Recently I was in a meeting discussing risk-taking, change, and disrupting routines.  I recall stating dynamic learner-centered classrooms will always be lead by dynamic teachers.  You cannot have an old-fashioned rigid teacher leading a progressive and dynamic classroom. The same parallel is true for a school. Progressive schools have principals who empower staff and students to take risks and grow as learners and thinkers because these principals value:

• curiosity;
• creativity;
• Innovation;
• taking risks;
• relationship building; and
• view making mistakes as information that can support positive change.

 

Why do some schools and classrooms appear so different?  One reason is that through their actions and beliefs, leaders can demonstrate how purposeful risk-taking is important for staff to grow as professionals.  This leading by example can give teachers permission to take risks. A risk can encourage teachers to try something small such as committing to reading aloud every day. Or they can risk disrupting a significant routine by moving from a teacher-centered to a student-centered approach.   Risk-taking can break a cycle of repetition. Permission to take risks is how we grow and become better. It will only happen if staff feel safe and observe you taking risks, missing the mark, but continuing to work hard until you reach your goal.

 

Disrupt what you do.

 

The school principal sets the tone for a school.  A tone of intentional risk-taking and innovation or a tone of rigid compliance.  It is the principal who can stifle creativity, imagination, and risk-taking or empower staff to find their greatness.  Leadership matters. The world we are preparing students for is far different than what we experienced in school. And we educators need to prepare our students for this changing world and the uncertainties and unknowns of the future.

 

Here are my top five ways for a principal to set a tone where taking risks and disrupting routines is part of the school’s culture.  Use these to reflect and then to change. Staff and students deserve it.

 

Model: I have known “leaders” who attempt to communicate appropriate risk-taking, but when staff observes them they don’t see congruence between words and action.  If the principal wants to create a culture where taking risks is acceptable, staff must see the principal doing the same.

 

What are you doing to show staff that you too are taking risks?

 

Define: Taking risks is broad. Effective principals communicate what risk-taking means in their school.  They build understanding through discussion groups and book and article studies. Risk-taking merely to take a risk may not create changes in learning.  However, purposeful risk-taking, evidenced through improved learning, is right on target.

 

Encourage:  Effective school leaders give specific positive praise to staff who are taking risks and growing as teachers. This type of feedback makes a difference.  Specific positive feedback will encourage teachers to continue to try new methods, to take risks, and know if they make mistakes, they can always remedy them.

 

How are you encouraging change using specific praise?

 

Empower:  In the world of business empowered employees bring innovation to a company and can improve the bottom line.  In education, staff who are empowered to take risks and innovate impact student learning. Empowered staff will be more invested in what they do and most importantly why they do it.  Smart risk-taking helps develop empowered teachers who can impact student learning.

 

How do you empower staff to take purposeful risks to improve their practice?

 

Safety: Staff needs to feel safe to take risks, and they need to understand failure is part of taking risks.  If you scold staff for taking a risk or they hear of another staff member admonished for taking a risk, the entire initiative to change can fail. On the other hand, if the principal communicates that failure is a part of risk-taking, he or she lets staff know they can learn from failures and move along the path pointed towards success. When staff have bad experiences and the principal meets trying something new with understanding, they will try again. How you treat staff will spread around the school.

 

Do staff in your school feel it is safe to take risks?

 

Risk-taking involves creativity, innovation, and disruption of routine.  Embrace intentional risk-taking, model it, communicate it, and celebrate it.  Empower staff and give them permission to try. Lead the change. Collaboratively create a culture celebrating creativity and innovation.  Staff and students need and deserve innovative schools. Be the leader who allows this to happen!

Website: Robb Communications

Blog: The Robb Review Blog

Twitter: @ERobbPrincipal

Facebook: The Robb Review Facebook

Podcast, The Robb Review Podcast

Many years ago my principal asked me to attend a conference and then train the staff at our school. I tried to learn more about what training the staff meant. Was this a common practice? It seemed intimidating to me. The train the trainer model, taken from the business world, was becoming a popular term in education. It did not work for me.

 

Yes, I attended the conference, had a good time, and learned some. What was not good for me? The faculty meeting I had to lead a month later where I was to “train” the staff on what I learned.  A horrible experience. I was not confident in the new information I learned while attending the conference and less confident to train a faculty where most were more experienced than me. Does your school or Division sing the praise of “train the trainer” models?  I hope not. I have rarely seen them work. Many times staff can be great in front of 25 students but not comfortable at all in front of peers who they need to teach. I propose a new method, well not exactly new, I propose ongoing professional development. Professional development meeting the needs of the school, occurring at the school, and for all staff in the school.

 

There are two ways to start ongoing professional development in a school: hiring a paid consultant or a school-wide book/professional study.  I will address both in two posts. In this post, I will give tips for using a paid consultant.

 

Assuming your school has access to professional support, the first step is to figure out what your faculty needs.  This can be accomplished through conversation, data analysis, and observation. Pick one focus area all staff can benefit from in all disciplines. As an example, in my school, our year-long focus is differentiating instruction.

 

Tips for successful year-long professional development:

• Know what you want to focus on and work with staff to build a commitment.
• Secure an educator who can meet with your staff at least six times during the school year. Add the dates and times to your staff calendar, so staff knows when each session is over the course of the year. I like to focus on professional development days or use time in the place of regular faculty meetings.
• Along with several staff members, meet with the presenter to grid out what topics will be addressed during each session. Know what the outcome should be at the end of all sessions and communicate this to staff throughout the year.
• I am a stickler that a consultant will let staff know at the start of the session what they will learn. Also, there must be collaborative opportunities during the sessions, and a task staff will try in preparation for the next meeting.
• It is critical for the principal and other administrators to be part of all sessions.  In my school all teaching staff, guidance staff, and administrators attend.

When reading this, you might think, O.K. it’s great, but it could be expensive.  My counter, it is not if you cut back on sending staff to conferences and training.  It is not costly if you consider the gain of all staff in your school receiving training instead of a few, or replacing “train the trainer” models which I do not feel are very successful.  Bringing on-going professional development to your school it is the best way to generate excitement and energy for a full year.  It is a positive and significant shift away from the one and done sessions and the false expectations that this method can bring change to a school.  You want positive change to impact students and staff. Choose a school focus that is inclusive and work on it all year long through purposeful professional development.

Website: Robb Communications

Blog: The Robb Review Blog

Twitter: @ERobbPrincipal

Facebook: The Robb Review Facebook

Podcast, The Robb Review Podcast

 

 

It’s better to burn out than to fade away- Neil Young

I have always been fond of Neil Young’s quote.  I have never had any interest in fading away and by seeking out this blog, you probably feel the same.  Burnout is an overused expression in our field and often an excuse for less than stellar work.  There is an old saying that speaks truth:  It’s hard to burn out if you have never been on fire.

Students deserve our best.  In this post, I am going to rant a little about a few peeves I have with people who seem to constantly be burnt out, and I’ll wrap it up with some ideas on how to turn some negative behaviors around.

Recently I went on a cruise.  Yes, I had a great time. However, one aspect I noticed was how upbeat and energetic all the crew members were, even though they all were far from home, worked very long days, and most were not highly paid.  The crew was professional: well dressed, mannerly, and customer focused.  As Laura, my wife, and I left the boat we wondered why some staff in schools are so different.  It is not easy to answer, but I believe the answer is found in the culture of the school and what the leader is willing to tolerate.

• Have you ever had a staff member come up to you or be in your presence to announce 179 days left after the first day of school?
• Or, do you have a staff member who always states how many days until Friday?
• What about your perpetually tired staff member whose lack of energy is freely communicated?  You know, the person who says, “I’m so tired” when you ask them how their day is going.
• Finally, the person who gripes how cold it is during winter and then complains about the heat in late spring.

Here are a few tips you can use to bring passion to those who have rarely been on fire.

• Tell them to stop.  Yes, this is blunt. But a school will never become a great place for all students if some staff are allowed to wallow in their personal misery.  I actually had a staff member years ago who made the 179 days left claim;  I told the staff member to stop and never to reference the countdown in front of me.  This was an awkward encounter, but my point was heard and it stopped.
• Always be positive!  The principal sets the tone.  It is a mistake to join into T.G.I.F conversations.  If you join in, staff assumes permission has been given to speak this way.
• Set the tone for your school, model the behaviors you want to see.
• Do not let yourself go down the rabbit hole called negativity.  It is always present and there are always people in the hole who will be happy to see you there. Misery loves company.
• Never hire a person who appears burnt out in an interview.  How a person presents himself or herself in an interview is the best you’re gonna get!

Students deserve the best!  Join me and take a stand to bring energy and positivity to your school.  Do not tolerate negative people.  Negative people hurt the culture of your school and negative people harm students.  Recognize and support the many positive people on your team.  And realize your positive staff has long known who the negative staff members are, most will appreciate you helping those staff find some passion and energy for the work they do!

 

Let this phrase guide you:  What the leader permits communicates to others what the leader will tolerate.  Every day people ask me how I am doing, and everyone who asks gets a big smile from me and hears, “I’m doing great!”  Students and staff deserve my best. Join me!

Follow me on Facebook! 

Let’s connect on Linkedin

Check out my book, The Principal’s Leadership Sourcebook, Scholastic

Also, Laura and I have a podcast channel, The Robb Review Podcast!

New Albany HS Principal, NASSP Digital Principal, co-author, speaker, teacher, learner. Dwight Carter visits The Robb Review!

You would be hard pressed to talk to a teacher, secretary, or school administrator who would say we are not experiencing some disruptive times in education.

Since 2008, public perception of educators, in general, has been less than favorable. Expectations have increased exponentially, yet funding education initiatives have not grown at the same pace. One might say we face one disruption after another, yet we continue to find ways to meet the needs of our students, engage parents, respond to community desires, and do what is best for all stakeholders.

 

I recently co-authored a book with my mentor and good friend Mark White, titled, Leading Schools in Disruptive Times: How to Survive Hyper Change. As the political and social climate in our nation has changed, the release of this book could not have come at a better time.

 

We explore seven disruptions educators are facing today; we define what we mean by disruption, disruptive event, and hyper change.

Understanding these working definitions give greater depth to each disruption described:  

• Disruption- any invention or societal shift that gradually changes how schools operate.
• Disruptive Event- an incident based on a disruption that suddenly changes how schools operate.
• Hyper change- changes that stacked on top of changes in new areas that might not have existed a decade ago.

 

With that in mind, we describe seven disruptions school leaders face today:

 

1. Student Safety- School safety has taken on a whole new meaning since Columbine. Greater measures are in place to identify students who do not feel a sense of belonging and society continues to grapple with how to reduce and eliminate school shootings. Schools are asked to provide in-depth mental health supports while focusing on the academic progress and achievement of students.
2. Accelerating Technology –Technology has become cheaper, smaller, faster, and more accessible than ever before and school leaders must find ways to integrate its use in schools.
3. Reform Efforts – Unfunded and rapidly changing mandates that include new ways of assessing student learning to more complex evaluation systems leaves school leaders scrambling to keep up.
4. Generational Challenges- Millennials are entering the teaching ranks that are led by Gen X’ers and Boomers. Without an adaptive mindset, this could negatively impact overall student achievement if not handled properly.
5. Global Readiness – Skill development is far more important than content absorption, so school leaders have to work with stakeholders to define what success looks like in their schools and identify the key skills they want to students to develop.
6. Complex Diversity Issues- Race, gender, immigration, and sexual identity are topics that create more diversity challenges for today’s school leaders.
7. Demand for Transparency- Information is accessible 24/7 and stakeholders demand that school leaders find ways to keep them informed about student performance, provide report card data, and immediately provide safety updates at a moments notice. It’s become a societal expectation.

 

This may seem overwhelming, and it is. However, we introduce a framework school leaders can use when confronted with a disruption that we call CAT Framework: Cope, Adjust, Transform. We share stories from 21st school leaders and educators who have faced one or more of these disruptions, what they learned, and what they would do differently in the future. Through their stories, the reader can reflect on their daily work using the guided questions and CAT Framework activities at the end of each chapter.

 

In such a time as this, “It’s often the administrator’s voice that must resonate. In dark times, it must be a ray of light that others may follow. Now more than ever, administrators must be visible and plugged in with their students and staff.”

 

Be Great,

Dwight Carter