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Image credit: [link] The right culture focuses on technology as a tool to enhance learning in a variety of ways. As with any holistic initiative, the key is sustainability and a resulting change that sees all aspects of digital learning become an embedded component of school culture. This is a problem.
A culture of acceptance and respect can reap the rewards for all stakeholders. Consider providing opportunities for staff to spread their wings by heading up committees, planning professional learning, and working side-by-side with you to develop new courses, electives, and schedules. It gives us a sense of purpose and meaning.
Instead of enabling the status quo to dictate the learning culture of a school, critical reflection is employed to disrupt professional practice in order to grow and improve. Leaders who choose to go against the flow ask these critical questions about their school culture: How well are we meeting the needs of today’s learner?
In a world of standardized tests and rigid curricula, fostering a culture of continuous, personalized growth for teachers allows them to stay abreast of current trends and effective strategies, maximize time, and become the best iteration of themselves for the learners they serve. Evaluating professionaldevelopment.
“ Leadership has less to do with position than it does disposition.” – John Maxwell I am currently working on a new edition of Digital Leadership for Corwin and I am very excited, as it will be in color. A great deal has changed since Digital Leadership was published in 2014. What should be removed?
This post is the seventh and last in a series that outlines the foundational elements of my new book, Digital Leadership: Changing Paradigms for Changing Times. Pillar #7 - Opportunity The interconnectedness of the Pillars of Digital Leadership leads to continuous improvements in school culture and professional practice.
Leadership must and will be different. Most of all, the learning culture will most certainly be different, and it will be a travesty if it is not. Drive-by professionaldevelopment did not work in the past. Teaching will and must be different.
During my ten years as a school leader I dreaded professionaldevelopment days in my district. I am not sure any educator looks forward to these monotonous experiences (developed under the guise of learning!) I attended many of these events just to meet the required hours of professionaldevelopment.
No matter your position in education, you have gone through some form of professionaldevelopment. In many cases, the act of being “developed” comes in a variety of standard types such as workshops, mandated PD days, presentations, conferences, book studies, or keynotes. Effective teacher professionaldevelopment.
Ongoing professionaldevelopment, constant review and analysis of successful attempts at the changes in learning opportunities and the increasing use of technology offer momentum." The Pillars of Digital Leadership provide a practical framework for any leader, regardless of technological proficiency, to improve professional practice.
It intertwines innovative teaching practices, cutting-edge technologies, and a culture of inclusivity into the very fabric of districts and schools. Organizational leadership is a multifaceted and critical component of ensuring the success of educational institutions. Several key aspects underpin effective leadership in this context.
Inclusion is essential for special education (SPED) because it promotes the social and academic development of students with disabilities, fosters a sense of belonging, and prepares them for life outside of school. It aligns with legal and ethical imperatives, is often cost-effective, and encourages teacher development.
If you can't, consider developing a schedule where administrators and other support staff can fill them in lieu of teachers. Choice in professional learning Forcing educators to engage in one-size-fits-all professionaldevelopment at this time will tend to be hit or miss depending on the person.
Continue to advance learning and equity in your schools with professionaldevelopment. While progress has been made in many schools, there is always a desire and a need for job-embedded professional learning that is practical and on-going, something that I emphasize in Digital Leadership.
As a result, the learning culture does not evolve or becomes stagnant for both learners and educators. My point is that the focus should be on taking a critical lens to traditional practices and determine if the way in which they are being implemented is actually in the best interests of a vibrant and prosperous learning culture.
With the suggestions in hand, the leaders were empowered to review what we had seen and my recommendations to determine the focus for an upcoming professionaldevelopment day I would be facilitating. Feedback is a critical catalyst for professional learning and growth.
It is really about helping kids develop many of the qualities and characteristics in life that cannot be measured with an actual number such as leadership, commitment, perseverance, motivation, self-discipline, teamwork, resilience, enthusiasm, and reliability. Coaching is so much more than the result of a game, match, or competition.
Control : For technology to be not only integrated effectively, but also embraced, a culture needs to be established where teachers and administrators are no longer fearful of giving up a certain amount of control to students. To truly create an innovative culture of learning we must not fear failure either.
However, a convergence of styles separates generalists from specialists when it comes to leadership. Moving from Specialist to Generalist Below are some common styles prevalent in leadership today. Managerial Whether we like it or not, management plays a pivotal role in leadership.
Excuses are fueled by elements such as fear of change, a desire to protect the status quo, lack of education/knowledge, top-down leadership, micromanagement, and the unwillingness to take risks. Sustainable changes leading to cultural transformation in schools can and will only happen when one moves from a fixed to a growth mindset.
The onset of the process is typically fraught with challenges such as overcoming the status quo, a mentality of if it isn’t broke why fix it, fear, a void of leadership somewhere in the hierarchy of schools, lack of knowledge on initiating change, no clear vision, too many initiatives at once, naysayers/antagonists, and a one size fits all approach.
These commonly arrive in the form of internal professionaldevelopment initiatives that chew up a great deal of time, but rarely achieve the types of systemic changes that are intended. This is also where it is sustained to the point that it becomes an embedded component of school and/or district culture.
I’d even go as far as to say that it is our duty, something I elaborate greatly on in Digital Leadership. Below is my evolved take: "When investing in technology, programs, professionaldevelopment, and innovative ideas, there needs to be a Return on Instruction (ROI) that results in evidence of improved student learning outcomes."
Yesterday I was granted an opportunity to deliver a keynote at the NYSCATE Leadership Summit in Troy, NY. The topic of my talk was, "Leadership in the Digital Age." Schools that have moved away from this structure support learning cultures that are innovative. Professionaldevelopment (see #9) is key.
Digital leadership compels us to meet them where they are and engage in two-way communications using a hybrid approach. Success hinges upon taking and applying the key focus areas listed above and aligning them with your respective classroom, school, or district culture. Each district is unique in terms of resources and demographics.
So many exciting things have happened recently as a result of my own learning and growth in educational technology and leadership. As a result, I have seen my own knowledge increase in these areas, participated in exciting professionaldevelopment opportunities, presented at both my school and at other events on web 2.0,
This means looking at key practices such as Tier 1 instruction, pedagogy, assessment, feedback, differentiation, RTI , real co-teaching , and professional learning to see where there is an opportunity to grow. It starts at the top with leadership. This is yet another testament to the culture of learning that has been established.
For the better part of my educational career, I always referred to any type of learning to assist me as a teacher or administrator as professionaldevelopment (PD). Up until this point, professionaldevelopment was always done to me as opposed to something that I wanted to be an active part of. Thus, my thinking changed.
Schools that have moved away from this structure support learning cultures that are innovative. Support can come in many forms, such as release time, supplies/equipment, professionaldevelopment opportunities, feedback, and just god old fashioned listening. Professionaldevelopment (see #9) is key.
This past April I was fortunate enough to have been asked to speak at the Moanalua High School ProfessionalDevelopment Conference in Honolulu, HI. It was an incredible opportunity to get back to Hawaii for a professional event as opposed to a vacation. For more information and to register click HERE.
In a sense, I wasn’t pushed to be innovative or bring about substantive changes that genuinely impact school culture in powerful ways. However, we must understand that opportunities will not just drop in our laps if a culture of possibility is not developed. Challenges morphed into excuses, and in the end, nothing changed.
As I engage with districts and schools regularly, they frequently inquire about ways to gauge the outcomes and efficacy of their innovative strategies, such as BYOD, 1:1, blended and personalized learning, classroom and school redesign, branding, makerspaces, and professionaldevelopment.
21st Century Leadership Shift Happens (must see video for any educator unfamiliar with the tends and impacts associated with technology and social media. Sustainable change relies on understanding people, culture, and processes. grow professionally by establishing a Personal Learning Network (PLN) , follow specific hashtags (#).
As instruction becomes increasingly personalized for students, teachers are ready for those same principles to drive their on-going professionaldevelopment. "Teachers If we focus on learning and development, teachers know where they need to go." ” Drive Professional Growth. "I San Jose, California.
When it has a tight grip on a school culture, any attempt at change is met with resistance or blatant inaction. Drive-By ProfessionalDevelopment In Learning Transformed Tom Murray and I highlight the research that illustrates how drive-by professionaldevelopment has little, if any, impact on professional practice.
It has been quite the ride since I changed my perspective on teaching, learning, and leadership eight years ago. Social media had to be blocked for all and I, for one, wasn’t going to waste any of my precious time using it professionally or personally. The 8 keys are outlined below: Leadership and school culture lay the foundation.
It outlines strategies and principles for fostering a culture of mutual respect, trust, and shared vision, highlighting teachers and principals’ critical roles in student success. A collaborative culture where teachers and principals work closely is crucial for overcoming these challenges.
With this being said, quality leadership becomes even more essential in order to cultivate a school culture whose primary focus is on the learning and achievement of each and every student. Here are some of my leadership strategies for making change during challenging times. Change Leadership Students Stakeholders pedagogy'
In collaboration with my staff and the support of District leadership, my efforts have laid the foundation for an innovative teaching and learning culture that focuses on preparing all students for success. Change educational leadership educational technology Innovation Opinion' That and being digitally resilient.
In my opinion, schools that wish to create the most relevant and meaningful learning culture will go in one of these directions. It also figures to entail a more streamlined approach when it comes to providing professionaldevelopment to staff so that the devices are consistently utilized to support student learning.
As a new college grad, I was lucky to work at a company that held an “up or out” culture and provided clear structures and routines for continuous professional feedback, networking and skill development. In the many fractured systems that make up the overall U.S.
[To celebrate our upcoming book, Leadership for Deeper Learning , I am publishing an excerpt each day for a week before its release. We think that this book makes a unique contribution to what we know about leadership in deeper learning schools. Also, every main chapter concludes with Key Leadership Behaviors and Support Structures.
Mandates and top-down directives rarely become embedded and sustained components of school culture because once the focus changes (and it always does) then all the time, energy, and frustration transfers to the new initiative. The focus should be on how this change will improve teaching, learning, and/or leadership.
Let me begin by saying that I was absolutely honored that various members of my Professional Learning Network (PLN) and the greater educational community reached out to me to address administrators looking to embrace social media, plan an educational technology conference at my school, and discuss leadership in the digital age.
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