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young learnersI always wondered in school, why has nobody discovered me? Didn’t they see that I was more clever than anybody in the school? That the teachers had trouble learning, too? That all they had was information that I didn’t need? It was obvious to me. Why didn’t they train me? I was different. I was always different. Why didn’t anybody notice me?” – John Lennon

 

 

 

 

I recently had the opportunity to review our “Bright Lights” presentation which articulates the strategies and skills of many of our educators. I am always intrigued by the creativity, passion and reception by learners of others’ teaching practices. I remain captivated by the magic that professionals bring to the organization of teaching and subsequent learning that goes on in classrooms.

Teachers and teaching matters. Most people understand the impact of good teachers and research supports this contention. Let’s review some of the research on good teachers and great teaching.

The RAND corporation in a recent study using student results on standardized tests revealed that being taught by an effective teacher has important consequences for student achievement. They found:

1. Teachers matter more to student achievement than any other aspect of schooling.

2. Non-school factors do influence student achievement, but they are largely outside a school’s control.

3. Effective teachers are best identified by their performance, not by their background or experience.

4. Effective teachers tend to stay effective even when they change schools.

Russell Bishop (2003) provided us with one of the most effective interventions available for all students but most importantly for minority students and that was the belief that teachers have in their students. He argued that those teachers who come into classrooms with the belief that students can learn and achieve to a high standard and who work collaboratively with others in this proposition actually help students learn more and to a higher level.

John Hattie, in his book, Visible Learning (2008) concluded that effective teachers exhibit characteristics. Some of these include:

1. They are directive, influential, caring, and actively and passionately engaged in the process of teaching and learning

and

2. They are aware of what each and every student in their class is thinking and what they know, and what they are capable of achieving.

ReLeah Cossett Lent in the book “Overcoming Textbook Fatigue; 21st Century Tools to Revitalize Teaching and Learning” , provided some interesting strategies and learning activities that are used by good teachers in promoting student success. These included Inquiry Based Learning, Project Based Learning and Students Collaborations. These are all activities that are not new to any of us. However Lent discussed the effect of the following as foundations that influence learning even more when used as elements in instruction:

1. Respect and Relationship building by the teacher

2. Communities of teachers working collaboratively to support students (must be visible to the learner)

3. Teachers as coaches to students and each other

Michael Strong in his book “The Highly Qualified Teacher” outlines the personal attributes of teachers as articulated by young learners. The top 12 characteristics most consistently mentioned by the students were:

1. Cooperative, democratic attitude

2. Kindliness and consideration of the individual

3. Patience

4. Wide interests

5. Personal appearance and pleasing manner

6. Fairness and impartiality

7. Sense of Humour

8. Good disposition and consistent behaviour

9. Interest in pupils’ problems

10. Flexibility

11. Use of recognition and praise

12. Unusual proficiency in teaching a particular subject.

Again it is reinforced for me that there are terrific educators working around us. The best are those who have a personality that allows them to connect with the learners they serve, an orientation to working collaboratively as a community of learners and professionals and have skills in the organization and presentation of learning activities.

Sounds easier that it really is. We are fortunate to have so many terrific educators in our district.

“Be careful what you water your dreams with. Water them with worry and fear, and you will produce weeds that choke the life from your dream. Water them with optimism and solutions, and you will cultivate success. Dream” – Lao Tzu

Trustworthy Leadership

“We cannot hold a torch to light another’s path without brightening our own.“     -     Ben Sweetland

 

team building - puzzle pieces

 

I recently read an article by Robert Hurley on the Trustworthy Leader.   It was interesting to review the major elements of his trust model.  According to the author there are six areas in which a leader can help build trust:

1.  Create similarities: Establish common values and a common identity.

2.  Align interests with those whose trust you want.

3. Demonstrate concern.

4. Develop and demonstrate capability in the matter at hand.

5. Create a track record of predictability and integrity.

6. Communicate, communicate, Communicate – and do it clearly and openly.

Trust in leaders and leadership is critical to a functioning organization and it is the actions of leaders in this area that sets the tone for the rest of the organization.  Our job as leaders is not complete until we embed trust in the basic culture of the system.  It is the culture of a school or district that is the important factor in helping the individuals deliver on the promises of a “Dream”.  If we as leaders and the entire organization is trusted, then the individuals in that organization will try to excel at the tasks and opportunities presented to them. 

I was once asked why I thought that the development of trust was of such importance.  It is my belief that schools and districts that have high trust leaders actively engineering high trust organizations enable the organization to move forward with its intended goals while those with low trust will constantly struggle in their attempt to be a truly successful organization.

 

trust graphic

Trust is vital, it is earned, and it is strategically developed.  Leaders must always place the development of trust at the forefront of their leadership actions.  Trust is build one action at a time.

 

 

An important consideration for trustworthy leaders is to help remove obstacles and barriers to the development of trust in the organization.  Some strategies to consider are :

1.  Break down toxic hierarchy and replace it with effective and integrated networks.

2. Support and mentor the growth and development of others.

3. Remain fixated on common outcomes and goals.

4. Help develop skills in others that allow the organization to be excellent.

5. Communicate openly and honestly.

The effects of leadership are critical to any organization and the development of trust is paramount in the requisite skills of leaders.

 

“The trouble with communication is the illusion that it has been accomplished.”     -     George Bernard Shaw

New Year’s Resolutions

 

 

 

“Teaching is an instinctual act, mindful of potential, craving of realizations, a pausing, seamless process, where one rehearses constantly while acting, sits as a spectator at a play one directs, engages every part in order to keep choices open and the shape alive for the student, so that the student may enter in and begin to do what the teacher has done:  make choices.”

     -  A. Bartlett Giamatti

 

highwayPlease accept my Best Wishes for a terrific 2013. 

 

As we return to our professional work following our Christmas Break I thought I would pen a different version of my professional resolutions for 2013.  I make them public in the hope that we can collaboratively work together  to find many successes throughout the year.

 

One of my reflections during the holidays was a reminder of how human is our profession.  We can build new schools, alter bus routes, develop new technologies, but in the end, it is the human interactions in the classroom and the school that drives our educational endeavours.  Let’s hope that we as teachers in the upcoming year can see improvements in the following:

     1.  More supportive emotional climates for all learners.

     2.  Strategies to enhance mastery of content, skills and concepts.

     3.  New ways for learners to apply their knowledge

     4.  Better use of formative and summative assessments of learners and systems.

     5.  Enhancements of the professional capital of all associated with our district and profession.

 

Young learners are with us for part of the day and we accept our responsibilities as educators as part of a collaborative pact with parents, guardians and the community.  Another resolution for consideration is an enhanced partnership with parents.  I hope:

     1.  We further develop trust with all parents and guardians.

     2.  Provide welcoming environments to our parent partners.

     3.  We find ways to include parents as partners in providing academic support for their children.

     4.  We can reduce the structural and psychological barriers to increased parental participation in our classrooms and schools.

 

In return I hope parents can find ways to better support teachers and schools, enhance their roles in developing student self-discipline and provide better information on their children for our consideration.

 

Resolutions should speak to moral purpose and directions.  With this in mind I hope for:

     1.  More instructional leaders in our district.

     2.  Continued development of Social responsibility as a way of being.

     3.  Better and more adult learning.

     4.  More knowledge and understanding of how to approach and integrate the requirements of 21st Century into  our classrooms.

 

Students have a huge responsibility to support their own learning.  My hope is that they find opportunities for enhanced

     1.  engagement, participation and learning

 

In the end my resolutions remain the same as they have for over 37 years as a professional.  I wish to be the best teacher, connected to the best system serving students and families.  Not too much to wish for I hope.

Enjoy 2013

 

“We do not believe in ourselves until someone reveals deep inside us that something is valuable, worth listening to, worthy of our trust….. Once we believe in ourselves we can risk curiosity, wonder, spontaneous delight or any experience that reveals the human spirit.”

     -     e.e  cummings

bright idea

“There is no particular substantive reform I would recommend  — because no single reform will account for much difference.  If has to be an array of reforms orchestrated at the community level and involving a joining of schools and universities, as well as a much closer relationship between community and school than we’ve been having in the last few decades.”     -     John Goodlad

As a community we continue to deal with the tragedy of losing a student to suicide. In speaking to Carol Todd recently she informed me that she was busy meeting with individuals and groups in the community to ensure that the passing of her daughter Amanda would not be forgotten and that her legacy would be improved conditions for young adults. The discussion was comforting and personal as both of us lamented the passing of a daughter but also because we were both looking for lessons learned and how to develop individual and collective responses to the tragic loss of Amanda.

We feel the loss of Amanda as a wound that continues to hurt and affect us all. We recognize the harsh reality of this wound, but our expressed hope is to encourage people to think about their experiences with a feeling of compassion and responsibility. It is only through this type of concerted action that the wound will eventually heal.

It is commendable to see the many leaders in our community trying to find solutions to the issues that many of the young learners in our community deal with. From bullying, social isolation and loneliness to mental health and poverty I see many individuals investing time and energy to find solutions to these difficult situations. Municipal leaders such as Mayor Moore in Port Coquitlam are gathering momentum in their community to deal with the issue of bullying. They are organizing a walk to raise awareness and developing a legal strategy to deal with acts of bullying.

Mothers like  Carol are raising awareness of the various aspects of this issue in ways that honour young adults but provide us with the possibility of action that will make our communities safer for all.

What is the response of a school district and its many leaders?

Our continued and ongoing efforts are to create an environment where all, including students, staff and parents feel respected and safe. We cannot create such an environment by individual acts of courage alone. We need a holistic, active and engaged set of strategies that include all of us looking at the many elements of our environment. We must pay attention to the physical environment and to the social routines of our classrooms and schools. As Cindi Seddon, a principal in our district indicated during an interview with the media, developing a safe haven for students includes building a positive and safe school climate. Such a climate requires that educators find ways to build student and educator attachment to each other, their schools, their district and their communities. This can be achieved through personal and professional relationships and by assuming responsibilities in the civic and extracurricular lives of our schools.

Currently we have a district representative committee meeting on a regular basis to develop an overarching and inclusive strategy on school safety. It will include an orientation to expectations, routines and strategies to develop safe and inclusive learning environments for all. It will look at the task from an appreciative perspective and I look forward to working with our organization in a combined effort to effect positive change in our schools and communities. 

90“  To put the world right in order, we must first put the nation in order; to put the nation in order, we must first put the family in order; to put the family in order, we must first cultivate our personal life; we must first set our hearts right.”   -     Confucius

Orientation to Leadership

November 21, 2012 by Tom Grant

leadership_thumb1” Change is a leader’s friend, but it has a split personality: its nonlinear messiness gets us into trouble. But the experience of this messiness is necessary in order to discover the hidden benefits — creative ideas and novel solutions are often generated when the status quo is disrupted.” – Fullan, 2001

“But changes in behaviour do not follow the creation of a personal belief system; they precede it. Behaviour does not stem from a rational consideration of evidence, but from an emotional attachment to a trusted colleague.” – Reeves, 2006

I read in Gino Bondi’s recent blog a reference to a 2012 Harvard Business Review article where Michael Watkins outlined Seven Key Shifts that happen as a person moves from a managerial role to a leadership role. This can occur as part of a role or a mental change on the part of leaders. Here is his list:

1. Specialist to Generalist

2. Analyst to Integrator

3. Tactician to Strategist

4. Bricklayer to Architect

5. Problem Solver to Agenda Setter

6. Warrior to Diplomat

7. Supporting Cast Member to Lead Role

Each is self-evident but for more information read  the following article.   “How Managers Become Leaders: 7 Shifts”“. From my perspective, the shift is reinforced by our own orientation to leadership but also by our intentional behaviours as we practice our roles. Those leaders who understand these shifts and have a clear and understandable theory of leadership will make more efficient shifts and be more effective leaders.

Many researchers and writers provide guidance and direction in this area through the development of Leadership Frameworks. The following might be of some interest to you the reader.

Rick DuFour contends that effective Professional Learning Teams must be supported by leaders who can facilitate the growth of teams through the application of four questions.

1. What is it we want our teams to know and be able to do?

2. How will we know when teams know it?

3. What will we do when teams don’t have it?

4. What will we do when teams already have learned it?

He suggests that having answers to these questions guides our behaviour which can then fit into the leadership framework of our choice.

“One of the most essential responsibilities is clarity— clarity regarding the fundamental purpose of the organization, the future it must create to better fulfill that purpose, the most high-leverage strategies for creating that future, the indicators of progress it will monitor and the specific ways each member of the organization can contribute both to its long-term purpose and short-term goals.” – Rick Dufour

Mindful leadership

In our district we have adopted a grand systemic framework for leadership that can be applied to any professional in any position in the district.  We believe that the true professional is a leader in their specific context.   Mindful Leadership is our collective attempt to articluate the framework in visual form. 

In his classic leadership essay, “The Servant as Leader”, Robert Greenleaf describes effective leaders as those who are emotionally and socially intelligent leaders. The competencies he articulates include:

- self awareness

- self management

- social awareness

- relationship management

Most recently the Wallace Foundation in the January, 2012 article “The Principal as Leader: an Overview” articulated the following framework that describes what effective principals do. In short they believe effective leaders perform five Key functions well. These are:

1. Shaping a vision of academic success for all students

2. Creating a climate hospitable to education

3. Cultivating leadership in others

4. Improving instruction

5. Managing people, data and processes to foster school improvement

A set of beliefs or a framework that aligns with your beliefs would be important to guide behaviours, act as a blueprint for self- reflection and orientation to personal growth.

“Unleashing the power of organizations and networks of all sorts to create the changes needed in the coming years will require millions of gifted and dedicated leaders of all sorts, many of whom will not come from obvious positions of power or have gotten permission for their efforts. This does not imply that leadership from those in positions of authority is unimportant, only that it is insufficient. – Senge, Smith, Kruschwitz, Laur & Schley, 2008

Team-building

“The whole is greater than the sum of its parts”

No one says teambuilding is easy.  It takes work to get a team functioning well.  There are specific strategies that help individuals get the most out of teamwork and all contribute to the success of the team:     – Daniel Stamp

I recently reread the book the “Five Dysfunctions of a Team” by Patrick Lencioni in an attempt to review and reflect on my skills in building teams.  The five dysfunctions are:

1.  Absence of Trust.  Strong teams are composed of individuals who trust each other on a fundamental level and remain vulnerable to each other in an attempt to accomplish team goals.

2.  Fear of Conflict.  Strong teams are not afraid to engage in passionate dialogue prior to making decisions.

3.  Lack of Commitment.  Powerful teams are able to achieve genuine buy in around important group decisions.

4.  Avoidance of Accountability.  Strong teams are accountable for group decisions.

5.  Inattention to Results.  Highly functioning teams are able to set aside personal agendas and focus on what is best for the team. 

It is important for each of us as members of teams to understand that we have a responsibility in working strategically in developing the best teams possible.  We cannot simply join a team and think that without intense commitment and strategic action the team will develop.  There are strategies that teams must commit to in order to be effective. I present for your review some suggestions on teambuilding that I have collected recently.   

Daniel Stamp reminds us that teams need to:

· articulate their goals

· communicate well

· plan better meetings

· commit to learning

· learn to be both leaders and followers

· trust teammates

· look for win:win opportunities

Jon Katzenbach and Douglas Smith in “The Discipline of Teams”  articulate that a team’s essential discipline comprises five characteristics.  These include:

· A meaningful common purpose that the team has helped shape

· Specific performance goals that flow from the common purpose

· A mix of complementary skills

· A strong commitment to how the work gets done

· Mutual accountability

Susan Wheelan, in her book, Faculty Groups, From Frustration to Collaboration outlines four stages of group development and leadership strategies to assess, and help groups improve their performance.  From the author’s perspective effective team building:

· Educates team members about group development

· Educates team members about the characteristics of effective teams

· Educates leaders on strategies to support group development

· Includes structured methods so that team members, not facilitators or consultants, decide what to do to improve their performance

· Occurs when members decide what steps to take to improve team performance

· Occurs when members commit to implementing plans they have developed

The author further suggests there is no evidence that strategies focused of individuals; individual performance, personality incompatibilities, personality types, interpersonal relationships, or emotional issues have any positive effects on team performance.

Many authors present profiles on highly functioning teams that can be used to self-reflect on how the team is doing.  Perhaps the first place to begin would be team meetings.  This is a tangible function of a team that can be improved through communal work.  Through the actual work of the team, the team can get better.

Reasons for Learning

another view of learning

 

“The 21st Century skills are essentially an updated version of the belief that education can actually make a big difference to the quality of life that our children will have, some from increased capacity but much coming from social contribution, near and far.”

     -     author unknown

 

I recently had the opportunity to participate in a series of dialogues providing feedback to the Ministry of Education on future graduation requirements. Participants included students, educators, parents and community partners. The orientation was to build on the strengths of our system and expand on the key elements of the BC Education Plan in providing our input.  The key elements of the plan include:

  1. Personalized learning for every student
  2. Quality teaching and learning
  3. Flexibility and choice
  4. High standards
  5. Learning empowered by technology  

From my perspective it was interesting to listen to the various responses.  The responses were not that different from those articulated by organizations such as (SETDA)  the State Educational Technology Directors Association who believe that the key to a productive life in the globalized and digitized 21st century includes:

  • core subjects (English, reading or language arts, languages, arts, mathematics, economics, science geography, history and civics) 
  • 21st Century themes  (global awareness, financial, economic, business and entrepreneurial skills, civic literacy, health literacy)
  • Leaning and Innovation Skills  (creativity and innovation skills, critical thinking  and problem solving skills, communication and collaboration skills)
  • Information, Media and Technology Skills  (information literacy, media literacy and ICT literacy)
  • Life and Career Skills  (flexibility and adaptability, initiative and self-direction, social and cross-cultural skills, productivity and accountability, leadership and responsibility) 

It will be interesting to hear whether our input results in a similar framework that is BC made, and BC developed.  My hope is that the orientation to the framework will come with a distinct connection to the educated citizen.  Will we all be clear that the reason for teaching and learning will be directed at the “dream” of a literate and socially motivated citizen.  Such a citizen should be able to inquire, continually build on natural talent, and nourish the ability to build ideas.  I would hope that the intention of our plan would be to sustain and further develop what is good in our society. 

Any change process should begin with a compelling story.  Let’s hope that once we complete this important work of retooling our education system there is clarity  as to our intended purpose.

 

“  Students learn skills by seeing them, understanding them, and practicing them until they become an integrated part of the students’ repertoire.  Thus, the models of teaching that fit the requirements of our time are in the inductive, cooperative, and inquiry-complex.”              -Joyce & Calhoun

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