You already know (via the syllabus) what your final exam "looks like." Briefly share here (in 2-3 sentences) what currently sits atop that hierarchical list.
1. It is important to set aside time and create habits for yourself and your team to re-focus on the big picture. This is essential to keeping oneself from getting sucked into “stuff” while missing important aspects of the school.
2. The business of school is learning and not just learning for students, learning for adults too.
My list starts with settling into the ambiguity of chaos that is the principalship by focusing on the people in the building as opposed to the tasks of the jobs. If I can stay focused on building relationships through learning, the systems will settle into place around that vision and the effort we put into our work as a team.
The first thing on my list is you stating "I want to infect your thinking." It was so honest and to the point. As leaders, that's is a large percentage of our goal, but we try to do it in a round about way. How much easier would it be to just be open and honest from the beginning?
First, a daily Thank you note builds relationships and strengthens morale and vision but costs only $0.50 and minute and a half each day. By focusing on learning in this note, you reaffirm the business of school in everyone's mind. You also acknowledge to each recipient that their actions are invaluable to student learning.
1. the main thing is the main thing. This is powerful because we can get distracted with everything that happens in schools, but there is a bottom line that we have to keep our eye on. Always. 2. The power of influence. Through walkabouts, conversations, systems, etc. Because the principal's role is to think, we have to be able to also "infect" other people's thinking and actions.
1. The three things that allow for meaningful work are autonomy, a personal connection, and an opportunity for mastery. 2. You cannot focus on systems while forgetting the whole body. Create systems while thinking of your stellar players and based on potential, not out of fear of those who are not engaged/underperforming. 3. If Mt. Everest can move 4 cm every year, certainly we are capable of change.
As it relates to building capacity, leaders are one of two things...a diminisher of talent or a multiplier of talent. We first have to model what we would like to see in others, increase in understanding of how an organization works, and find ways to strategically transfer that way of thinking and being to others.
First of all, when making decisions we should always keep in mind the business of education, learning. This should always guide us in decision making. And intentionally make this known to those you come in contact with that this is always your focus. The next thing is to take care of the people in the school. Make sure you spend time with them, whether it is students or staff. If you take care of the people, they will take care of the 'stuff'.
1. Having classroom walk throughs with teachers and administrators is important. This gives principals an opportunity to build capacity among campus leaders and gives an opportunity to get everyone on the same page about the campus' language, goals, and expectations. 2. Presence is huge. The practical advice of where to be at ball games, in the morning, during the beginning of planning periods will go a long way. The campus needs to know that your priority is their safety and learning. The principals presence goes a long way at the dinner table, among teacher conversations, and among students.
I wish I saw elementary school principals/staff have more of a presence in their community and vertical team - attended games, etc. I think that would do so much for student and staff morale and inspire the students and give them pride in their schools and community.
Sam, do you think that is the case since there are so few elementray admin on their staff? For instance at high school you have at least 5 APs and a principal, but at elementray there's sometimes only one.
I think so - just overwhelmed with the "tasks". But I also think it is just not on anyone's radar. There is pride in schools amongst the kids, because of neighbors or family attending the schools, but kids' secondary ed is never mentioned except for scheduling for fifth graders. There's so much opportunity in relationships there.
One powerful learning for me to this point is that it is very easy to 'lose yourself' in the job due to the scope and magnitude of the principalship. Therefore I have to determine what is my focus (purpose) and work on that, and keep my priorities for the whole of my life in mind.
1. Building relationships as a leader, and building capacity as an organization. 2. Leaders must "...have got to really, genuinely, walk the talk, practice what they preach, live out what they say."- McLenahen
One powerful learning for me to this point is that it is very easy to 'lose yourself' in the job due to the scope and magnitude of the principalship. Therefore I have to determine what is my focus (purpose) and work on that, and keep my priorities for the whole of my life in mind.
Change is a catalyst for continuous improvement, so learn to love it. Change will bring tweaks and adjustments, big and small. My school will be fine as long as we stay focused on learning, I influence the thinking of those around me, and work to ensure that everyone is clear on our school identity and mission.
1. Be visible and create positive, purposeful relationships. Be thoughtful and genuine (thank you notes daily) 2. The business of school is learning. Keep this at the core of your decision making.
1. It is important to set aside time and create habits for yourself and your team to re-focus on the big picture. This is essential to keeping oneself from getting sucked into “stuff” while missing important aspects of the school.
ReplyDelete2. The business of school is learning and not just learning for students, learning for adults too.
More on #2 - It's important to always ask yourself how this ties into or affects student learning
DeleteMy list starts with settling into the ambiguity of chaos that is the principalship by focusing on the people in the building as opposed to the tasks of the jobs. If I can stay focused on building relationships through learning, the systems will settle into place around that vision and the effort we put into our work as a team.
ReplyDeleteThe first thing on my list is you stating "I want to infect your thinking." It was so honest and to the point. As leaders, that's is a large percentage of our goal, but we try to do it in a round about way. How much easier would it be to just be open and honest from the beginning?
ReplyDeleteSeems like it would be a good idea to me. I'm a huge fan of transparency and honesty.
DeleteFirst, a daily Thank you note builds relationships and strengthens morale and vision but costs only $0.50 and minute and a half each day. By focusing on learning in this note, you reaffirm the business of school in everyone's mind. You also acknowledge to each recipient that their actions are invaluable to student learning.
ReplyDeleteI love the thank you note idea, definitely one of the things I will be incorporating, at first once a week, then more frequently.
Delete1. the main thing is the main thing. This is powerful because we can get distracted with everything that happens in schools, but there is a bottom line that we have to keep our eye on. Always.
ReplyDelete2. The power of influence. Through walkabouts, conversations, systems, etc. Because the principal's role is to think, we have to be able to also "infect" other people's thinking and actions.
1. The three things that allow for meaningful work are autonomy, a personal connection, and an opportunity for mastery.
ReplyDelete2. You cannot focus on systems while forgetting the whole body. Create systems while thinking of your stellar players and based on potential, not out of fear of those who are not engaged/underperforming.
3. If Mt. Everest can move 4 cm every year, certainly we are capable of change.
Keep the main the main thing the main thing, make sure everyone one knows which direction we are going with our message. Keep repeating that message.
ReplyDeleteAs it relates to building capacity, leaders are one of two things...a diminisher of talent or a multiplier of talent. We first have to model what we would like to see in others, increase in understanding of how an organization works, and find ways to strategically transfer that way of thinking and being to others.
ReplyDeleteFirst of all, when making decisions we should always keep in mind the business of education, learning. This should always guide us in decision making. And intentionally make this known to those you come in contact with that this is always your focus.
ReplyDeleteThe next thing is to take care of the people in the school. Make sure you spend time with them, whether it is students or staff. If you take care of the people, they will take care of the 'stuff'.
I love to be reminded that last one... especially since it so rarely is seen! Shouldn't that be obvious? So sad it isn't!!
Delete1. Having classroom walk throughs with teachers and administrators is important. This gives principals an opportunity to build capacity among campus leaders and gives an opportunity to get everyone on the same page about the campus' language, goals, and expectations.
ReplyDelete2. Presence is huge. The practical advice of where to be at ball games, in the morning, during the beginning of planning periods will go a long way. The campus needs to know that your priority is their safety and learning. The principals presence goes a long way at the dinner table, among teacher conversations, and among students.
I wish I saw elementary school principals/staff have more of a presence in their community and vertical team - attended games, etc. I think that would do so much for student and staff morale and inspire the students and give them pride in their schools and community.
DeleteSam, do you think that is the case since there are so few elementray admin on their staff? For instance at high school you have at least 5 APs and a principal, but at elementray there's sometimes only one.
DeleteI think so - just overwhelmed with the "tasks". But I also think it is just not on anyone's radar. There is pride in schools amongst the kids, because of neighbors or family attending the schools, but kids' secondary ed is never mentioned except for scheduling for fifth graders. There's so much opportunity in relationships there.
DeleteOne powerful learning for me to this point is that it is very easy to 'lose yourself' in the job due to the scope and magnitude of the principalship. Therefore I have to determine what is my focus (purpose) and work on that, and keep my priorities for the whole of my life in mind.
ReplyDelete1. Building relationships as a leader, and building capacity as an organization.
ReplyDelete2. Leaders must "...have got to really, genuinely, walk the talk, practice what they preach, live out what they say."- McLenahen
One powerful learning for me to this point is that it is very easy to 'lose yourself' in the job due to the scope and magnitude of the principalship. Therefore I have to determine what is my focus (purpose) and work on that, and keep my priorities for the whole of my life in mind.
ReplyDeleteChange is a catalyst for continuous improvement, so learn to love it. Change will bring tweaks and adjustments, big and small. My school will be fine as long as we stay focused on learning, I influence the thinking of those around me, and work to ensure that everyone is clear on our school identity and mission.
ReplyDelete1. Be visible and create positive, purposeful relationships. Be thoughtful and genuine (thank you notes daily)
ReplyDelete2. The business of school is learning. Keep this at the core of your decision making.