By Steven Kellogg

         In a celebrated poem by Robert Frost called “A Tuft of Flowers,” a worker mentally sends a message to a colleague who has labored earlier that day on the same task with which the narrator is concerned, and he says: “Men work together, I told him from the heart, whether they work together or apart.”  And that’s the way we work, as librarians and teachers of reading on one hand, and authors and illustrators on the other. We are colleagues and co-conspirators who put our energies separately, but together, into the very important and exciting work of turning kids on to books, giving them a passion for their written and spoken language, and opening them up to its vast communicative and artistic range.  

        As creative partners, we depend upon each other to do our work with care and sensitivity. You rightfully expect authors and illustrators to put into your hands’ books whose words and images can be effective tools for reaching, inspiring, and moving the children in your care. Happily, that expectation is being validated by a surge of interest in literature-based reading programs throughout the country. It seems to be fueled by the growing conviction that children don’t become particularly excited about basal readers, workbooks, ditto sheets, nor do they file into libraries to check them out. They do become excited about stories and pictures that capture their imaginations. Like all of us, they are drawn to works that communicate in the language of feeling, which is the way that elusive thing called art so effectively reaches us. And the communicative power of art, as it is utilized in its varied means of creative expression (from architecture to painting to literature to drama), has been a compelling outlet for every culture and civilization since man’s beginnings.

        An increased emphasis on the role of children’s literature is a challenge to librarians and teachers as well as to their partners in publishing. Your role in our collaboration is to share the books with care, enthusiasm, creativity, and love so they have the maximum opportunity to reach their audience as effectively as possible. Although authors, illustrators, editors, art directors, designers, and printers all work together to produce a book, it’s not until the book is actually read and looked at that it really comes to life. Until that moment, it’s a darkened theater—a tableau frozen on a stage in a vacant auditorium. But when the teacher, librarian, parent, or friend opens the cover and shares the book with a child, the theater is illuminated, and, as the pages turn, the curtain rises and falls on successive acts and scenes. Through that reading and sharing the words come to life, and the illustrations move and flow with action, feeling, and vitality.

        Of course, each book must stand on its own merits and earn applause and approval from whoever experiences it. But if you bring a child and a book together with a sensitive understanding of that particular book—if you recommend and share and read the book aloud as if you were a part of its creative life—then that book has a much greater chance of being special to that child. And you will be remembered as being part of that book, and part of that gift, as surely as if your name were engraved on the jacket and the title page: a colleague, a co-conspirator, a creative partner.

        I have loved picture books since my childhood, and I recall with deep gratitude the relatives who were sensitive enough to give me books as gifts and to share both the books and themselves in magical read-aloud sessions. I had a passion for drawing as a child, and I used to make up my own tales and illustrate them for my two younger sisters, Patti and Martha, in a ritual we called “telling stories on paper.” On a rainy Saturday afternoon, or just before bed, I would sit between them with a stack of paper on my lap and a pencil in my hand, and I’d spin some kind of a bizarre yarn while scribbling illustrations to accompany the narrative, passing them first to one of the girls and then to the other. I found the process of “telling stories on paper” enormously compelling, and during those early days, before the blessings of editorial intercession were available to me, I would rattle onward with interminable enthusiasm until my dutifully attentive sisters were each buried under piles of pictures or comatose with boredom.

        My childhood fascination with illustrated storytelling persisted into young adulthood and shortly after graduating from college I began sending manuscripts with accompanying sketches to major publishing houses. When I was offered a contract to illustrate George Mendoza’s stories “The Hunter,” “The Snake,” and “The Hairy Toe” in a forty-eight-page book entitled GWOT! Horribly Funny Hairticklers, I was ecstatic.

        I had a wonderful time putting the book together, and I sent copies off to various friends, particularly those who had encouraged me to make the leap into publishing. Among these was a couple who lived in New York with their precocious but rather shy four-year-old-daughter named Helen. They were concerned that exposure to stories like “The Hunter,” “The Snake,” and “The Hairy Toe” that were assembled in a book entitles GWOT! might prove to be a traumatizing experience for her. But because I had illustrated the book and inscribed it to their Helen, they dutifully read it to her at bedtime. Several nights later, my wife and I were invited to their apartment for dinner, and in response to my knock the door swung open and there stood Helen in a ruffled party dress. For a moment she remained poised with a sweet hostess smile on her face. Suddenly, it transformed itself into a jubilant mischievous leer, and she screeched “GWOT! I Love You!” It was obvious that the book had not traumatized her in the least, and indeed her parents, to their ultimate despair had to reread the stories night after dreary night for many, many months.

         Helen and her family moved to the West Coast, but I continued to send her my books as they were published. A few years ago, the second oldest of my stepdaughters was married and Helen, now a young woman and an established television actress, flew east with her parents to attend the wedding. I had not seen her in quite a few years, and, as the deception in our backyard was nearing its end, Helen and I strolled along the edge of the woods together, and she brought me up-to-date on all that had been happening in her life. And of my books, which are still on her bedside shelf. She told me that whenever she opens them, the words and the pictures are a magic carpet to her childhood. She feels that she is once again a little girl snuggled against her parents as they read the stories aloud, and she happily loses herself in the illustrations that were once spread across their laps.

        In reflecting on Helen’s involvement with her books, I realize I had known something intuitively when beginning my career that I am convinced, thirty years later, is indeed true. Too often, I think, we define children as a bland herd, and we do not adequately recognize the complicated variety of personalities that they, as a group, represent.

        There should be made available to kids, as well as to adults, a delicious smorgasbord selection of books that deal with many facets of human experience. We should provide books that present an opportunity to explore a great range of emotions, exposing children to stories and images that inspire laughter, tears, shivery-spooky feelings, flashes of glowing, loving warmth, and insight. They should be acquainted with books that contain the creative approaches of many different authors and illustrators so that each young reader can find the ones that speak to him or her with particular clarity and poignance.

        Helen’s recollection of the way in which her parents shared books with her is also revealing. I believe that the picture book’s finest hour occurs during a read-aloud session when the book is bridging two laps and uniting the reader and the audience. The reading adult’s voice unlocks the magic of the story, inviting the child to enter the lives of the characters and to explore the landscapes that are delineated in the illustrations. There is a special warm and personal quality to the participation in that shared experience that is not duplicated while seated in front of a television set in a darkened room, and it is important for all of us who love children and books to continually express the value of reading aloud.

Check out Steven Kellogg’s website

Don’t Miss These All-time Favorites by Steven Kellogg:

The Island of the Skog

Paul Bunyon

Best Friends

The Mysterious Tadpole

Pinkerton Behave!

Jack and the Beanstalk

Develop Your Growth Mindset!

Mindset matters for administrators and teachers who work with children; mindset can have a profound impact on learning. A growth mindset allows us to see potential in everyone: ourselves, other adults, and children.  Fixed mindsets harm students. Fixed mindsets sort and select. Fixed mindsets have determined the future of students and the path of adults.  Such thinking has no place in education.

An important question to ask, do you have a growth mindset or a fixed mindset? I believe the mindset you have influences your leadership, thinking, actions, decision making, and who you are as a person.  

In her book, Mindset: The New Psychology of Success, Carol Dweck points out the difference between a fixed mindset and a growth mindset.

“In a fixed mindset, people believe their basic qualities, like their intelligence or talent, are simply fixed traits. They spend their time documenting their intelligence or talent instead of developing them. They also believe that talent alone creates success—without effort. They’re wrong.”

“In a growth mindset, people believe that their most basic abilities develop through dedication and hard work—brains and talent are just the starting point. This view creates a love of learning and resilience that is essential for great accomplishment.”

Let’s consider your leadership. Questions are a great way to reflect on your leadership.  Are you modeling and communicating a belief that learning is about time, opportunity, and effort which is a growth mindset?  Or, do you communicate through your actions or words that some people are simply more able than others, in a world of those who can and those who cannot? Is there a disconnect between what you say and your actions?

Your mindset matters!

Reflect on my top five growth mindset concepts as you consider your leadership and commitment to embracing a growth mindset.

• Challenges can be opportunities:  Challenges are part of life, work, and school.  It is a personal choice to view challenges as problems or as opportunities to overcome or to improve.
• Make the word “learning” part of your vocabulary:  People who believe in growth mindset are always learning.  Are you always learning? Do you demonstrate through words and actions a belief that every person in your organization is a learner?  How do you respond to people who say they can’t learn something new?
• Redefine “brilliant”:  I have found it quite liberating to realize few people learn new concepts with magical ease.  Most people have to work hard; some may work less than others, but almost always there is hard work behind a perception of brilliance.  In general, schools have been designed to communicate we all learn in lockstep.  Such a belief leads to a sorting mentality, everyone does not learn the same or at the same speed, and that is OK.   Sorting beliefs are always tied to fixed mindset thinking; such thinking is not good for students and potentially harmful.
• Change your view of criticism:  As a leader, receiving criticism is part of the job.  The normal response people expect when they criticize another is often anger and resentment instead of an opportunity to problem solve. How you react to criticism speaks to your leadership and mindset.  Here’s my challenge to you: move the personal away from criticism and see it as an opportunity to grow, problem solve, and often to collaborate.
• Adopt and use the word “yet.” Dweck says “not yet” has become one of her favorite phrases. Not being able to solve a problem can mean you simply cannot do it or you have not solved it yet.  Fixed mindset: you either can or cannot find a solution. Growth mindset: you cannot solve the problem, yet, but with more time, support, and effort you will be able to.  

Mindset choice may appear simple; if fully embraced it can have a profound impact on you and those around you. Often, I will meet with a parent who tells me they could never do the math and that is why their child cannot do the math.  This pattern can run through generations, and it is harmful predicting what children can and cannot do. If teaching and communication of the educator reinforce a negative belief, it will harm a child.  On the other hand, if the child and parent experience a teacher who lives and communicates a growth mindset; an opportunity for change is created. The next time a person says, “ I can’t do the math,” you can have a different and unexpected response to them, a response using growth mindset thinking.

I encourage you to learn more about growth mindset, how you can grow as an educator, and have a positive influence on others!  If we as educators adopt and communicate growth mindset, we create an opportunity to change belief, and such a shift can change the future of a child.

Learn more from my book, The Principal’s Leadership Sourcebook, Scholastic Ed.

During my first year of teaching, the principal of the K-6 school gave me this advice: “Get down to work immediately; give your sixth graders homework the first night; make students work hard from the minute they enter the classroom. Don’t waste time.” I quickly discovered that this advice, given with the goal of covering curriculum in mind, was definitely faulty.

That first year, I felt awkward and uncomfortable diving into the curriculum without knowing the students in my class.  It wasn’t research that raised these feelings, for if there was any in 1963, I certainly hadn’t read it.  After two days of trying to learn with students I knew nothing about and who knew nothing about me, I put myself into reverse and relived the opening days of school. For four consecutive days,  I set aside thirty minutes a day to get to know my sixth graders and help them get to know me.

That first year of teaching I felt as if I was in the middle of the ocean with a life preserver, treading water to keep afloat. I was an English and French literature major—never took an education class.  But here I was, in rural Virginia, facing students who were as curious about me as I was about them. So, in order to help them get to know me, I let them pepper me with myriad questions. Is New York really that big? Why did you come to Virginia? Have you taught school? Do you have children? Have you ridden a subway? Why do you read aloud in the morning? What was your sixth grade like? What do you do in your spare time?

 

Caring and Trusting Relationships

My responses were honest. Soon, instead of question-response, we were having conversations because many students started sharing information about their lives.  As I learned about each one, the children became unique individuals with diverse feelings, needs, experiences, hopes, and dreams. At this point you might be wondering, why is it important to get to know every student you teach? As teachers form positive relationships with each student, trust develops between both and results in the building and strengthening of a community of learners.

Classroom communities that have strong, positive relationships between the teacher and students develop an environment that advances students’ social, emotional, and academic growth. In addition, strong, positive relationships between teacher and students promote positive behavior and feelings of self-worth and self-efficacy—an “I can” mindset—among students. In addition, when students develop self-confidence, they are more apt to take risks in their academic work and believe they can reach important goals.  It’s never too late to build community and forge relationships with students. What follows are suggestions that can help you deepen your knowledge of students and at the same time nurture positive and trusting relationships.

 

Sticky Note Sharing

Give students two sticky notes; have them write their names at the top and record their likes on one and dislikes on the other. Ask students to post sticky notes on a wall or whiteboard keeping “likes” and “dislikes” together. Share and discuss the content of the notes without saying the students’ names. Return these to students and have them tape the notes on a clean, dated page of their readers’ notebooks. Complete the same exercise near the end of the year. Ask students to compare the sticky notes from the start of the year to those completed near the end of the year and write a short paragraph that notes and explains changes. You can use the prompts that follow or some of your own.

Why you like/dislike school?

What’s easy about reading? What’s hard about reading?

What’s easy about writing? What’s hard about writing?

Why do you like/dislike writing?

 

Getting to Know You Conferences

Set aside time for several five-minute getting-to-know-you conferences while students complete silent reading and/or work on writing. Try to meet with every student by the end of two to three weeks. The purpose of this conference is to discover students’ interests, hobbies, reading habits, favorite authors, and genre.

Open the conference by sharing your interests, favorite authors, etc. so students get to know you. Jot notes about what students say so you have reminders to refer to that can help you suggest independent reading books to students as the year unfolds.

 

Closing Thoughts

Always zoom in on students’ strengths–what they can do because progress comes from building on students’ strengths. In your heart and with your words and actions, project a growth mindset to students–an “I can do it” and “I can improve” outlook.  Support them and continually point out small increments of progress. Knowing they’re moving forward and succeeding helps students continue to work hard, raise questions, and understand when they need extra support.

Keep the information you collect about each student in a file folder. You can also store assessments, journal work, writing about reading, tests, and quizzes in the folder. Periodically, review the contents of the folder to evaluate progress and decide whether to confer with a student and negotiate a goal. The more you keep track of and invest in each student’s learning, the more you communicate “I care” and continue to build positive relationships. By investing in great relationships with students throughout the year, the trusting bonds between you and them strengthen as does students’ motivation to work hard and learn.

Check out the Reading Intervention Toolkit! It’s a great resource for teachers!

I’ve always questioned the status quo as far back as my first year of teaching. There was an abundance of negative talk about the administration, other teachers, and how students were unprepared for learning. Most of it occurred in the faculty lounge, and I soon abandoned that room because the negative atmosphere affected me and my attempts to maintain a positive outlook. 

 

As a new teacher, it’s tough to be surrounded by teachers who don’t want professional development or complain about new initiatives. For me, the greatest challenge was feeling like an outsider. Negative attitudes don’t build community and make it very challenging many teachers and for the principal to build collective efficacy among staff.

 

Negative attitudes and unproductive teaching practices can be powerful; they can take hold of a school’s culture, spread like a virus, and affect teaching and students’ learning.  Once I became a principal, I made a commitment to work diligently to stop practices that have continued so long.  Some teachers accept them as tradition or offer rationales such as: “We’ve always done it that way here.” or It’s worked for me, it should be good enough now.” The question that begs answering is, What are these practices and how can we can we stop them?  

 

No doubt, they need to go. To accomplish this means raising your awareness of practices that make no sense.  It won’t happen after one try. Entrenched ideas, like those listed below, require vigilance on your part. Don’t give up. When you address them, Always. Remain. Positive. To maintain a positive stance, I’ve included a section called “Changeover” which offers suggestions for transforming negative practices in your school to positives.

Resistance to Change: Resisting change runs a wide gamut. It can be refusing to adopt research-based best practices, being unwilling to try collaborative learning, refusing to integrate technology, attending professional learning in body but not in mind and spirit. Beliefs and statements among staff enable you to spot resistance. Listen for comments such as, “This, too, shall pass,” or “It was good enough for me, it should be good enough for these students.” Some staff have feelings of entitlement: “Families love me so I can do what I want.”

Changeover: Extend invitations to teachers to participate in learning that can bring meaningful changes to teaching practices. Accepting an invitation means a teacher has made a commitment. Have those involved in change bring artifacts and lesson results to team and department meetings and share. Enthusiasm and good news can spread; give yourself and your staff the gift of time.

Unconditional Defenders: Some staff members feel that the principal needs to defend them to a parent or central office administrator even if the teacher’s actions are indefensible. When a staff member makes an egregious error, you need to take positive action. This might make you unpopular, but as you work to support the person, you can transform this attitude.

Changeover: First, take the time to listen to the staff member and those affected by his or her actions. Help the staff person understand the mistake and discuss ways to avoid repeating it. Be part of the reflective process through meaningful conversations and show staff what kind of support helps them grow and improve.

The Count Down Mentality: In many schools, at the end of the first day, you can hear staff say, “Only 179 school days left.” Some teachers even keep a countdown calendar. This creates a mindset among staff that teaching is a job, not a calling.

Changeover: First, if you hear these comments, start a conversation immediately. Make it known that everyone is at your school to help and support children’s learning and emotional wellbeing. Revisit this mindset at team and department meetings. Invite teachers to share how they have helped move a child forward and continually point out how the teachers sharing illustrates why we come to work each day.

Too Much Tolerance: Beware of condoning unprofessional behaviors among staff and central office administrators in order to cultivate an alliance. If doing this is against your beliefs and values, then you will confuse staff because they won’t know what you truly stand for and value. Moreover, if your words and actions change with each situation, you give staff the license to do the same.

Changeover:  Take a deep look at yourself and have an in-the-head, reflective conversation. Make sure you understand what you believe and value as a principal and avoid compromising these beliefs. Always keep in mind why you are a principal—to advocate for and support children and their teachers.

Unprofessional Dress: If your school has a dress code for staff and students, then both groups need to follow it. A teacher not following the dress code will have difficulty discussing a breach of dress code with a student. Also, staff should care how they present themselves to students and colleagues.

Changeover:  Find out why a staff member continually ignores the school’s dress code. Set aside time to meet and have conversations about this.  Help the person see how his actions affect the morale of other staff members and students. Then, make it clear that part of the job is abiding by the dress code with a goal to look professionally appropriate for students and staff.

Excuses, Excuses: Some staff always have a reason for being late to bus or recess duty, or for not standing in the hall when classes change. This outlook can prevent staff from embracing a growth mindset as they rationalize their decisions, attitudes, and behaviors.

Changeover: Keep a list of excuses made and then discuss the list with the teacher. Help him or her understand how not appearing or being tardy for school duty, affects the entire school community. For change to occur, you will have to help a person understand the whys.

Closing Thoughts

The practices I’ve discussed need to stop because each one hurts students and your school community. My challenge to you is to be part of the solution by taking the time to have meaningful, honest, and supportive conversations with staff to help them understand why a practice, behavior, or words aren’t acceptable.  Your students, teachers, and school community deserve it.

Check out our podcast on things that need to go in education!

Check out my book, The Principal’s Leadership Sourcebook