March 15.
It's one of the most important dates within education. It's the date where non-tenured teachers must be notified that they're not returning for the upcoming school year. It's also the date where non-tenured staff (principals, directors, and other district administrators) can be told they're not coming back in the Fall. Often, if you're the individual on the receiving end of this conversation, you'll be given the chance to resign from your position.
After these decisions have been made, it can make for a tense three months until the end of the school year. After all, there is still a third of the school year left. This means that there's a lot of learning that still needs to take place for the remainder of your days together with the staff you're about to separate from. It's incredibly awkward; often, it goes horribly wrong.
One of my first memories of the March 15th date was during my teaching days. There was an assistant principal who struggled a bit in getting along with our principal. It was obvious in our staff meetings. The entire staff would watch as they bantered back and forth in the middle of a math adoption textbook conversation. A few days after the March 15th deadline, the assistant principal stopped by my classroom to talk. They were not in a good space. Given the various stages of grief, they were spending a lot of time on anger. In these ten minutes, I learned more about what it was like to be an administrator than the years I spent in my administrative credential program. This assistant principal felt betrayed. They were worried about their career and their family. They threw about half of the front office under multiple buses. I just stood on the ramp to my portable and listened to their words, offering support where I could. It was an example of how not to leave your job.
A second memory comes from my first few years as an administrator. As the assistant principal, I was tasked with evaluating our new teachers, determining within a 6 month period if they're suitable to return for the upcoming school year. It was late within the previous summer where we struggled to find a teacher for a position. In the end, we made a last minute hire and hoped for the best. Sadly, we experienced the worst.
When I evaluate my staff, I look at a myriad of elements to see if they're a good fit for our classrooms, our students, our staff, and our community. Do they positively participate in team meetings? Can they get along with the other staff members, no matter how challenging they might be? Do you get positive feedback from the students? How many angry parent emails do you receive? How often do they update their grade book? What do I see when I visit their classroom unannounced? While I don't rely too heavily on one of these qualifications, it is possible that a new teacher won't be asked back if there's something alarming therein.
For this one late-hired teacher, it wasn't just one thing. It was a bit messy throughout the first 6 months of the school year and it was very apparent that they weren't a good fit for our school. The meeting went fine. Very little was said. The next three months weren't too awkward. They continued to perform at their previous levels, only with a slight increase in unhappy students and parents. However, things changed one random day in May. I was stopped by the first floor classroom and happened to see a student halfway out of the top window. It was about 10-12 feet off of the ground, The student climbed onto a shaky bookcase and then propelled themselves out the window. Outside the window was the same 10-12 foot drop.
I immediately called for the student to come down from the window. I looked around for the teacher. She was sitting at her desk, grading papers. After the student was safely back in the classroom, I asked the teacher if she knew what was going on just a few yards from her desk. She replied that she did know that the students were jumping out of the window and that she didn't see anything wrong with it. I was floored. Not only was she not using instructional time wisely, but she was actively putting her students' health at risk by allowing these behaviors. I immediately spoke with my principal and the district office. I ended up spending most of the last 3-4 weeks in their classroom. These were this teacher's final days in the classroom, as they've since left the profession.
My third memory was my own experience. It had been a rough 18 months as an administrator in a very challenging district. I knew I wasn't going to return for a third year. My health wouldn't allow it. After a conversation with the superintendent, it became official: I'd be elsewhere for the upcoming school year. It felt like a weight had been lifted off of my shoulders. It was very clear to those close to me that it was a change for the better. Looking back, they were absolutely right.
The next three months as a "dead admin walking" were, without exception, my most effective days in this position. Even with the hospitalization of one of the other assistant principals, the work load seemed to ease. The dozens of angry parent emails we'd received weekly didn't sting as much. I felt it was easier to say "yes" to student requests. Most of my days were spent in classrooms, watching the talented staff work their craft.
This isn't to say there weren't some challenging days. With things going so well, these positive days sometimes made it a bit hard in knowing that I'd be departing shortly. There were awkward moments where current colleagues asked for advice on their application for the job I was leaving from. I had bonded with a few leadership and journalism students who I wasn't going to be able to support during their upcoming Senior year. I really enjoyed working with my administrative and front office team. But in the end, it was a good thing to leave. I'm not sure I would have survived another year in this position without significant life changes.
There have been countless other examples over my past fifteen years in education. Every individual has had a very different reaction to departing their educational home. Some leave mid April; others just don't show up the first day of school. In the end, it would be my suggestion to always run through the finish line and not let one's impending departure color the job they were hired to do. After all, the legacy you leave is often formed from the first impression you've made coupled with the final impression as you depart.
I know I myself didn't do everything right as I was departing each of my prior positions. It's a difficult place to be in as you're transitioning to somewhere different for the upcoming school year. That said, I tried my best to support my colleagues and, of course, our students. It's not always the easiest thing to do... but often the hardest thing to do and the right thing to do are the same thing to do. After all, it will be our students who suffer if we don't leave with grace... and leaving with grace and dignity is very important, no matter the impetus for the change. Our students deserve our very best.
Monday, April 25, 2016
Friday, April 1, 2016
March: The Worst Month of the Year
Many educators believe that the month of March is tied with the month of May as the worst time of the school year. Truthfully, I don't think it's even up for debate; March wins hands down.
May is just filled with fun. Cinco de Mayo placed delicately during the first week of May. We have the excitement of meeting the current 5th graders for the first time during our annual 5th grade walking field trip. Summer, a yearly opportunity to reboot, is that much closer. Tax season has long passed. We can see the finish line for our ready-for-high-school 8th graders.
None of this is true for the month of March.
March is just a challenging month. Every year, I suspect our students, parents, teachers, and administrators dread these four long weeks, slowly drudging toward the highly anticipated spring break in April.
Last year, I shared a theory with our staff at one of our Wednesday meetings. Our parent community seemed a bit stressed. Many of them had communicated as much to me via email, in person, or over NextDoor. When our parent community becomes stressed, their children often absorb similar emotions and behaviors. These students would then bring these concerns into the classroom, often creating challenging experiences for their classroom teachers. Next step: Our staff becomes stressed.
Stressed from the inquiries from over analysis of missing assignments... Stressed from the modified schedules that forces changed lesson plans and classroom procedures... Stressed from students who seem to believe it's already Summer... And thus, our teaching staff becomes a bit unnerved by these behaviors and I don't blame them. The month of March is a house of cards that's held together by a bit of luck and an absence of wind.
This past week was increasingly unique. Each day brought a different challenge.
On Monday, we had our monthly optional Instructional Leadership Team Meeting. This meeting gave me the opportunity to share the recent staff feedback on our site administrative team and address any staff concerns. One of the present staff members requested to have more all staff conversations during our staff collaboration time. I shared that we don't use our staff collaboration time for all staff conversations. We share positive thoughts, get a quick ASB update, review the weekly pre-delivered Memo, include any all staff announcements, and then a raffle for a $5 Starbucks card. I then explained that my past experience with all staff conversations often leads to hurt feelings, infighting within the staff, and no significant outcomes. Furthermore, I explained how decisions are best made in small informal settings, through face to face conversations, and throughout the school year. The previous principal instituted this strategy and it's one that I wholeheartedly agree with.
No matter my explanation, this staff member did not seem to agree with the reasons behind this decision. It's ok that we disagree; I don't expect to agree on every topic. Still, even after a check-in after the meeting was over where I thanked them for their input, they responded with a comment that made it clear that they weren't feeling heard. It wasn't a great ending to a challenging Monday.
Tuesday began with a parent meeting regarding the behavior choices by one of our students. The conflict this student was having in the classroom was exacerbated by a verbal exchange with one of their teachers. Even though the student and the teacher often have a great relationship, the student spiraled into the office, initially refusing to take any responsibility for his behaviors. The parents were very supportive of the teacher in the situation, but I could tell that they're struggling on how to best support their student... similar to what I'm feeling as the site principal. This was a hard week for all of our students.
The afternoon was my annual budget meeting with the district office. I found out that despite an increase in students for the upcoming school year, our school budget would be taking a substantial hit. I'm not sure if we're going to lose any programs or people due to the lower provided funds, but it's an issue that I'll have to review as we build our budget for the next school year.
Wednesday was actually one of the best days of the year, but it's also one of the longest. It was Open House for our district's middle schools. A flood of current students bring their parents onto our campus to show their learning for the school year. This year, we had a significant number of parents not yet part of the Union Middle community visit with their 5th grade students. It's a bit of teacher-shopping and school-assessment on a random March evening. I also had to prepare and deliver my annual Open House speech to our parent community. Even to this day, I still get significantly nervous in the days leading up to any public speaking opportunity. Lately, I've been attempting to present without any sort of notes to engage a bit more with the audience. This means I spend a good bit more time memorizing my speech and working on the related slides to make sure I'm well prepared.
Knowing it was going to be a long day, I got up extra early to place and pick up a bagel order for our staff. We are blessed to have a supportive Home and School Club to help fund these morning breakfasts. Even with the over-ordering of bagels, they were completely gone by the end of the school day. That's a lot of hungry staff members.
Thursday came too soon. The school day that follows our Back to School and Open House nights are always a challenge. In conversations with my fellow educators, it became very obvious that we were in survival mode for our last day with students until Spring break. Today also included a breakfast pick up for the staff. Possibly the best part of my day was seeing the smiles and hearing the thank you's from our staff for providing today's breakfast. Truly, I'm blessed with a great staff.
The rest of the day was a challenge. One of our feeder schools had scheduled a conflicting event with our annual 5th grade walking field trip. We were left scrambling to change our event to accommodate their conflict. Luckily, in coordination with our other elementary feeder schools, we were able to locate an alternate date that worked for everyone. It did mean that we'll need to move a few events around at the last minute, but we're going to make it work.
The day ended with another parent meeting, this time again with concerns regarding their student at the local high school. It was a class credit question wrapped in a larger concern about their customer service experience in trying to get the issue addressed.
But Friday was just all sorts of awesome.
Today was our staff development day, led by our CTO Andrew Schwab. He brought to our school district around a dozen edu-famous CUE Rock Star Presenters to lead our educators in a day of technology and pedagogy learning. Just a quick follow of the event's hashtag #USDlearns on Twitter shows the amazing sessions we had the benefit of attending. The day ended with two of the three awards going to #teamUMS staff members for their daily efforts. It left me a proud principal and reinvigorated to start again on Monday as we run through the finish line of June 9th.
And that ended the month of March. Stressed parents. Silly kids. Everyone ready for spring break. I'm glad we get an 11 month reprieve until we have to experience the month of March again.
May is just filled with fun. Cinco de Mayo placed delicately during the first week of May. We have the excitement of meeting the current 5th graders for the first time during our annual 5th grade walking field trip. Summer, a yearly opportunity to reboot, is that much closer. Tax season has long passed. We can see the finish line for our ready-for-high-school 8th graders.
None of this is true for the month of March.
March is just a challenging month. Every year, I suspect our students, parents, teachers, and administrators dread these four long weeks, slowly drudging toward the highly anticipated spring break in April.
Last year, I shared a theory with our staff at one of our Wednesday meetings. Our parent community seemed a bit stressed. Many of them had communicated as much to me via email, in person, or over NextDoor. When our parent community becomes stressed, their children often absorb similar emotions and behaviors. These students would then bring these concerns into the classroom, often creating challenging experiences for their classroom teachers. Next step: Our staff becomes stressed.
Stressed from the inquiries from over analysis of missing assignments... Stressed from the modified schedules that forces changed lesson plans and classroom procedures... Stressed from students who seem to believe it's already Summer... And thus, our teaching staff becomes a bit unnerved by these behaviors and I don't blame them. The month of March is a house of cards that's held together by a bit of luck and an absence of wind.
This past week was increasingly unique. Each day brought a different challenge.
On Monday, we had our monthly optional Instructional Leadership Team Meeting. This meeting gave me the opportunity to share the recent staff feedback on our site administrative team and address any staff concerns. One of the present staff members requested to have more all staff conversations during our staff collaboration time. I shared that we don't use our staff collaboration time for all staff conversations. We share positive thoughts, get a quick ASB update, review the weekly pre-delivered Memo, include any all staff announcements, and then a raffle for a $5 Starbucks card. I then explained that my past experience with all staff conversations often leads to hurt feelings, infighting within the staff, and no significant outcomes. Furthermore, I explained how decisions are best made in small informal settings, through face to face conversations, and throughout the school year. The previous principal instituted this strategy and it's one that I wholeheartedly agree with.
No matter my explanation, this staff member did not seem to agree with the reasons behind this decision. It's ok that we disagree; I don't expect to agree on every topic. Still, even after a check-in after the meeting was over where I thanked them for their input, they responded with a comment that made it clear that they weren't feeling heard. It wasn't a great ending to a challenging Monday.
Tuesday began with a parent meeting regarding the behavior choices by one of our students. The conflict this student was having in the classroom was exacerbated by a verbal exchange with one of their teachers. Even though the student and the teacher often have a great relationship, the student spiraled into the office, initially refusing to take any responsibility for his behaviors. The parents were very supportive of the teacher in the situation, but I could tell that they're struggling on how to best support their student... similar to what I'm feeling as the site principal. This was a hard week for all of our students.
The afternoon was my annual budget meeting with the district office. I found out that despite an increase in students for the upcoming school year, our school budget would be taking a substantial hit. I'm not sure if we're going to lose any programs or people due to the lower provided funds, but it's an issue that I'll have to review as we build our budget for the next school year.
Wednesday was actually one of the best days of the year, but it's also one of the longest. It was Open House for our district's middle schools. A flood of current students bring their parents onto our campus to show their learning for the school year. This year, we had a significant number of parents not yet part of the Union Middle community visit with their 5th grade students. It's a bit of teacher-shopping and school-assessment on a random March evening. I also had to prepare and deliver my annual Open House speech to our parent community. Even to this day, I still get significantly nervous in the days leading up to any public speaking opportunity. Lately, I've been attempting to present without any sort of notes to engage a bit more with the audience. This means I spend a good bit more time memorizing my speech and working on the related slides to make sure I'm well prepared.
Knowing it was going to be a long day, I got up extra early to place and pick up a bagel order for our staff. We are blessed to have a supportive Home and School Club to help fund these morning breakfasts. Even with the over-ordering of bagels, they were completely gone by the end of the school day. That's a lot of hungry staff members.
Thursday came too soon. The school day that follows our Back to School and Open House nights are always a challenge. In conversations with my fellow educators, it became very obvious that we were in survival mode for our last day with students until Spring break. Today also included a breakfast pick up for the staff. Possibly the best part of my day was seeing the smiles and hearing the thank you's from our staff for providing today's breakfast. Truly, I'm blessed with a great staff.
The rest of the day was a challenge. One of our feeder schools had scheduled a conflicting event with our annual 5th grade walking field trip. We were left scrambling to change our event to accommodate their conflict. Luckily, in coordination with our other elementary feeder schools, we were able to locate an alternate date that worked for everyone. It did mean that we'll need to move a few events around at the last minute, but we're going to make it work.
The day ended with another parent meeting, this time again with concerns regarding their student at the local high school. It was a class credit question wrapped in a larger concern about their customer service experience in trying to get the issue addressed.
But Friday was just all sorts of awesome.
Today was our staff development day, led by our CTO Andrew Schwab. He brought to our school district around a dozen edu-famous CUE Rock Star Presenters to lead our educators in a day of technology and pedagogy learning. Just a quick follow of the event's hashtag #USDlearns on Twitter shows the amazing sessions we had the benefit of attending. The day ended with two of the three awards going to #teamUMS staff members for their daily efforts. It left me a proud principal and reinvigorated to start again on Monday as we run through the finish line of June 9th.
And that ended the month of March. Stressed parents. Silly kids. Everyone ready for spring break. I'm glad we get an 11 month reprieve until we have to experience the month of March again.
Tuesday, March 22, 2016
Top Five Ways to FAIL at Palm Springs CUE
Thanks to the generosity of our CTO Andrew Schwab, I recently had the privilege to be one of two district principals to attend the Palm Springs annual CUE event. If you've never attended this event, you need to. Put it on your list. Figure out a way to make it happen. It's an amazing event filled with edu-famous celebrities (look, there's Lisa Highfill... oh wait, to our right, there's Jon Corippo!) and more presentations than you'll ever be able to attend. It's a chance to hear from Kid President and Hadi Partovi (the founder of code.org) with seven thousands of the bestest friends you never knew you had.
But there's a way NOT to experience CUE... Learn from my mistakes.
1) Don't plan anything ahead of time.
Every attendee has access to the conference schedules weeks ahead of time. Some educators will scan the schedule and map out possible sessions for each time slot. Others, like myself, will look at the schedule and say "eh, I'll figure it out at the opening session". This was a huge mistake.
On our first morning, I found myself listening to the amazing opening keynote by Brad Montague, laughing and tearing up at his amazing journey from awkward teenager to inspirational speaker. Once he ended, I realized that I had little time to figure out what next session to attend. I scanned the attached booklet and figured out a session I'd like to attend. This session, it turns out, was a good 6-8 blocks away at another venue. I was not prepared for these travels. My failure to plan ahead of time compounded as the conference continued. Best advice: Plan out your schedule ahead of time. Map everything out. Have a back-up plan.
2) Avoid the social events.
CUE is more than a conference; it's an opportunity to meet your Twitter friends in person. You need to go out of your way to expand your Professional Learning Network outside of the conference walls. My first two nights, I retired to my hotel room as early as possible. I missed out on a lot of social opportunities by doing so. The third night, I did join our school district staff in our attendance of the CUE Karaoke, although I didn't make it onto the stage with the group. I know it's tempting, especially if you have four kids, to just take an early evening in your hotel room. Don't. Instead, get caught up on your sleep ahead of time and be prepared to sing awkward 80's songs into the wee hours of the night with your new best friends.
3) Don't present; just attend some sessions.
One of the best parts about the CUE experience is to hear from educators who may not be available through other means. The annual CUE conference brings in edu-legendary speakers to share their wisdom and inspire your practice. Just as important, there are sessions with first time presenters that become instant classics and well revered. That's the beauty of a CUE conference. You have a Thomas Murray presenting next door to someone who's a 3rd grade classroom teacher from a tiny district in Northern California, presenting for the first time in their short educational career.
Many CUE-attendees will think: there's no way I can present at CUE. I don't have anything special to share. Even if I do sign up to present, I don't think they'll select me. If they do select me, I don't think anyone will show up. Even if a few people do show up, I don't think I'll do a good job with my presentation. Ignore these thoughts. Apply. Apply again. Don't give up. And invite me to your session. I'll be there for support.
4) Go alone.
When you are at a CUE conference, you're never alone. You can stop by any session and make five new edu-friends almost instantaneously. There's always an opportunity to share meals, co-attend sessions, and just hang out in an un-conference session. That said, there's nothing that takes the place of attending a conference with educators from your district. If you're an admin, bring 3-5 other district principals with you. If you're a classroom teacher, make sure that you have a cadre of like-minded district educators to share google docs write ups from all of the sessions. Don't be afraid to invite a district principal to lunch with you. They'll be just as interested to learn about what you're doing in the classroom as you are to hear about their administrative perspective on "good teaching." CUE is an opportunity to leave the classroom walls behind and build better bonds with your district peers. Take advantage of the opportunity.
5) Eat poorly.
Perhaps the most important rule of CUE is to bring snacks. Power cords and mifi devices are nice too, but power bars, kind bars, protein bars, and every other kind of bar you can think of are essential for this conference. The distance to the downtown eating locations is a good 15 minute walk. The nearest shopping center is a mile away in the wrong direction. Make sure you bring snacks to tide you over between sessions.
Don't rely on the hotel buffet at lunch either. Make plans with your twitter friends at Sherman's or another semi-famous Palm Springs establishment. It's ok to miss a session or two to extend your learning over lunch. One of the best events of my CUE experience was getting to know some of our USD educators at a group dinner Thursday night. Plan accordingly and put food first.
------
Overall, I thoroughly enjoyed my CUE experience. Most importantly, I know what to do next time to improve upon the experience. If you ever have the opportunity to attend the annual CUE event in Palm Springs, take advantage of it. Just make sure you plan ahead of time, be social, sign up to present, go with a team, and bring snacks -- from there, enjoy the most amazing experience of our edu-awesome journey.
But there's a way NOT to experience CUE... Learn from my mistakes.
1) Don't plan anything ahead of time.
Every attendee has access to the conference schedules weeks ahead of time. Some educators will scan the schedule and map out possible sessions for each time slot. Others, like myself, will look at the schedule and say "eh, I'll figure it out at the opening session". This was a huge mistake.
On our first morning, I found myself listening to the amazing opening keynote by Brad Montague, laughing and tearing up at his amazing journey from awkward teenager to inspirational speaker. Once he ended, I realized that I had little time to figure out what next session to attend. I scanned the attached booklet and figured out a session I'd like to attend. This session, it turns out, was a good 6-8 blocks away at another venue. I was not prepared for these travels. My failure to plan ahead of time compounded as the conference continued. Best advice: Plan out your schedule ahead of time. Map everything out. Have a back-up plan.
2) Avoid the social events.
CUE is more than a conference; it's an opportunity to meet your Twitter friends in person. You need to go out of your way to expand your Professional Learning Network outside of the conference walls. My first two nights, I retired to my hotel room as early as possible. I missed out on a lot of social opportunities by doing so. The third night, I did join our school district staff in our attendance of the CUE Karaoke, although I didn't make it onto the stage with the group. I know it's tempting, especially if you have four kids, to just take an early evening in your hotel room. Don't. Instead, get caught up on your sleep ahead of time and be prepared to sing awkward 80's songs into the wee hours of the night with your new best friends.
3) Don't present; just attend some sessions.
One of the best parts about the CUE experience is to hear from educators who may not be available through other means. The annual CUE conference brings in edu-legendary speakers to share their wisdom and inspire your practice. Just as important, there are sessions with first time presenters that become instant classics and well revered. That's the beauty of a CUE conference. You have a Thomas Murray presenting next door to someone who's a 3rd grade classroom teacher from a tiny district in Northern California, presenting for the first time in their short educational career.
Many CUE-attendees will think: there's no way I can present at CUE. I don't have anything special to share. Even if I do sign up to present, I don't think they'll select me. If they do select me, I don't think anyone will show up. Even if a few people do show up, I don't think I'll do a good job with my presentation. Ignore these thoughts. Apply. Apply again. Don't give up. And invite me to your session. I'll be there for support.
4) Go alone.
When you are at a CUE conference, you're never alone. You can stop by any session and make five new edu-friends almost instantaneously. There's always an opportunity to share meals, co-attend sessions, and just hang out in an un-conference session. That said, there's nothing that takes the place of attending a conference with educators from your district. If you're an admin, bring 3-5 other district principals with you. If you're a classroom teacher, make sure that you have a cadre of like-minded district educators to share google docs write ups from all of the sessions. Don't be afraid to invite a district principal to lunch with you. They'll be just as interested to learn about what you're doing in the classroom as you are to hear about their administrative perspective on "good teaching." CUE is an opportunity to leave the classroom walls behind and build better bonds with your district peers. Take advantage of the opportunity.
5) Eat poorly.
Perhaps the most important rule of CUE is to bring snacks. Power cords and mifi devices are nice too, but power bars, kind bars, protein bars, and every other kind of bar you can think of are essential for this conference. The distance to the downtown eating locations is a good 15 minute walk. The nearest shopping center is a mile away in the wrong direction. Make sure you bring snacks to tide you over between sessions.
Don't rely on the hotel buffet at lunch either. Make plans with your twitter friends at Sherman's or another semi-famous Palm Springs establishment. It's ok to miss a session or two to extend your learning over lunch. One of the best events of my CUE experience was getting to know some of our USD educators at a group dinner Thursday night. Plan accordingly and put food first.
------
Overall, I thoroughly enjoyed my CUE experience. Most importantly, I know what to do next time to improve upon the experience. If you ever have the opportunity to attend the annual CUE event in Palm Springs, take advantage of it. Just make sure you plan ahead of time, be social, sign up to present, go with a team, and bring snacks -- from there, enjoy the most amazing experience of our edu-awesome journey.
Thursday, March 3, 2016
Get Your Principal to +1 You in Five Easy Steps
One of the biggest struggles of a classroom teacher is to have a negative relationship with your site principal. Sometimes, you may just not see eye to eye. For other moments, you may not understand why they're making the decisions they do. Hopefully, you often agree and can work together to best support your students.
Most teachers want to be liked by their site principal. That said, many teachers don't know how to be liked. Often, they assume that their principal may not trust them or have concerns about their status as a staff member. This couldn't be further from the truth. We want you to be nice to kids. We want you to respond in a timely manner to parents. We want you to give us the benefit of the doubt, just like you want us to trust you as the expert in your classroom. Here are five ways to get your principal to "like" you as a classroom educator.
First and foremost, be that teacher with the best lessons. Have them be dynamic. Include current events or risk-tasking opportunities that incite a learning love for your students. We compete with YouTube, KIK, and every other non-classroom activity for our students' attention. If you have great lessons, you're going to win over your students. After all, the best behavior management system is a talented classroom teacher with stellar lesson plans. We principals don't just love these teachers; we flock to their classrooms and praise them uncontrollably in the community. Fewer kids sent to the office is always a good thing. Don't be the teacher who sends kids to the office frequently. This speaks volumes about your classroom talents. Develop the best lessons you can. Trust me: there's a teacher at your site doing just this right now. Visit their classroom and learn everything you can.
And yes, there's going to be times where you'll have a problem that will need to be brought to your principal's attention. Don't just arrive with the problem. Make sure you have a solution to share as well. We don't mind problems. They happen. Join your principal in figuring out a solution. Be careful to not pre-marry or excessively champion your idea; just suggest it and let it marinate. A good principal will listen but still may not adopt your suggestion. Often, teachers will approach us with solutions that benefit them, the teacher, and not their students. We see through the "hey, maybe I should have that period for my prep" that only serves you and your lunch schedule. Don't be that teacher. Come to us with viable solutions that put students first and support your colleagues. We listen.
At every school site, there's a group of negativity centered around some students, a parent subset, or even part of the teaching staff. Don't get warped into the negativity. These individuals love to add new members to their group. Perhaps they're upset with the math pathways. Maybe they don't like how the principal has set up the master schedule. It's even possible that they're discussing ways to undercut the principal's effectiveness with snide lunch conversations. I've seen a lot of great teachers get brought into these conversations and it can take years for their career and colleague relationships to recover. Give your principal the benefit of the doubt. While not true of all educators and principals, assume that your principal likes kids and are sincerely trying their best to make your school the best it can be. There will be gossip and maybe even some staff members who constantly spew hate. Don't buy into it. Your principal will notice if you do. I've been fortunate to work with amazing teaching and classified staffs where these issues don't always exists. However, if you're at a school site where these negative factions reside, be careful to politely avoid their black holes of negativity.
When you do have a concern that you want to bring to the principal, don't hesitate to do so. It doesn't matter if you're a long term veteran staff member or it's the first month of your teaching career. What matters is how you address the concern. Even more, it's okay to disagree with your principal but be careful how you share your thoughts. Publicly? At a staff meeting? Figure out how your principal wants to hear the constructive criticism and approach through that lens. Challenging a practice publicly may have the opposite result that you're hoping for. These public disagreements divide staffs and alienate your principal. Instead, figure out how your principal wants to discuss these topics and go that specific route. Be respectful of their wishes, just as you want them to be observant of yours. Just know... your principal may listen but, in the end, they might disagree. Just because you think it's best for the school doesn't mean that your principal will concur. Learn how to accept that you'l disagree with some decisions that your principal makes. Don't take it personally because it isn't personal.
And most importantly, don't "throw shade" (as the kids would say) toward your principal. Speaking ill of your site principal only damages the work the entire school tries to do every single day. It creates a hostile working environment for those teachers who may want to support the principal. Sharing these often flippant comments with the parent community can create a huge division for your school. It also paints you, the dedicated staff member, as someone who complains. Don't assume whomever you share your concern with will remain silent. Assume they'll speak with the principal. Once, when one of my staff members make a "not nice" comment, I had close to a dozen staff members and parents let me know within the next 48 hours what was said. You don't have to agree with your principal. If you badmouth them, however, you're going to possibly permanently damage whatever professionally relationship you could have had with them.
It isn't hard to have a good relationship with your principal. Have great lessons. Care about kids. Arrive with solutions. Avoid the negativity. Figure out how they want to hear feedback. Don't be mean. Truthfully, it's what we expect from our kids. Try hard. Be nice. Communicate well. Be kind.
Words to live by... and words to get the +1 from your principal.
Most teachers want to be liked by their site principal. That said, many teachers don't know how to be liked. Often, they assume that their principal may not trust them or have concerns about their status as a staff member. This couldn't be further from the truth. We want you to be nice to kids. We want you to respond in a timely manner to parents. We want you to give us the benefit of the doubt, just like you want us to trust you as the expert in your classroom. Here are five ways to get your principal to "like" you as a classroom educator.
First and foremost, be that teacher with the best lessons. Have them be dynamic. Include current events or risk-tasking opportunities that incite a learning love for your students. We compete with YouTube, KIK, and every other non-classroom activity for our students' attention. If you have great lessons, you're going to win over your students. After all, the best behavior management system is a talented classroom teacher with stellar lesson plans. We principals don't just love these teachers; we flock to their classrooms and praise them uncontrollably in the community. Fewer kids sent to the office is always a good thing. Don't be the teacher who sends kids to the office frequently. This speaks volumes about your classroom talents. Develop the best lessons you can. Trust me: there's a teacher at your site doing just this right now. Visit their classroom and learn everything you can.
And yes, there's going to be times where you'll have a problem that will need to be brought to your principal's attention. Don't just arrive with the problem. Make sure you have a solution to share as well. We don't mind problems. They happen. Join your principal in figuring out a solution. Be careful to not pre-marry or excessively champion your idea; just suggest it and let it marinate. A good principal will listen but still may not adopt your suggestion. Often, teachers will approach us with solutions that benefit them, the teacher, and not their students. We see through the "hey, maybe I should have that period for my prep" that only serves you and your lunch schedule. Don't be that teacher. Come to us with viable solutions that put students first and support your colleagues. We listen.
At every school site, there's a group of negativity centered around some students, a parent subset, or even part of the teaching staff. Don't get warped into the negativity. These individuals love to add new members to their group. Perhaps they're upset with the math pathways. Maybe they don't like how the principal has set up the master schedule. It's even possible that they're discussing ways to undercut the principal's effectiveness with snide lunch conversations. I've seen a lot of great teachers get brought into these conversations and it can take years for their career and colleague relationships to recover. Give your principal the benefit of the doubt. While not true of all educators and principals, assume that your principal likes kids and are sincerely trying their best to make your school the best it can be. There will be gossip and maybe even some staff members who constantly spew hate. Don't buy into it. Your principal will notice if you do. I've been fortunate to work with amazing teaching and classified staffs where these issues don't always exists. However, if you're at a school site where these negative factions reside, be careful to politely avoid their black holes of negativity.
When you do have a concern that you want to bring to the principal, don't hesitate to do so. It doesn't matter if you're a long term veteran staff member or it's the first month of your teaching career. What matters is how you address the concern. Even more, it's okay to disagree with your principal but be careful how you share your thoughts. Publicly? At a staff meeting? Figure out how your principal wants to hear the constructive criticism and approach through that lens. Challenging a practice publicly may have the opposite result that you're hoping for. These public disagreements divide staffs and alienate your principal. Instead, figure out how your principal wants to discuss these topics and go that specific route. Be respectful of their wishes, just as you want them to be observant of yours. Just know... your principal may listen but, in the end, they might disagree. Just because you think it's best for the school doesn't mean that your principal will concur. Learn how to accept that you'l disagree with some decisions that your principal makes. Don't take it personally because it isn't personal.
And most importantly, don't "throw shade" (as the kids would say) toward your principal. Speaking ill of your site principal only damages the work the entire school tries to do every single day. It creates a hostile working environment for those teachers who may want to support the principal. Sharing these often flippant comments with the parent community can create a huge division for your school. It also paints you, the dedicated staff member, as someone who complains. Don't assume whomever you share your concern with will remain silent. Assume they'll speak with the principal. Once, when one of my staff members make a "not nice" comment, I had close to a dozen staff members and parents let me know within the next 48 hours what was said. You don't have to agree with your principal. If you badmouth them, however, you're going to possibly permanently damage whatever professionally relationship you could have had with them.
It isn't hard to have a good relationship with your principal. Have great lessons. Care about kids. Arrive with solutions. Avoid the negativity. Figure out how they want to hear feedback. Don't be mean. Truthfully, it's what we expect from our kids. Try hard. Be nice. Communicate well. Be kind.
Words to live by... and words to get the +1 from your principal.
Wednesday, March 2, 2016
A Lasting Impression by my Second Principal
I'm often asked by my staff and parent community about my path in becoming a school administrator. They ask if there was one individual who inspired me to leave the classroom and join the dark side of administration. During these conversations, I think back to my time in the classroom and my site principals during those classroom days.
During my first five years in the classroom, I served under three very different principals. Each of these individuals had their own unique leadership style.
I had very limited interaction with my first principal. I'm not sure we ever spoke outside of my initial interview. Within the first few weeks of my time on the campus, she retired. Hopefully, my arrival on the campus wasn't the cause of her departure.
All I can remember from my third principal was his comment about my work attire (cargo shorts and Adidas flip flops were frowned upon for the teaching staff) and his love of Bruce Springsteen's album The Rising. My future (and current) wife worked in the main office as a counselor so I learned a lot of what it felt like to be part of a front office through her experience.
It was my second principal who made a more lasting impression. Despite only serving on an interim status for a short few months, it was his support during my first semester as a classroom teacher that helped shape my perspective on what a teacher-principal relationship could look like.
He always provided critical and timely FEEDBACK.
As a teacher new to the classroom, I was woefully unprepared. After my interview and mid-year hiring, I was given the keys to my classroom and wished the best of luck. Even with the additional adults in the classroom for student support, it was my first classroom and the early goings were quite rocky. During my prep periods, I'd often venture to the office to check in. Even early on in my educational career, I liked the quasi chaos of the main office.
During these visits, the principal would take me aside and ask me pointed questions about my teaching practice. He'd ask what I felt at the time to be very challenging questions about my lesson planning, how I was addressing the social and emotional needs of my students, and how I was working on integrating myself into the staff as a new teacher at the school. Truthfully, I did a lot more listening during these conversations, as I didn't have any of the answers I felt he was looking for.
During these conversations, he would give significant feedback on my responses and what he noticed from his formal and informal visits to my classroom as well as any observations he made from my interactions with other staff members, students, and my students' parents. This feedback was often very pointed. He did not mince his words, although never in a mean way. He shared a sense of compassion toward my classroom and school site efforts while, at the same time, strongly encouraging me to reflect and figure out how I could improve my practice. The feedback he provided made me think about school topics and classroom issues in a manner I had not expected. Always supportive, not all of his feedback was positive. A significant part of his words were actually quite critical. However, his overall message was something I needed to hear if I were to be the best educator possible for my students. He offered resources and opportunity for growth. He had the talent to pull from my strengths while allowing consistent reflection on my many areas for improvement.
He modeled what diplomacy and consistency should look like for a site principal.
One of my biggest challenges as an administrator was perhaps my second principal's best talent: he truly got along with so many different types of people. Whereas I may get a bit frustrated and impatient in my conversations and observations with various members of my staff, he always maintained his composure and remained oddly consistent in his leadership. He avoided making huge waves amongst the staff. One of my main takeaways was how he trusted the teachers, as professionals, to be curriculum and classroom decisions to best support their students. Outside our school walls, he was perhaps one of the leading conversationalists on neuroscience in education and had knowledge regarding the science of the teaching profession that was unparalleled in our district.
He encouraged me to network, both on and off our school site. He was one of my strongest advocates, always trusting in my abilities while offering resources and opportunities to improve. He shared his secrets on how to remain engaged in the activity of the middle school without allowing it to overwhelm you. He was a shield of the new-to-the-teaching-profession individuals on our staff, always providing a level of consistent support.
He led with a good sense of balance. Just because a parent or a teacher had what they felt to be a significant concern, he didn't allow their issues to become his issues. He maintained a sense of self and compassion, always willing to listen but not becoming overly emotionally involved in the latest drama that occurs way too regularly on a middle school campus. It is perhaps the hardest challenge of a caring principal to not get negatively involved in the poor behaviors of the adults we interact with on a daily basis. Somehow, he threaded the balance of continued diplomacy while still showing the compassion necessary for our kids, parents, and staff.
He encouraged me to look past my current position and toward my educational FUTURE.
As a new teacher to the classroom on an emergency credential, I was not thinking ahead to my professional career; instead, I was simply enjoying my first few days in the classroom and wondering what it would take to somehow acquire a teaching credential. As previously shared, my arrival into the classroom was based on the puzzle pieces of a chance encounter that just seemed to all fit together. I gave no consideration toward any career past the classroom.
My principal had other ideas.
He would stop me on my visits to the office to talk about my experience in the classroom that day. What had I learned. How would I apply these findings toward tomorrow. He would regularly pull back the curtain to what it was like to be an administrator. He regularly encouraged me to consider a future in administration. Without any prompting, he offered to write the eventual necessary letter of recommendation I'd need down the line for any educational career advancement. When the time came four years later where I'd need his recommendation, he had it signed and ready to go almost instantaneously. After my first few interviews, he sat with me and provided the necessary reflection to improve. When I got my first administrative position, he was one of the first people to congratulate me. When I later returned to my first district, he was one of the first people to greet me. After I once again left for an outside district, he supported me every step of the way. He seemed to have a better vision of my future than I may have had. He was always there to provide those bits of encouragement along the way.
It is from this individual that I grew many of the tenets of my administrative philosophy. While I may not always manage to reach these lofty standards, it doesn't stop me from trying to best support my fellow educators at Union Middle. Hopefully, when we have a chance to look back, a few current Union Middle staff members will reflect upon the time we spent together in a similar fashion as they move forward in their educational careers.
During my first five years in the classroom, I served under three very different principals. Each of these individuals had their own unique leadership style.
I had very limited interaction with my first principal. I'm not sure we ever spoke outside of my initial interview. Within the first few weeks of my time on the campus, she retired. Hopefully, my arrival on the campus wasn't the cause of her departure.
All I can remember from my third principal was his comment about my work attire (cargo shorts and Adidas flip flops were frowned upon for the teaching staff) and his love of Bruce Springsteen's album The Rising. My future (and current) wife worked in the main office as a counselor so I learned a lot of what it felt like to be part of a front office through her experience.
It was my second principal who made a more lasting impression. Despite only serving on an interim status for a short few months, it was his support during my first semester as a classroom teacher that helped shape my perspective on what a teacher-principal relationship could look like.
As a teacher new to the classroom, I was woefully unprepared. After my interview and mid-year hiring, I was given the keys to my classroom and wished the best of luck. Even with the additional adults in the classroom for student support, it was my first classroom and the early goings were quite rocky. During my prep periods, I'd often venture to the office to check in. Even early on in my educational career, I liked the quasi chaos of the main office.
During these visits, the principal would take me aside and ask me pointed questions about my teaching practice. He'd ask what I felt at the time to be very challenging questions about my lesson planning, how I was addressing the social and emotional needs of my students, and how I was working on integrating myself into the staff as a new teacher at the school. Truthfully, I did a lot more listening during these conversations, as I didn't have any of the answers I felt he was looking for.
During these conversations, he would give significant feedback on my responses and what he noticed from his formal and informal visits to my classroom as well as any observations he made from my interactions with other staff members, students, and my students' parents. This feedback was often very pointed. He did not mince his words, although never in a mean way. He shared a sense of compassion toward my classroom and school site efforts while, at the same time, strongly encouraging me to reflect and figure out how I could improve my practice. The feedback he provided made me think about school topics and classroom issues in a manner I had not expected. Always supportive, not all of his feedback was positive. A significant part of his words were actually quite critical. However, his overall message was something I needed to hear if I were to be the best educator possible for my students. He offered resources and opportunity for growth. He had the talent to pull from my strengths while allowing consistent reflection on my many areas for improvement.
He modeled what diplomacy and consistency should look like for a site principal.
One of my biggest challenges as an administrator was perhaps my second principal's best talent: he truly got along with so many different types of people. Whereas I may get a bit frustrated and impatient in my conversations and observations with various members of my staff, he always maintained his composure and remained oddly consistent in his leadership. He avoided making huge waves amongst the staff. One of my main takeaways was how he trusted the teachers, as professionals, to be curriculum and classroom decisions to best support their students. Outside our school walls, he was perhaps one of the leading conversationalists on neuroscience in education and had knowledge regarding the science of the teaching profession that was unparalleled in our district.
He encouraged me to network, both on and off our school site. He was one of my strongest advocates, always trusting in my abilities while offering resources and opportunities to improve. He shared his secrets on how to remain engaged in the activity of the middle school without allowing it to overwhelm you. He was a shield of the new-to-the-teaching-profession individuals on our staff, always providing a level of consistent support.
He led with a good sense of balance. Just because a parent or a teacher had what they felt to be a significant concern, he didn't allow their issues to become his issues. He maintained a sense of self and compassion, always willing to listen but not becoming overly emotionally involved in the latest drama that occurs way too regularly on a middle school campus. It is perhaps the hardest challenge of a caring principal to not get negatively involved in the poor behaviors of the adults we interact with on a daily basis. Somehow, he threaded the balance of continued diplomacy while still showing the compassion necessary for our kids, parents, and staff.
He encouraged me to look past my current position and toward my educational FUTURE.
As a new teacher to the classroom on an emergency credential, I was not thinking ahead to my professional career; instead, I was simply enjoying my first few days in the classroom and wondering what it would take to somehow acquire a teaching credential. As previously shared, my arrival into the classroom was based on the puzzle pieces of a chance encounter that just seemed to all fit together. I gave no consideration toward any career past the classroom.
My principal had other ideas.
He would stop me on my visits to the office to talk about my experience in the classroom that day. What had I learned. How would I apply these findings toward tomorrow. He would regularly pull back the curtain to what it was like to be an administrator. He regularly encouraged me to consider a future in administration. Without any prompting, he offered to write the eventual necessary letter of recommendation I'd need down the line for any educational career advancement. When the time came four years later where I'd need his recommendation, he had it signed and ready to go almost instantaneously. After my first few interviews, he sat with me and provided the necessary reflection to improve. When I got my first administrative position, he was one of the first people to congratulate me. When I later returned to my first district, he was one of the first people to greet me. After I once again left for an outside district, he supported me every step of the way. He seemed to have a better vision of my future than I may have had. He was always there to provide those bits of encouragement along the way.
It is from this individual that I grew many of the tenets of my administrative philosophy. While I may not always manage to reach these lofty standards, it doesn't stop me from trying to best support my fellow educators at Union Middle. Hopefully, when we have a chance to look back, a few current Union Middle staff members will reflect upon the time we spent together in a similar fashion as they move forward in their educational careers.
Thursday, February 4, 2016
Developing Teacher Leaders
One of the biggest compliments I've received during my 11 years as a school administrator came from this past school semester. It occurred via the chat feature within gmail one evening, far removed from the school day. This staff member shared, "I've grown more as a teacher and as a leader while working at Union than I've ever thought possible. Thank you."
I leaned over to my wife and had her read the teacher's comment. I was beaming with pride at the compliment. It was at this point that I realized one of the main elements of my vision for school leadership is the responsibility I have as a school administrator to develop the best teacher leaders possible for our school and for our community.
How does a school administrator create teacher leaders? It's not easy. Here's what I do.
1) Create an environment where it's ok to take risks.
I want my teachers to feel comfortable to try new ideas in the classroom. I want them to be ok with a daily failure or three. Just as it is important to teach our students that Failure is the First Attempt In Learning, we need to take these same risks as educators. Once, looking for a better delivery system of our weekly Meeting in a Memo, I attempted to use Google Classroom to push out the weekly information to our teachers. I gave it two weeks before abandoning the process entirely. It was a complete failure. I didn't stop, however, looking for a better solution and now have a running google document that seems to work best to share this information with our staff and allow for collaboration as well. If your teachers see you take a risk that results in a failure, they'll be watching you to see how you respond. Fail forward into a better solution.
2) Say YES! as much as you can.
One of our 6th grade teachers approached me a few weeks ago, inquiring about the possibility of a field trip for our entire sixth grade class to the local Tech Museum. We hadn't experienced an all-grade field trip (outside of the annual 8th grade Great America trip) in a long time. This teacher asked if I would be ok with her researching the idea. Yes was my response.
She later returned with more information about the possible field trip than I would have expected. I sensed she was becoming a bit excited about the possibility of the field trip. There were a few hiccups in her plan about buses, organization, and cost. This is where the principal can help. I directed her to our amazing bus guru / admin assistant to schedule the two separate bus companies' availability. I encouraged her to speak with our activities director about how to best organize the trip. Most importantly, I told her I'd cover the cost of the buses and entrance fees for the entire sixth grade. When I get the sense you're excited about student learning, I'm going to do everything I can to say YES to whatever it is you want to do. And yes, the kids had a blast.
3) Encourage their growth through all means possible.
Over the past four years as the principal, I'd like to think that almost every staff member has attended at least one conference. Many of our teacher leaders have attended multiple conferences each year. Our school district has even brought the CUE experience to our staff development days. Sometimes, however, you need to pull your staff along. Tap them on the shoulder about an opportunity. Offer to help write their introductory letter to an invite-only conference they want to attend. Sometimes, you need to push them. Two of our teachers presented at the annual CLMS conference without signing up to do so. I did it for them. Of course, I let them know that I had turned in a presentation request on their behalf after I had clicked "submit." I had seen them present at a previous conference and knew that they had something amazing to share with a larger audience. They ended up having a packed room of eager teachers, all of whom were hanging on their every word. I think at this point they began to realize that they may actually be the #edurockstars I kept telling them that they were.
4) If you want them to grow, you have to take the first step.
One of my least favorite things has always been to speak in front of large groups of people. This may sound odd coming from a middle school principal who presents in front of 50 staff members weekly and our parent community quarterly, but it's always something I never felt comfortable with. Over the past few years, I've slowly begun to break free of my admitted fear of public speaking. It began with a small presentation alongside my then-principal Erik Burmeister followed by a presentation with three teachers in celebration of our Schools to Watch award. Next, a small push from our district's CTO to present at a conference. I then partnered with the amazing Adam Welcome to combine our presentations at a local CUE event. It then grew to a larger #FallCue presentation with fellow administrators and various superintendents in the audience. If I expect my staff to take these risks and conquer their fears, I've got to be very public about doing the same.
5) Attend conferences with your staff
Let me clarify: Please don't be the administrator who invites your "best friend" teachers to the conference so you have a great social experience. Truly look at the conference and try to judge who would benefit most from the experience. Try your best to offer the conference opportunity to all of your staff members, even if you have to tell some staff members no. If they trust you, they know they'll have a second opportunity somewhere in the future.
In attending the conference, check in with your teachers frequently. Help create a shared google document to take community notes on the various sessions. Hear about a great presenter? Attend that presenter alongside your teachers. Learn with them. Continue the conversation through lunch and dinner meals. Sit together and enjoy the time you have to get to know your staff a bit better. The conversations that happen during the conference but outside the sessions might be the best learning opportunity your attending teachers will experience. Use this time wisely.
6) Hire well and develop better.
We have been incredibly fortunate to have hired amazing teachers over the past four years. At Union Middle, we've built a teaching community that is second to none amongst middle schools in California. It's a challenge to think of my next venture in education, knowing that I can't bring the Union Middle School staff with me... not to say I won't try. Hiring well is one of the most important jobs of a school administrator. When you add positive and dynamic energy to your already-acclaimed staff, you create something special and have the opportunity to build true teacher leaders. And that's where the teacher leader development enters the conversation.
My goal is to give these teacher leaders a stronger voice in how our school continues to develop and grow over the next few years. We have slowly begun to implement optional instructional leadership team meetings where we discuss data and determine how to improve our practice. I solicit constant feedback from our staff in the form of google form surveys, individual conversations via email/chat, or weekly check-ins. It can be daunting and challenging to relinquish the opportunity to say as a school principal "This is my vision and this is what we're going to do". What I've found, however, is that true teacher leaders don't need to hear my vision to become better educators; they just need my support, guidance, and encouragement to assist along their journey.
One of my proudest (and saddest) moments over the past year was when three of our teacher leaders left for TOSA and administrative positions in other districts. I know I'm going to lose a few more talented teachers to TOSA and administrative positions in the near future but that's ok. I know they'll be well prepared and continue to be positive change agents for kids for those districts. Their departures provide our other staff members an opportunity to increase their leadership capacity and to begin their own ascent within the teacher leader ranks.
Administrators - It is our job to build the next generation of teacher leaders. It's probably one of the best jobs in the world. Enjoy.
I leaned over to my wife and had her read the teacher's comment. I was beaming with pride at the compliment. It was at this point that I realized one of the main elements of my vision for school leadership is the responsibility I have as a school administrator to develop the best teacher leaders possible for our school and for our community.
How does a school administrator create teacher leaders? It's not easy. Here's what I do.
1) Create an environment where it's ok to take risks.
I want my teachers to feel comfortable to try new ideas in the classroom. I want them to be ok with a daily failure or three. Just as it is important to teach our students that Failure is the First Attempt In Learning, we need to take these same risks as educators. Once, looking for a better delivery system of our weekly Meeting in a Memo, I attempted to use Google Classroom to push out the weekly information to our teachers. I gave it two weeks before abandoning the process entirely. It was a complete failure. I didn't stop, however, looking for a better solution and now have a running google document that seems to work best to share this information with our staff and allow for collaboration as well. If your teachers see you take a risk that results in a failure, they'll be watching you to see how you respond. Fail forward into a better solution.
2) Say YES! as much as you can.
One of our 6th grade teachers approached me a few weeks ago, inquiring about the possibility of a field trip for our entire sixth grade class to the local Tech Museum. We hadn't experienced an all-grade field trip (outside of the annual 8th grade Great America trip) in a long time. This teacher asked if I would be ok with her researching the idea. Yes was my response.
She later returned with more information about the possible field trip than I would have expected. I sensed she was becoming a bit excited about the possibility of the field trip. There were a few hiccups in her plan about buses, organization, and cost. This is where the principal can help. I directed her to our amazing bus guru / admin assistant to schedule the two separate bus companies' availability. I encouraged her to speak with our activities director about how to best organize the trip. Most importantly, I told her I'd cover the cost of the buses and entrance fees for the entire sixth grade. When I get the sense you're excited about student learning, I'm going to do everything I can to say YES to whatever it is you want to do. And yes, the kids had a blast.
3) Encourage their growth through all means possible.
Over the past four years as the principal, I'd like to think that almost every staff member has attended at least one conference. Many of our teacher leaders have attended multiple conferences each year. Our school district has even brought the CUE experience to our staff development days. Sometimes, however, you need to pull your staff along. Tap them on the shoulder about an opportunity. Offer to help write their introductory letter to an invite-only conference they want to attend. Sometimes, you need to push them. Two of our teachers presented at the annual CLMS conference without signing up to do so. I did it for them. Of course, I let them know that I had turned in a presentation request on their behalf after I had clicked "submit." I had seen them present at a previous conference and knew that they had something amazing to share with a larger audience. They ended up having a packed room of eager teachers, all of whom were hanging on their every word. I think at this point they began to realize that they may actually be the #edurockstars I kept telling them that they were.
4) If you want them to grow, you have to take the first step.
One of my least favorite things has always been to speak in front of large groups of people. This may sound odd coming from a middle school principal who presents in front of 50 staff members weekly and our parent community quarterly, but it's always something I never felt comfortable with. Over the past few years, I've slowly begun to break free of my admitted fear of public speaking. It began with a small presentation alongside my then-principal Erik Burmeister followed by a presentation with three teachers in celebration of our Schools to Watch award. Next, a small push from our district's CTO to present at a conference. I then partnered with the amazing Adam Welcome to combine our presentations at a local CUE event. It then grew to a larger #FallCue presentation with fellow administrators and various superintendents in the audience. If I expect my staff to take these risks and conquer their fears, I've got to be very public about doing the same.
5) Attend conferences with your staff
Let me clarify: Please don't be the administrator who invites your "best friend" teachers to the conference so you have a great social experience. Truly look at the conference and try to judge who would benefit most from the experience. Try your best to offer the conference opportunity to all of your staff members, even if you have to tell some staff members no. If they trust you, they know they'll have a second opportunity somewhere in the future.
In attending the conference, check in with your teachers frequently. Help create a shared google document to take community notes on the various sessions. Hear about a great presenter? Attend that presenter alongside your teachers. Learn with them. Continue the conversation through lunch and dinner meals. Sit together and enjoy the time you have to get to know your staff a bit better. The conversations that happen during the conference but outside the sessions might be the best learning opportunity your attending teachers will experience. Use this time wisely.
6) Hire well and develop better.
We have been incredibly fortunate to have hired amazing teachers over the past four years. At Union Middle, we've built a teaching community that is second to none amongst middle schools in California. It's a challenge to think of my next venture in education, knowing that I can't bring the Union Middle School staff with me... not to say I won't try. Hiring well is one of the most important jobs of a school administrator. When you add positive and dynamic energy to your already-acclaimed staff, you create something special and have the opportunity to build true teacher leaders. And that's where the teacher leader development enters the conversation.
My goal is to give these teacher leaders a stronger voice in how our school continues to develop and grow over the next few years. We have slowly begun to implement optional instructional leadership team meetings where we discuss data and determine how to improve our practice. I solicit constant feedback from our staff in the form of google form surveys, individual conversations via email/chat, or weekly check-ins. It can be daunting and challenging to relinquish the opportunity to say as a school principal "This is my vision and this is what we're going to do". What I've found, however, is that true teacher leaders don't need to hear my vision to become better educators; they just need my support, guidance, and encouragement to assist along their journey.
One of my proudest (and saddest) moments over the past year was when three of our teacher leaders left for TOSA and administrative positions in other districts. I know I'm going to lose a few more talented teachers to TOSA and administrative positions in the near future but that's ok. I know they'll be well prepared and continue to be positive change agents for kids for those districts. Their departures provide our other staff members an opportunity to increase their leadership capacity and to begin their own ascent within the teacher leader ranks.
Administrators - It is our job to build the next generation of teacher leaders. It's probably one of the best jobs in the world. Enjoy.
Saturday, November 21, 2015
6th Grade: It's going to be OK
One of the biggest transitions a student will experience is the jump from 5th grade in elementary school to 6th grade in middle school.
In 5th grade, you may have had one teacher... in 6th grade, you may have up to six (!) teachers.
In 5th grade, you got to use a Chromebook during class... in 6th grade, you get a Chromebook to take home every night!
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We would like to recognize the staff at Union Middle School for the support our son received. (Ms. Bruton, Ms. Zangwill, Mrs. Bankston, Mrs. Holmes, Mrs. Reynolds, Ms. Claire, Ms. Mantell, Mr. Barnes, Mr. Tim, Mrs. Dorazio, both Jills in the office, and Mr. Feinberg) -- I hope I didn’t leave anyone out!
We weren’t sure what to expect from the staff at UMS and were very open regarding our concerns. Our son has grown so much for the 2014-2015 school years as a 6th grader. We were very proud of him for facing his anxiety and overcoming so many obstacles. This was the first school year where they looked forward to school (ok not always), and we, as parents, enjoyed his accomplishments like never before. Sure, in the past, there were enjoyable moments... but not like this year. Honestly, it was unexpected but greatly appreciated!
We feel it’s so important that each staff member listed above know the impact they had on our son. Their success for 6th grade is due not only to our son's hard work but especially to each and every one of you for embracing him in a positive way! We know many of you, if not all, went above and beyond -- BOY DID HE THRIVE!!
We would like to give a very special acknowledgment to Ms. Bruton. Without her ongoing support, I honestly don’t know what our year would have been like. She went above and well beyond for our son and was a complete blessing! Can we clone her? (Todd note: you have my permission to do so)
We could write a book and speak of the many ways we are grateful. I am sure you already know what an amazing staff you have at UMS. We will continue to celebrate the success and push through the challenges!
During elementary school, his academics were always a constant concern from the staff perspective. We didn't give up on him! With the drastic change in the staff environment from elementary school to middle school, our son didn't just survive.. he thrived. His hard work didn't go unnoticed as he made the honor roll all 4 quarters.
Many tear of sadness were shed over the years and I am happy to say this year we shed HAPPY TEARS!!! From the bottom of our hearts, THANK YOU ALL FOR GIVING US THE BIGGEST GIFT ALL YEAR!!!
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As a site administrators, I love these emails. I wish more parents sent such feedback for the positive things our staff does daily. I'm also thankful for this student's experience in 6th grade. We can't promise rainbows for everyone, but it is definitely our goal. It's a good goal to have.
In 5th grade, you may have had one teacher... in 6th grade, you may have up to six (!) teachers.
In 5th grade, you got to use a Chromebook during class... in 6th grade, you get a Chromebook to take home every night!
In 5th grade, you were in one classroom... in 6th grade, you might travel all over the campus to find your many classrooms.
In 5th grade, you were part of a small school community... in 6th grade, the number of grade level peers has tripled!
For many of our 6th grade students, there's a time of adjustment during this transition. For our 6th grade parents, this time of adjustment usually takes a good bit longer. Occasionally, our parents will share their thoughts on the school year, reflecting on how their student's 1st year in middle school went. Below is one such email, edited only for names.
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We would like to recognize the staff at Union Middle School for the support our son received. (Ms. Bruton, Ms. Zangwill, Mrs. Bankston, Mrs. Holmes, Mrs. Reynolds, Ms. Claire, Ms. Mantell, Mr. Barnes, Mr. Tim, Mrs. Dorazio, both Jills in the office, and Mr. Feinberg) -- I hope I didn’t leave anyone out!
We weren’t sure what to expect from the staff at UMS and were very open regarding our concerns. Our son has grown so much for the 2014-2015 school years as a 6th grader. We were very proud of him for facing his anxiety and overcoming so many obstacles. This was the first school year where they looked forward to school (ok not always), and we, as parents, enjoyed his accomplishments like never before. Sure, in the past, there were enjoyable moments... but not like this year. Honestly, it was unexpected but greatly appreciated!
We feel it’s so important that each staff member listed above know the impact they had on our son. Their success for 6th grade is due not only to our son's hard work but especially to each and every one of you for embracing him in a positive way! We know many of you, if not all, went above and beyond -- BOY DID HE THRIVE!!
We would like to give a very special acknowledgment to Ms. Bruton. Without her ongoing support, I honestly don’t know what our year would have been like. She went above and well beyond for our son and was a complete blessing! Can we clone her? (Todd note: you have my permission to do so)
We could write a book and speak of the many ways we are grateful. I am sure you already know what an amazing staff you have at UMS. We will continue to celebrate the success and push through the challenges!
During elementary school, his academics were always a constant concern from the staff perspective. We didn't give up on him! With the drastic change in the staff environment from elementary school to middle school, our son didn't just survive.. he thrived. His hard work didn't go unnoticed as he made the honor roll all 4 quarters.
Many tear of sadness were shed over the years and I am happy to say this year we shed HAPPY TEARS!!! From the bottom of our hearts, THANK YOU ALL FOR GIVING US THE BIGGEST GIFT ALL YEAR!!!
---------------------------
As a site administrators, I love these emails. I wish more parents sent such feedback for the positive things our staff does daily. I'm also thankful for this student's experience in 6th grade. We can't promise rainbows for everyone, but it is definitely our goal. It's a good goal to have.
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