the challenges of poverty despite the current capacity of the school system.
We cannot, however, expect teachers alone to compensate for all the weaknesses of the
system. We believe our best hope for a lasting solution is to build a massive force of leaders
inside and outside education who have the conviction and insight that come from teaching
successfully in low-income communities. We need such leadership working at every level of
our school system, working outside the system to address the socioeconomic factors that
contribute so significantly to the problem, and working in policy and the sectors such as
journalism and business which influence policy. After our corps members complete their two-
year commitments, we continue to foster their ongoing commitment to and leadership in
effecting the fundamental changes necessary to expand educational opportunity.
TFA CORE VALUES
Relentless Pursuit of Results – We assume personal responsibility for achieving ambitious,
measureable results in the pursuit of our vision. We persevere in the face of challenges, seek
resources to ensure the best outcomes, and work towards our goals with a sense of purpose
and urgency.
Sense of Possibility – We approach our work with optimism, think boldly, and greet new
ideas openly.
Disciplined Thought – We think critically and strategically in search of the best answers and
approaches, reflect on past experiences and data to draw lessons for the future, and make
choices that are deeply rooted in our mission.
Respect and Humility – We value all who are engaged in this challenging work. We keep in
mind the limitations of our own experiences and actively seek out diverse perspectives.
Integrity – We ensure alignment between our actions and our beliefs, engage in honest self-
scrutiny, and do what’s right for the broader good.
Source: www.teachforamerica.org and TFA Core Value document

4. - Draft Model and Concept by Dana Jarvis
TFA LEADERSHIP ACADEMY PHILSOPHY
TFA is committed to providing learning opportunities to enhance staff member skills in
areas including operations and management, strategic thinking and reasoning and
interpersonal skills. As a strategic approach, these learning areas can be integrated
into a comprehensive leadership model, known as the Leadership Academy. The more
staff members who have leadership qualities, the stronger the TFA mission will be.
Through this leadership lens, staff members will grow personally and professionally.
Staff members will go beyond course work to define a Leadership Legacy, have stretch
assignments, engage with mentors, apply skills, and measure results. TFA will be
changed forever for the better, with a newfound appreciation and energy for the
mission of eliminating educational inequities.
PROPGRAM DESCRIPTION
The TFA Leadership Academy will provide participants the opportunity to become stronger
leaders. It will be open to all staff members, individually, in teams and/or in cross-functional
teams. The program has been designed by utilizing the best practices of world-class
organizations (e.g. GE, 3M, Home Depot, United Way, Goodwill, among others) and cutting
edge scientific research. By understanding and analyzing key elements of course work,
participants will be prepared to take on “stretch” assignments and apply what they have
learned. Participants gain leadership competencies, allowing them to excel personally and
professionally. Key to the LDA will be interactions with leadership inside and outside TFA.
Participants will have mentors who will contribute their growth and development. Along their
leadership journey, participants will learn from each other and spend time in multiple programs
and departments. It will also be important for participants to have self-assessments
conducted, which will highlight their strengths and development opportunities. Each participant
will have an Individual Development Plan (IDP) to assist them in becoming stronger leaders.
For this example, the leadership experience covers a one-year period in which participants will
learn more about themselves and discover new and creative ways to make an impact on the
TFA mission. Through this process, leaders will benefit from accelerated professional
development, leadership skills development, specific competency development and
organizational networking and mentoring.
TFA LEADERSHIP DEVELOPMENT ACADEMY BEST PRACTICES
• Senior Leadership Ownership – Executives need to be involved and own the
program
• Mentoring and Coaching – to help leaders understand culture, strategy, goals,
development
• Training & Business Alignment – training must be in sync with TFA goals
• Assessment Focus – leaders receive evaluation to improve their skill sets
• Skills Enhancement – skills based on TFA Core Skills Model with additional
insights
• Leadership Communication – leaders share their "Leadership Journey" with
others
• Values Integration – leadership training will be based on TFA Core Values

5. - Draft Model and Concept by Dana Jarvis
• Blended Learning – use multiple training including on-the-job, retreats, stretch
assignments
• Alumni Network – graduates become teachers, mentors, coaches and leaders for
other staff
• Succession Planning – prepare staff members and leaders for future TFA
opportunities
• Collaborations – partner with Universities, Board members,
educational/community leaders
TFA Leadership Academy Goal Overview
Goal Learning Objective
“Participants will…
Measurement Technique
1. To become aware of
personal strengths
and weaknesses
which play a role in
personal and
leadership success.
• Conduct a self-assessment focused
on personal leadership attributes
• Apply results of leadership
assessment to goals, interactions and
day-to-day activities
• Coursework
• Discussions
• Case Studies
• Exercises
• Written
Assignments
• Leadership Self-
Assessment
• 360-Degree
Feedback
• Individual
Development Plan
2. To recognize and
understand key
leadership principles
and practices of
leadership and
methods for use.
• Improve abilities to recognize and
identify specific leadership issues as
they relate to the program, department
and TFA challenges and opportunities
• Discover leadership models that
align with personal traits, personalities
and approaches
• Coursework
• Discussions
• Case Studies
• Mentoring Program
• Stretch
Assignments
• Action Learning
Model
3. To apply
leadership
practices,
behaviors and
strategies on a day-
to-day basis.
• Take opportunities to practice
leadership
• Apply leadership practices in real
world TFA situations that require a
range of competencies to deal with
• Coursework
• Discussions
• Job Shadowing
• Exercises
• Stretch
Assignments
• Action Learning
Model
4. To evaluate
personal leadership
practices in
conjunction with
• Enhance ability to assess
leadership approach
• Gain insight on applying
• Coursework
• Discussions
• Case Studies

6. - Draft Model and Concept by Dana Jarvis
ability to achieve
goals.
best practices to managing
challenging leadership
situations
• Exercises
• Stretch
Assignments
• Leadership Journal
5. To continuously
improve leadership
approach in
meaningful and
significant ways
that impact TFA
mission.
• Utilize TFA Core Values
in alignment with leadership
competencies to be creative
• Enhance program quality
and increase growth
initiatives to play a significant
role in TFA’s future
• Coursework
• Discussions
• Case Studies
• Exercises
• Stretch
Assignments
• Leadership Case
Study
TFA LEADERSHIP ACADEMY EXPECTATIONS
It is expected that participants will:
1. Attend face-to-face sessions regularly.
2. Complete assignments based on course work.
3. Become familiar with other programs and departments.
4. Engage others in leadership discussions.
5. Live the TFA Core Values.
6. Achieve program, department and individual goals.
7. Maximize a mentorship opportunity.
8. Actively work to apply key leadership practices.
EDUCATIONAL DELIVERY METHODS
Based on a review of world-class organizations, it is clear that a blended educational
delivery approach is most effective to enhance mission achievement. A blended
approach allows for participants to learn and apply skills in a variety of settings.
Delivery Methods Description
Face-to-Face and Online
Courses
Participants will have full and half day sessions as well
as webcasts from senior TFA leaders and others.
Action Learning During the Leadership Experience, participants will apply
skills to real world strategic problems faced by TFA.
Stretch Assignments Participants will have opportunities to work on
challenging TFA problems in teams and individually.
Job Shadowing By spending time in different programs and departments,
participants will gain new insights into TFA.

7. - Draft Model and Concept by Dana Jarvis
External Speakers TFA Alumni, Board Members and community and
educational leaders will speak on key topics.
Panel Discussions Participants will hear panel discussions comprised of
TFA and community leaders in education.
Board & Committee Meetings Participants will attend TFA Board and Committee
Meetings to expand their network and gain insights.
Mentoring & Coaching Each participant will have a mentor from TFA who will
work with them on their development.
Field Trips Participants will visit other organizations to learn about
their culture, leadership and strategy (School of
Leadership Initiative Alumni, government, community
and educational partners).
TFA Leadership Academy Training Matrix
Date Leadership Competency Major Concepts
July 2008 Leadership Foundations • The Leadership Challenge
• Vision and Culture with TFA President
• Leadership Assessment
August 2008 Strategic Planning • Developing a Vision Statement
• Setting Goals and SMART Objectives
• Monitoring the Strategic Planning Process
• Executing a Strategic Plan for Success
September 2008 Operations Management • Understanding All TFA Operations
• Conduct SWOT Analysis of TFA Operations
• Defining Efficiency, Quality and Management
• Brainstorm and Apply Improvements
October 2008 Financial Management Basics • Creating a Budget
• Managing a Budget Day-to-Day
• Problem Solving on a Budget
November 2008 Managing Interpersonal Relations • Communication Basics
• Maximizing Two-Way Communication
• Applying DDI’s Key Principles
• Creating “Win-Win-Win” Situations
December 2008 Essentials to Team Management • Leveraging Diversity as a Strategic Asset
• Keys to High Performing Teams
• Taking a Strengths-Based Approach
• Recognizing Team and Staff Performance
January 2009 Becoming a Change Agent • Keys to Innovation
• Experimentation and Risk Taking
• Kaizen and Continuous Improvement

8. - Draft Model and Concept by Dana Jarvis
• Developing a High Growth Mindset
February 2009 Strategic Thinking and Reasoning • Steps to Problem Solving
• Shirt Pocket Analysis
• Apply Skills to Real World TFA Problem
• Developing Decision-Making Criteria
March 2009 Values-Based Leadership • Putting Values into Action
• Engaging Others in the Values
• Building and Sustaining a Values-Based
Culture
April 2009 Strengthening Facilitation Skills • Developing a Presentation
• Effective Presentation Skills
• Quick Tips for Developing Audience Rapport
• Lessons Learned and Improving Facilitation
May 2009 Valuing Diversity • Competitive Advantage of Diversity
• Leveraging Diversity for Organizational
Success
• Building and Maintaining Diverse
Relationships
June 2009 External Relationship Building • Keys to Building Strong External Relations
• Aligning External Relationships with Goals
• Sustaining Long-Term Relationships
July 2009 Leadership Legacy • Powerful Strategy to Move TFA Forward
• Moments of Greatness at TFA

9. - Draft Model and Concept by Dana Jarvis
TFA Leadership Academy Application (Optional, depending on program design)
Name: Title: Program or Department:
Years with TFA: Years in Current Position: Phone:
Email:
Commitments
What commitments are you willing to make to improve as a leader? (Check all that apply)
 Self Development: Contribute a portion of your own time to study
 Increased Workload: Accept special developmental assignments
 Stretch Assignments: Work on challenging assignments
 Mentoring: Actively participate in a mentoring relationship
 Action Learning: Apply skills to problem solving activities
 Course Work: Attend face-to-face trainings to enhance skills
 Job Shadowing: Cross train to learn more about TFA
 External Seminars: Attend outside trainings in leadership development
 Networking: Spend time with key TFA Stakeholders (e.g. Board, Alumni, Leaders)
Current Responsibilities
Describe current duties and responsibilities.
TFA Achievements
List achievements you have made at TFA over the last 12 months.
Living the TFA Core Values
List the ways in which you have brought the TFA Core Values to life. (Please be specific.)

10. - Draft Model and Concept by Dana Jarvis
TFA Leadership Academy Application (Optional, depending on program design)
Motivation to be in the TFA Leadership Academy
What is your primary motivation for applying to participate in the TFA Leadership Academy?
Leadership Skills Enhancements
What specific leadership knowledge and skills do you hope to acquire or enhance?
Personal Strengths
What personal leadership qualities and skills do you bring to the TFA Leadership Academy?
Skills Application
How do you plan on applying leadership skills at TFA?
My signature below indicates that I understand the purpose and commitments of the TFA Leadership Academy. If I
choose to participate, I will devote the required time to attend all functions of the program while continuing to meet
the normal expectations of my job, and my supervisor supports my involvement. I understand attendance,
preparation and participation are required, and if I fail to meet the obligations of the program, I maybe asked to
withdraw or many not complete the program.
Name_____________________________________________________________________Date_____________
Signature___________________________________________________________________________________
Supervisor’s Signature_________________________________________________________________________