​Look-fors by indicator to be used during a campus visit

	​Not PL Ready/ PL Ready	Consistent Practice/ Personalized
Mindset​	Leader(s) is/are not engaged in self-reflection and/or growth focused discourse is not the norm across campus. Challenges are seen as setbacks and leaders seek to maintain the status quo in their actions. Feedback and decision making processes are carried out in a top-down fashion.  ​	There is evidence of growth-focused discourse within the leadership team and across campus - reflection, collaboration, and framing challenges as opportunities are the norm.  There is evidence of reflective leadership in feedback processes, decision making processes, and how collaborative teams are structured to leverage strengths. ​
Values​	There is no clear articulation of campus values, leadership may change their focus based on the audience or may not be clear in their description and/or not aligned to the campus PL vision.	Campus values are clearly articulated and are evident in actions throughout campus. Actively engages all stakeholders.
Distributive Leadership​	Decision making is still mostly carried out in a top-down fashion. There is no and/or little evidence of stakeholder engagement in decision making processes.  ​Staff look to leaders for decisions and are not empowered to make decisions or offer their perspective in decision making process.	​Decision making processes are clear and collaborative. There is evidence across the staff on campus that their voices are part of the decision making process. Students and other stakeholders are also often engaged in the decision making process (e.g., empathy interview, observation, survey, etc.).
Systems Manager​	Leader does not demonstrate understanding of transformational change or continuous improvement in their management of their campus systems. Leader has not created systems or systems are not effective to implement and/or manage PL. Feedback is collected in a limited fashion and/or not reviewed and acted on and is generally top-down.	Leader implements practices that are aligned to transformational change or continuous improvement in their management of their campus systems. There is evidence of how leadership uses and creates or refines existing systems to increase effectiveness.  Regular 360 feedback is the norm on campus and structures are evident to support this. ​