Category Archives: Transformation

Tools for the Trade: The Power of a Principal’s Professional Learning

minds_under_constructionTwo years ago, I was fortunate enough to receive the “Principal as Leader of Professional Learning” grant from The Learning Forward Foundation. It has been an amazing journey to explore an intentional professional learning plan, not only for myself but also for everyone on my campus.

Part of the reason this opportunity was such an honor is because it was Learning Forward (formerly the National Staff Development Council) that taught me that quality professional learning is more than “a fun workshop” with “good presenters” and “cute ideas”. Learning Forward is the organization that instilled in me that quality professional learning should result in new tools that I could add to my toolbox of teaching and learning that results in increased student achievement.

tools

My learning these past two years has been an action research in the concepts of grit, growth mindset, and the impact on student achievement when these concepts are intentionally taught to students, specifically students who come from economically disadvantaged backgrounds.  All of this learning expanded my resources to meet the diverse needs of my students.

Here are some of my key “aha”s from this experience:choose the right tool

  • Don’t bring a hammer when you need a wrench. There are lots of opinions about grit and growth mindset. As with any strategy, there is no magic bullet. It is about having the right tool in your toolbox and using it in the right situation to impact learning. With grit and growth mindset, you have to make sure the student sees the relevance to their life. It is not about just creating struggle but helping a student see they have the mental capacity to overcome the struggle when faced with challenges.
  • Renovate one room at a time. If you want an educational initiative to work, you have to be intentional and focused. It will be tempting to try to fix everything all at one time, especially if you have lots of needs and see some initial success. When you do home renovation and expect to live there while you do it, you typically move room to room until it’s all done. Finishrenovation the job you are working on before you move on to the next one so that you don’t have everything torn apart. You can’t live in a house with everything ripped up (at least not effectively or affordably). In schools, we don’t have the benefit of living somewhere else while we transform educational practice.  If you focus on improving the most important things that will get the most results, you see the most growth and become motivated to work on the next most important thing when the first thing becomes a habit. Working on one thing at a time is brain-friendly and prevents feelings of being overwhelmed, burned out and emotionally bankrupt.
  • Train your apprentices. Think about an apprentice. They watch the knowledgeable tradesman. Then they work side by side before gradually taking over the jobs themselves while the mentor gives feedback. It’s a gradual release model. When you want something to become practice for teachers, you have to model it as the leader. How in the world will they be able to carry out your vision if you only talk about it? They need to see it from you and practice with you there, so they feel confident to do it themselves.

apprenticeship

  • Clearly communicate your vision for the desired outcome. You shouldn’t be shocked at a failed implementation or a result that doesn’t match the “end” you had in mind.   Everyone needs to know “what” change is needed, “why” it is needed, and “how” you plan to get there.   When these three things are clear, the goal becomes much more achievable. I think this is true whether you are working with students or adults.  It is human nature to be successful.  Having an idea of the purpose and plan helps people get started in the right direction.
  • Involve your clients in the design. We no longer can afford to live in a world where we tell people step by step, exactly what to do.  Everyone on the team brings expertise and creativity.  I am a huge fan of George Couros and his philosophy of “the smartest person in the room is the room.”  
  • Expertise doesn’t mean flawless. The minute you think you have to perform perfectly you have slipped into a fixed mindset. A fixed mindset is the enemy of learning and learning is the purpose of education. Forget perfection. Learn from mistakes. Allow others to see how you learn and grow from them. When things go wrong, don’t try to cover it up, make excuses, or quit. That can be costly.
  • Study the situation before you jump in and “fix”. Knowing and understanding your learners and their context allows you to give them learning in ways that are meaningful to them. Results in learning take place more quickly and make it more likely to stick.
  • Take your time and do the job right. Providing that learning in meaningful ways takes time. Lots and lots of time. (But it often gets results faster than things we have always done.)I have seen this on my campus with student conferencing and goal setting. It’s tedious. I’ve heard some say it takes time away from “real teaching”. However, providing feedback and guidance on a student’s individual work is the most powerful teaching in existence. Think about why athletes have private coaches or musicians take private lessons. While it has taken an investment, it is probably the most successful strategy we have used to increase student results.

The expectation today is for administrators to be instructional leaders. When I look at the Texas Principal Evaluation and Support System (TPESS), instructional leadership tools are critical for success. However, to be an effective instructional leader, you must first be the lead learner.  

We can’t just assume that we are the sole giver of knowledge to our teachers and students. Nor can we hand over the dissemination of critical knowledge to others outside our organization and trust that they understand all that needs to be done. As building leaders, we must facilitate the learning process and continuous improvement of the adults, so that teachers to do the same for our students, so they also have the tools they need to  design their own successful, productive lives.

The Sound of Silence

While sometimes silence of welcomed, I have to say that in a learning organization, silence can be deadly. Silence in a learning organization means a lack of feedback. It means that people are likely too content, apathetic, scared or angry to communicate with specific feedback, and this is dangerous. It reminds me of the Simon and Garfunkel song:

Sound of silence

In a learning organization, feedback is critical to growth. Sometimes this feedback is positive: “You’re on the right track.” “The effort is paying off.” “The strategy you are using is getting results.” Sometimes feedback offers a correction: “Instead of this, I need you to…” “It might work better if…” “Next time I’d rather you …” Other times feedback sounds like this: “I hate it when you…” “You messed up.” “There’s going to be consequences.” However, even when feedback is negative, it gives the one receiving the feedback a chance to learn and grow if they choose.

People can only guess if their actions are working and more time and energy is spent trying to decipher the silence than working on creating results. “Is what I’m going working?” “Is what I’m doing wrong?” “Why won’t he/she speak to me?” It’s a guess and check method spent mostly on guessing.

Several years ago I worked in an organization where all feedback stopped. The “boss” literally quit speaking to me. In public, I was invisible. Even in a bathroom where there were only two of us, I did not exist. Awkward! I guess I eventually figured out the message. I was not needed, and it was better to go elsewhere. The crazy thing is, if the “boss” had just given me specific feedback, we both probably would have gotten what we wanted much more quickly without a lot of hassle.

It is imperative supervisors give feedback. Too often I see leaders who are afraid to have difficult conversations. They suffer in silence until their aggravation results in an attitude of “done”. At that point, growth and recovery are no longer an option. What if the leader would have just said what needed to be said in a professional way? What if the leader coached their employee? What potential greatness was lost because the leader remained silent? What relationship was lost because things were allowed to become contentious?

Don’t get me wrong. The responsibility of feedback does not lie solely on the shoulders of feedbackleaders. All members of an organization have a responsibility of providing feedback. I tell my staff all the time that I don’t want them just to say yes and agree to everything I say. I need their thoughts, their consideration of unintended consequences and problem-solving, their ability to piggyback and make the idea even better. I need to know if something I have done has made their job harder. Their feedback cannot always result in “their way” because as a leader I always have to consider the big picture for the organization. However, without their feedback, how do I grow? How do I become better for them?

With all of this said, the most growth is going to occur when feedback is professional. While angry feedback is still probably better than silence, it is still destructive. It takes a great deal of energy for those involved in angry feedback to get beyond the emotion and focus on growth again. It is possible, but again, often angry feedback is just the explosion that occurs after a prolonged silence where the feedback was bottled up too long.

If you are a part of a learning organization, here are some tips to defeat the deadly sound of silence:

  • Give feedback, in good times and bad. People you work with need to know. It’s way more efficient than guessing. Each individual’s background experiences may muddy the water of interpreting “silence”
  • Feedback should be a two-way street. Both the leader and members of the organization should give feedback so that everyone has a chance to grow.
  • While feedback is better than silence, sometimes you may need a moment to compose yourself. Don’t give feedback in the heat of the moment, but don’t wait too long either. Feedback should be timely and professional.feedback matters
  • Be specific. Say what you mean and mean what you say. The more specific you are with your feedback, the more likely you are to get what you need.
  • Don’t ever allow yourself to become so comfortable that feedback stops. At that point, so does growth. Today’s good is tomorrow’s mediocre.
  • If you are the leader, create venues for your organization to provide you with feedback. Surveys, exit tickets after professional learning or staff meetings, and Google docs are all great ways to collect feedback. While I’m not a huge fan of anonymous feedback (it can be as bad as silence in the fact it doesn’t provide an avenue for clarification), I recognize that sometimes you have to start their of those you lead don’t feel safe giving feedback. It is a starting place, but the leader should work diligently to build relationships and get people comfortable with feedback that is specific and individualized.

Yes, sometimes it is easier to be silent. Silence can punish those with whom we are upset. It can send the message “I don’t even care enough about you to acknowledge your existence”. However, it rarely results in growth for anyone. Feedback with a growth the-sound-of-silence-simon-garfunkel-8-638mindset takes both grit and grace. It takes the grit to put others’ need to grow before one’s personal comfort of staying silent. Even more, it takes grace to give feedback in a manner that others are willing to listen and hear the intended message so that growth can occur.

Additional Resources for Giving Feedback:

If You Take All the Mouse’s Cookies

This is an article I wrote published this month in National Association of Elementary School Principals’ magazine “The Principal”.

https://www.naesp.org/principal-novemberdecember-2015-breaking-cycle/inspire-growth

Ground Zero

“The point closest to where an explosion occurs” is the definition of ground zero.  It might not be what one would consider a way to define a school, but in today’s world where there is a newly coined phrase of “Complex Prolonged Traumatic Stress Disorder” (CPTSD) for our students, it appears to be an accurate analogy.

Recently, I heard an amazing keynote by Dr. Jeff Duncan-Adrade.  He shared with us about this concept that children today are often growing up in situations where they are experiencing prolonged traumatic stress.  While a reasonable amount of stress is normal and healthy, prolonged stress becomes toxic and damaging to the body of an adult, much less the developing body and brain of a child.  He referred to studies that show that children with prolonged stress, especially those from poverty, often experience symptoms similar to that of soldiers returning from combat.

While the thought of this comparison was completely overwhelming, I also experienced a bit of relief in terminology to explain phenomena that I deal with almost daily.  It is as if I am battling unknown demons in some of my students. I use every weapon I have in hopes of freeing them from invisible oppressors that consume their thoughts and actions to liberate their minds to create room to learn. Having family in the military and serving as first responders, this is not a statement that I take lightly.  However when you look, many children these days, coupled with their underdeveloped coping mechanisms, it is easier to understand why schools are facing more and more students with trauma-induced symptoms.

In a recent battle, I received a call from a substitute in the building.  She was concerned that a student was being defiant and disrupting the learning of others.  I was surprised to find it was a student who had struggled in the previous year, but settled down into learning and had put forth some fantastic effort this year.

As I entered the classroom, all of the students were seated and working except the one.  He was walking around the classroom bouncing a ball.  When I entered, I motioned for him to come to me and held out my hand for the ball.  Luckily, he handed the ball to me and came voluntarily.  During the next 45 minutes,  he sat and rocked in my office.  I could see in his eyes that he had withdrawn deep into the depths of his mind.

I knew that to get him back, I had to get him using words.  After some time to rock in silence, I began asking some questions. Initially, our conversation involved me asking questions and him staring past me.  Gradually this evolved into nodding, then repeating sentences when given two choices.  Eventually, we collaborated to find a solution that allowed him to do some of his learning in another classroom.  I was so proud of him being willing to accept doing some work in another class even though he knew the work would be more difficult and require more effort on his part.

I was so relieved that we had found a solution and that learning for everyone could resume.  Unfortunately, later that day, this same student was escorted to the office. Someone had contacted a different administrator and reported that “he wasn’t where he was supposed to be.”  It had been such a busy day, I hadn’t had a chance to let my assistant principal know the situation, and now the student had been given a consequence for doing what he and I had arranged.

This incident is where the physical conflict began. Kicking.  Hitting. Trying to leave the building.  All communication lost once again.  The student felt betrayed, and he was no longer going to listen to anyone much less speak with them. As I sat with this student, I couldn’t help but reflect on the words of the keynote from the week before.  Kids in crisis expect you to give up on them.  They expect you to disappoint them.  That is what they have known.  I did the only thing I could think of at this point.  I apologized.

Now this student looked at me like I was crazy as I explained to him why I was sorry and how miscommunication had resulted in him getting in trouble even though he was doing what he had agreed to do. I asked him to forgive me, and he looked at me with an even more perplexed expression.  I explained that when someone does wrong and hurts someone, even if they didn’t mean to, the person who did the wrong must apologize.  But the next step is the person who was hurt to forgive them.  I asked again if he would forgive me and he responded “yes.”  My student was back.

I think the reason this story is critical is because we have to acknowledge what schools face. Stories like these are more and more common with children today. I wouldn’t take back the time spent on this incident because I believe valuable lessons were learned by all.  Students who witnessed our interactions saw adults show compassion to a child in crisis.  The child in crisis felt the unconditional support of adults who were not going to give up on him no matter what.  He saw me, the principal, take accountability for my own actions and seek to make the situation right. De-escalation was achieved without casualties.

As a result of this incident, I thought even more about why schools and communities may be facing increased numbers of these incidents. Children in crisis are occurring in all types of schools, public and private, highly affluent and high poverty, inner-city, suburban and rural. Personally, I think it has a great deal to do with the fact that even though our country has been considered a “great melting pot” of diversity, it has historically been composed of homogenous communities.  As groups came to this country, they settled with their families and people who shared the same backgrounds, values, and cultures. Children raised with the support of extended families were well grounded in community expectations.  Children attended schools where the other kids were likely raised very similarly to themselves and taught by teachers with by teachers with ideas much like their parents.

As we entered the digital age, everything changed. Families spread out across the country connected only by technology. Neighborhoods became more like “tossed salad” with people from different cultures maintaining their original values rather than “melting” together. Families raising children in isolation put high demands on parents.  Children today live in a Rated R world, exposed to adult language, violence, and adult situations, not just on television and video games, but in the face-to-face interactions in the world. In addition to stresses of today’s world with poverty, work demands, increases of traumatic illnesses, our children no longer have a “world of innocence” and are faced with incredible stress at a very young age that is carried into schools with them every day.

While schools may be “ground zero” for some of the social explosions going on in the world around us, I would propose that schools have the potential to become a community’s “Epicenter of Hope.”  Public education is an excellent source to bring a diverse community together. Rather than watering down individual cultures, they can promote value for each others’ differences.  We can teach our children how to appreciate each other and treat each one another with respect. Schools can provide support to families who need someone to stand in partnership with them in raising their children in the absence of extended family.  We can connect families in crisis with resources and model support rather than judgment.

At the same time, we also have to acknowledge that creating a culture of support takes time.  Rather than launching additional attacks against teachers, our legislators, media, and the general public need to provide backup to educators on the front line. Providing quality learning in the midst of some of the mental battles our students face can tick valuable instructional minutes off the clock while we ensure we meet students’ most basic needs to prepare them for learning. Satisfying these needs is something that we must do if we want to prevent further deterioration of our society.  Unfortunately, success in filling these voids is not measured on state or federal accountability systems, even though it must occur before the things that are measured can take place. Teachers need more tools and training to fight the enemies our children face. The battle for our children’s future is real and it will take everyone together to achieve victory.

Below are some good resources for Educators:

How to Help a Traumatized Child in the Classroom

Child Trauma Toolkit for Educators

No Excuses

I am fortunate to work in an amazing school district.  It is a district where the community has established values for educating our students in ways that prepare them for the 21st Century.  The primary focus is on understanding learning standards and valuing others and their diversity.  Nope, I didn’t mention test scores.  Amazing, right?

Don’t get me wrong.  We want our students to achieve proficiency on their tests. We just know that if we are educating our students in meaningful ways that include involving our community, integration of the meaningful use of technology, engaging students with choice, flexible seating, and collaboration they are more likely to learn.  If we teach at high find a waylevels, students will be able to transfer these skills to a test, but more importantly to LIFE!

As a part of this amazing district, we are also a part of an amazing group of districts called the North Texas Regional Consortium. These districts have banded together to proclaim higher standards for our students than skills encapsulated on a test.  They organize dates that allow campuses to visit each other and discuss the types of practices we value.

My campus always participates, whether it is as a host or someone who sends others out to visit.  Last year, during one of the times that we had visitors, a teacher approached me and said, “So you’re a ‘No Excuses University School.'”  I’m sure the look on my face was showing my lack of understanding as I said “Huh?”  She repeated herself, and I replied, “I have no idea what you mean.”  She said, “But you have to be.  You’re doing all the things.”  I said, “I’m not sure what you mean.” 

when-i-lost-my-excuses-i-found-my-results-298x300If nothing else, she peeked my curiosity. Long story short, I looked NEU up on the web. I saw that we were doing most of the concepts they valued: Creating a  “Universal Culture of Achievement,” Engaging in Collaboration, Using Standards to Drive Instruction, Using Assessment to be informed, Being Data-Driven,  Having Effective Systems to Manage Data, and Implementing Effective Interventions.  The focus was working with high poverty schools. Yes, this sounded like something my campus needed to be a part.

 I took a group of teachers to one of their institutes last Spring.  The most powerful thing I heard was about how often it is the adults making the excuses for why students cannot achieve. We say we believe all students cannot learn, yet we pigeon-hole students into a path that will never allow them access to higher education.  The group of teachers and I that attended knew immediately these were “our people” and within three months we had applied and become and No Excuses University School!  

 

I don’t think it matters if you are a high poverty school or not. The truth is; all studenexcuse limitts need teachers as advocates who prepare them to attend college so that they are ready if they choose.  A college degree is a statistical game-changer when it comes to financial success and avoiding adult poverty.  I don’t think educators make excuses because we are lazy or don’t care about kids.  Teachers make excuses because our hearts break for some of the difficult things students have already endured in their lives or because we have tried everything we know to do and just don’t know what else to try in helping our students. 

A “no excuses” mindset is not easy.  It’s something we have to practice. We began our year writing down our past excuses and throwing them in the trash.  We then wrote new pledges that said what we would do instead of using the old excuse.  Colleagues hold each other accountable for this daily. At my campus, we tell our students and parents that every student will be proficient or advanced in Reading, Writing, and Math, and we have challenged ourselves to look at any students who are not growing whether they are currently at the top, middle or bottom of our achievement continuum. .  It has been amazing to see our teachers and students rise to the new expectation.

I believe if you want to get results, you first have to have to get rid of all the reasons why you can’t and start believing that you can!

“Because I said So”

I was never good at accepting  “because I said so,” as an explanation. As a child, when this was the reasoning for why I should do something, it typically resulted in arguments or lack of compliance on my part. I always wanted to know why something was expected and how it was  best for me in the long run.  After five years as a teacher, I even got a minor in Special Education with my diagnostician certification because I couldn’t just accept someone telling me why some students qualified for services and others didn’t.  I needed to know why. As a result of my loathing for this particular combination of four words, I have made it a point to never say them as a parent or an educator.

When I began teaching, I was content to give my students a mathematical formula for volume so they could plug in numbers to find the answer.  It was all I knew to do. However, after attending a training based on the work of Marilyn Burns, I found that my students were so much more successful using inquiry-based learning where they were given boxes of all different sizes to fill with cubes.  Not only did they discover the formula for volume, they owned it.  Now they were not determining the volume of containers because I said so, they were doing it because they completely understood what, why, and how.

 Ironically, while our teaching has evolved to understand that a discovery approach develops our students thinking and problem solving abilities, we have often kept our leadership practices in the realm of “because I said so.Here is your lesson plan template “because I said so”.  You need to use small group instruction, “because I said so”.  Include technology, use this strategy, and don’t forget to post your objectives “because I said so.”

Understanding why is what inspires behavior.
Understanding why is what inspires behavior.

Recently, I realized how passionately I feel about the ineffectiveness of these words as a leadership justification. This year, as we were really delving into our teaching habits and routines, it became time to discuss a “best practice” that teachers had already implemented…posting learning objectives. Yes, I know this is best practice, but I never required this of my teachers .  Many did it because someone had previously told them to do so.  Some knew it was a check on our walk through documents, so they did so.  Others attended training for English Language Learners and where told there to do so. The problem I had with this is that while posting learning objectives is a “best practice” and there is research to support the benefit of doing it, when teachers post objectives out of compliance, is it really any different from giving students a formula so that they can plug in numbers without understanding why or how they get the answer?

I knew it was time to discuss the issue of learning objectives but I resolved that teachers in my building would not do this out of compliance to leadership.  If they were going to post the learning objectives, I wanted it to benefit students, not out of efforts to please the principal.  I wanted my teachers to own the purpose of posting objectives, just as my previous students had owned using mathematical formulas.

For the past two years we had been on a journey to explore strategies of raising the higher level thinking abilities of our students.  We had done this by dissecting the state standards, writing questions aligned to the proper rigor level, and implementing mental models for our students to help them transfer knowledge and develop schema.  This year I explained that we were going to begin to explore how to raise the level of thinking of our students through writing objectives that integrated process skills with content standards to make sure that our learning in the classroom was dually-coded.

Almost instantly I heard the collective groan.  I knew it was because they already had a negative perspective of this practice as something they had done out of compliance and not truly the purpose intended.  We practiced with “manipulatives” that I had created so that they could easily lay out process skills to see which ones were the best fit for the content.  As I walked around, some teams were getting the process more easily, while others struggled.  I even had one of my more independently thinking teachers become quite uptight at even the mention of suggesting that they do something “mandated”.  As we closed the activity, I assured teachers that I wasn’t requiring anything, but that we would continue to explore this practice and how it could benefit our students during the time allotted for our professional learning communities.

We have just finished our first round of PLC meetings and continued our conversations of posting learning objectives.  As teachers expressed their anxiety, I have continued to tell them that this is not a required practice.  I had one brave teacher share out that she had posted for years.  However, she acknowledged that she had never referred to them in her lesson.  I asked how much time she spent each day creating the objectives and writing them on the board, to which she replied a couple of minutes.  Interestingly enough, if someone spends 2 minutes a day creating and posting objectives, that is just over six hours a year spent on a task that didn’t give any educational value.  Six hours of time that could have been spent on something more valuable if we weren’t going to mention them during the lesson anyway.

I think that this is where we miss the boat in education.  Someone somewhere attempts to get higher achievement for their students and discovers a strategy that works. That person best-practicesexplains the strategy to others and some research to  prove its benefit.  Good, right?  Yes, right up until the point that we begin giving teachers the formula without letting them discover it for themselves. All to often, we mandate best practice and teachers do it out of compliance and not truly understanding the value.  Teachers are typically a very compliant group of people.  We want to please and we want to do it right, especially if student success is at stake so we go through the motions and hope it the next silver bullet will work.

I think it’s time to take a different approach.  I’ve been in education long enough to see the pendulum swings of pedagogy.  From what I have observed, often it is more about a teacher’s ability to “sell” the learning than it is about any particular strategy. Be it phonics, whole language, or balanced literacy, if the teacher believes in it and can effectively use it, why how whatstudents learn. Certainly, we need to use research-based best practice.  However, if we are going to mandate its use by everyone in school, in a district, or in a state, we need to take the time to set up the learning opportunity for teachers to discover its value and relevance so that they have a deep enough understanding of what, why and how that they can effectively implement what we are asking them to do. Remember, my students didn’t invent the formula for volume, but they discovered it for themselves and they had more buy in for its use.

As we end September, we are continuing to learn, explore, and discuss this strategy of posting learning objectives.  I bring in a variety of formats and resources for them to investigate.  We practice writing objectives together. Slowly, I see teachers adopting a practice that is best for them.  They know what they need to do, how to do, and most importantly why.  Because of that, they post objectives for their students, not for me. It makes me think about a time when my oldest son was very little. He once responded to someone who told him not to ask so many questions with “I only ask why because I need to know.”  I think too often we have squashed questions out of our learners to the point they just do it and no longer ask. If we truly want to develop thinkers and problem solvers, we have to create and encourage “why?” Our students deserve more than teaching practices based upon “because I said so”.

 

 

Below is a great resource from Simon Senek on why it is important to explain the importance of “why” (and it’s not because I said so!)