Showing posts with label Leadership reading. Show all posts
Showing posts with label Leadership reading. Show all posts

Saturday, April 4, 2009

Nothing's Impossible

A really interesting read about Dr Lorraine Monroe's journey as a leader. Her vision included:
Creating a school which was ...
  1. a place where teaching and learning were honored and taken seriously
  2. a place of order and predictability
  3. a place where kids, especially boys, could learn that it was okay to be smart
  4. a place where teachers would have a great deal of autonomy in choosing texts, materials and methodolgy (as long as it worked!)
Together they developed 12 non-negotiable rules to develop/ begin the culture of the school.

Points of interest for me..
  • Success for students was planned for explicitly
  • Students that weren't achieving were targeted by extra learning resources
  • Expectations were high. Students were expected to succeed.
  • Teachers had high expectations
  • The school became like a second home to some students - they were believed in

On the pursuit of excellence...

"The loneliness of the leader lies in having to think and dream about work all day, every day, day after day, and then make what you dream palatable and workable by those who have not thought or dreamed as deeply or as far into the future as you have. Most important is that the leader continue not only to believe in the dream and the need to pursue it but also to do the hard brain work of never doubting its importance. Doubts will arise, because of setbacks and failures that inevitably occur, as well as the intrusive demands of life, time and people. But the leaders job is to master these doubts and press on."

Her notes on teacher performance

10% are stars

10% are shukers and jivers

The rest are well-meaning strugglers.

She would focus her observations and feedback on the 10% who were there to collect a paycheck first. If there was no improvement, competency procedures were put into place. When it was discovered that there were commonalities in skill deficit across the staff, staff learning sessions would be held to address the issues - sometimes run by the "stars"

Well-meaning strugglers can be helped. Putting time into them ensures quality learning for students.

I enjoyed Dr Munroes obvious passion for the job, but also her lack of tolerance for incompetent teachers. Our students' learning is too important.

An inspirational read... Dr Munroe achieved amazing things in the most challenging areas of Harlem.

The Fish Philosophy

While usually a sceptic of such "warm fuzzy" stuff, this book really made me think.

The underlying philosophy has 4 "practices".

To begin to change anything, we have to change the way we speak about it, the way we feel about it and definitely the way we act about it day in and day out.
The four simple but powerful practices that are the The FISH! Philosophy are:
Be There
Play
Make Their Day
Choose Your Attitude

While these sound like common sense approaches, for the next week I caught myself thinking"they need to read the FISH philosophy" or "they have read the FISH philosophy" every time I went into a shop or had a meeting with someone.

This got me thinking. How can I translate this into our school? How many times do we arrive at school dreading the difficult parent/child/teacher that have an issue that has to be dealt with? How much of an impact does this have on our environment, which in turn has an impact on our students and consequently their learning?

Can we use the FISH philosophy to achieve our two strategic (learning) goals:

  1. to lift student achievement by improving teacher performance
  2. designing the curriculum through the use of inquiry

If all teachers (actually all staff) use the FISH philosophy, would student attendance increase? Would student achievement increase because everyone is having fun, demonstrating a positive attitude, making them feel special and focussing on being "there" for them?

While I would expect we would all feel we do our best to do this already, we don't concentrate on it explicitly. Next task: Leadership team to read - discussion to follow. Could this/should this be a priority or am I getting sidetracked from our current vision?

More information can be found at the link below:

http://www.charthouse.com/content.aspx?nodeid=1066

The Goal




While not a typical choice for an educational leader, this was an interesting read. Based in the manufacturing industry, The Goal explores the relationship between leadership decision making and process theory. It is written in novel format so is quick and easy to read.


What did I take from it?

Any organisation is only as strong as its weakest link.

One must step back from within the environment to find the link(s) that are causing problems

Weak links may change at any given time.


What does this mean for education/schooling?
http://www.halliburtonassociates.com/documents/filelibrary/pdfs/TOC_in_EducationRationale.pdf
http://www.tocforeducation.com/index.html
http://www.tocforme.com/





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