February is often considered the most pronounced ‘rough patch’ of the school year. Well, I would argue that the time between mid-October and mid-November is right up there with it. More importantly, we are seeing the most stressed teachers and school leaders in history as navigating the second year of the Pandemic has proven equally (and in many cases more) difficult than navigating the first year.
Thus, I think it is important to recalibrate where we are. While I have found that blindly pushing forward in the name of ‘getting stuff done’ to be foolhardy in this environment; I have also found that not pushing at all actually makes things worse. So, it is important to find the middle ground and for me that is in doing the REAL WORK. The work that is truly of significance and can move our schools and districts forward.
As such, I asked my Leadership Team 25 questions (some are just statements) to ponder over this weekend. I will cull that list to 20 items that would benefit the greater good and not just my district and ask you all to simply CONSIDER considering these questions as we embark upon this very difficult time of year.
- Do you know the goals driving your district/school/department? Are those goals actually driving the work?
- Can you make the connection between the goals driving your work and the stated goals at the building and/or district level?
- Are you using a systematic approach to drive PD for yourself, your staff, and helping to “lead up” at the district level?
- How do you work to ensure as many decisions as possible are data informed as a leader and in your own practice?
- What data is utilized in the planning of professional development for both yourself and for those you serve?
- We call on teachers to differentiate, but do we do so skillfully with those we serve? Is PD differentiated, support, accountability, etc. all tailored at the individual level for the staff we serve?
- What data do you collect to evaluate the progress toward achieving your annual goals? How do you know how you are doing RIGHT now? Does data collected matter (does it influence you changing your plan or behavior)?
- How are you communicating goals and priorities to the staff, students, families, and community? (This should be done to a level of possible annoyance)
- What process is used for planning topics for SIP/PD/Institute Days? How is data utilized? How are the SIP days differentiated to meet the needs of all participants? (i.e. classroom teachers, special area teachers, social workers, etc.)
- How is the content of the SIP/PD/Institute days communicated to students, families, and the community? Are we messaging what we value? Are we confident enough to share what we are working on?
- Tell me about curricular cohesion – both vertically and horizontally and what you are doing to improve each? Curricular cohesion takes intentional effort. Are you working to ensure this is taking place?
- What are the three things that your supervisor could do to assist you in becoming a better instructional leader? Do they know that answer? Why or why not?
- What are three things you are fiercely proud of re: the district and/or your school? Who knows? How do you tell them or show them?
- Where would you like your school and district to be in 5 years? How are you actively working toward that end?
- How can you commit to one ‘high flyer’ and one ‘struggler’ and spend extra time developing them this year? Can you create one ALL-STAR employee and can you invest so deeply in someone struggling that it is clear we should either move on from them or that they have developed into an effective staff member?
- How can you more intentionally and thoughtfully practice gratitude? Is it thank-you notes? Is it something different? This is important for both you and your team.
- Will you take the time to list your priorities – and identify if your priorities meet your schedule?
- Think about what would happen if each person on your Team chose one other person to invest in support in no strings attached. If everyone did this, how much stronger do you think your team could be by the end of the year?
- Ask yourself what you are willing to get fired for. Yea – that is right. What are you willing to lead that fiercely for? When you know this, you know your why. Now, go passionately in that direction.
- How are you actively trying to improve your self-awareness and understanding of your own tendencies, strengths and weaknesses, reaction to conflict, etc. in order to become the best version of yourself? Without self-awareness, it is difficult to truly lead others.
This is a tough job . . . keep your head up and know that many people truly love and support you. JUST. KEEP. LEADING.
THE BEST THING I READ/WATCHED THIS WEEK
The Coffee You Won’t Get to Drink by John Pavlovitz
This has been revisHoly Smokes – Get the tissues ready. I sent (probably too) many links to friends and colleagues encouraging them to read ‘stuff’. No link I have sent in the last year has prompted more authentic email replies of THANK YOU. Take five minutes. Please.
TWO PEOPLE/ORGANIZATIONS YOU SHOULD KNOW
Two people who have been instrumental in helping me keep my sanity this summer that I would not have guessed in June are Todd Dugan and Dan Cox – fellow Illinois superintendents. Great men working hard to do what is best for their districts. Give them a follow.
Pam Moran
Steve Svetlik
WHERE YOU CAN FIND ME
ON DEMAND – Manage Your Time or Time Will Manage You Book Study
ON DEMAND – Communications – MicroCredential Certification through Illinois Principals Association
SPEAKING-CONSULTING-CONFERENCES
October 11th – Perry, Florida
October 13th – Lake County IASB meeting
October 14th – Aurora University Keynote
MORE OF MY MUSINGS
Dr. Efrain Martinez and I chat around ‘The Journey’ of Leadership
A Keynote turned into a Podcast from IEI Spring Summit in Colorado
MCUSD Staff Room Podcast – End of Year Reflection
Transformative Principal with Jethro Jones (w/ Mike Lubelfeld and Nick Polyak)
Writing
Ed Week – Mistakes Districts Made During the Pandemic
My reason for saying all of this is that I think that the biggest mistake made by many district leaders was acting with hubris, certainty, false assuredness or arrogance. The bottom line is that for 99 percent of educational leaders in our country, this was the first pandemic we ever had the opportunity to lead through. Additionally, the rules of engagement changed many times over—and then changed once more—and then once again. It was impossible to be certain of almost any decision.
Ed Week Opinion – Actions Administrators Can Take to Provide Better Support
Leadership has always been about two key elements in my mind. First, we have to grow the capacity in the humans we serve. Second, we have to be able to help people imagine a different and better tomorrow for their classrooms and our schools. This is still the charge.
Illinois Association of School Boards Journal – Money Talk: Three Core Principles to Drive the District Forward
“Having money isn’t everything, NOT having it is.” — Kanye West
I am not positive, but I am pretty sure that I will be the first person to ever quote Kanye West when writing for the Illinois School Board Journal. But, in my experience, there is no comment or quotation that is truer when it comes to executive- and governance-level leadership of school districts.
As the quote indicates, having money will not necessarily make you a successful school district or a successful school board. On the flipside, however, not having the money necessary to do the work, or having had the money and mismanaged it, is almost always the key to being unsuccessful.
Thanks for taking the time to read this newsletter.
It would mean the world to me if you could share it with one person each week. We all get one chance to live a life of passion and purpose. Help me maximize my one at-bat.