Tag: Leadership

  • Trust is Your Leadership Currency: How to Build It and Fix It When It’s Broken

    Trust is Your Leadership Currency: How to Build It and Fix It When It’s Broken

    Trust is the foundation of leadership. Without it, teams struggle with engagement, communication, and performance.

    When your team trusts you, they:

    • Feel safe sharing ideas and concerns.
    • Follow your direction without hesitation.
    • Stay motivated and committed to their work.

    But trust isn’t automatic. You have to earn it—and once lost, it’s hard to regain.

    “Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.”

    Stephen R. Covey (1989).

    How to Build Trust

    Be Reliable

    People trust leaders who follow through. If you make a commitment, keep it. Small actions matter.

    • Show up on time.
    • Respond when you say you will.
    • Deliver on promises, no matter how minor.

    According to Stephen M.R. Covey (2006), “Trust is equal parts character and competence… You can look at any leadership failure, and it’s always a failure of one or the other.” Inconsistent leaders quickly lose credibility, while dependable and skilled ones gain long-term trust.

    Communicate Clearly

    Uncertainty breeds doubt. Be open about decisions, challenges, and expectations.

    • Share what you know, even when it’s tough.
    • Explain why choices are made.
    • Invite feedback and act on it.

    Trust Your Team

    Trust goes both ways. When people feel trusted, they step up.

    • Give people autonomy.
    • Recognize good work.
    • Let others take the lead when possible.

    Lead by Example

    Integrity builds trust. Your actions set the tone for your team.

    • Admit mistakes instead of making excuses.
    • Treat everyone with respect—always.
    • Hold yourself to the same standards you expect from others.

    Kouzes and Posner (2012) reinforce this idea: “Exemplary leaders know that if they want to gain commitment and achieve the highest standards, they must be models of the behaviour they expect of others.” If you want your team to be honest, communicative, and reliable, you must first be those things yourself.

    How to Fix Broken Trust

    Even great leaders make mistakes. What you do next determines if trust can be restored.

    Take Responsibility

    Don’t deflect blame or make excuses. Own the mistake and show you’re serious about making things right.

    • Acknowledge what happened.
    • Apologize without qualifications.
    • Explain what you’ll do differently.

    Follow Through on Fixes

    Words aren’t enough. Actions rebuild trust.

    • If you promise change, deliver it.
    • Be patient—trust takes time to restore.
    • Keep communication open so people see your commitment.

    Rebuild Relationships

    Trust is personal. Talk directly with those affected.

    • Ask what they need to feel confident in you again.
    • Listen without defending yourself.
    • Make amends where possible.

    Trust Questions in Leadership Interviews

    Expect to be asked, “How do you build and repair trust?”

    Here’s a strong way to answer:

    “Trust is built through consistency, honesty, and accountability. I focus on open communication, keeping commitments, and ensuring my actions match my words. If trust is broken, I address it directly, take responsibility, and make sure it doesn’t happen again. In a previous role, a miscommunication caused frustration in my team. I admitted the error, clarified expectations, and improved our process. Over time, trust was restored.”

    Interviewers want to hear that you understand trust is a process—not just a promise.

    Final Thoughts

    Trust isn’t just about leadership—it’s about relationships. Build it with consistency, communication, and integrity. If it breaks, own it and prove through action that you’re committed to fixing it.

    What’s one way a leader has earned your trust?

    References

    Covey, S. M. R. (2006). The Speed of Trust: The One Thing That Changes Everything. Free Press.

    Kouzes, J. M., & Posner, B. Z. (2012). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (5th ed.). Jossey-Bass.

    Covey, S. R. (1989). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. Free Press.

  • “The Secret to Inspiring Teams—And How to Talk About It in Your Interview”

    “The Secret to Inspiring Teams—And How to Talk About It in Your Interview”

    Getting an assistant principal role is a big step in your leadership journey. To succeed in the interview, you need more than just a list of qualifications. You must clearly explain your “why,” show leadership skills and inspire confidence. This guide will help you prepare with insights from Patrick Lencioni and Simon Sinek, practical interview techniques like the S.T.A.R. method, and strategies for motivating teams—even those resistant to change.

    Defining Your “Why” and Motivation

    Before you prepare for specific questions, take a moment to reflect. Why do you want to be an assistant principal? In Start With Why, Simon Sinek explains that leaders with a clear purpose inspire trust and commitment. Patrick Lencioni, in The Motive, stresses the difference between leading for personal gain and leading to serve others.

    Ask yourself:

    • Are you passionate about student success, teacher growth, or school improvement?
    • Do you see leadership as a responsibility or just a step up in your career?

    Interviewers look for candidates who understand their purpose and take leadership seriously.

    Is Inspiration Actionable or Just a Concept?

    Inspiration isn’t just a feeling; you can create it through leadership. Adam Galinsky, in Inspire, explains that leaders set the conditions for motivation and action. Show your ability to inspire others in interviews by:

    • Communicating a clear vision that connects with the school’s mission.
    • Leading by example—your actions should reflect your values.
    • Recognizing and celebrating progress, not just results.

    Inspiring Those Who Are Resistant

    Not everyone on your team will be eager to follow. Strong leaders find ways to engage those who resist change:

    • Build trust by being consistent and transparent.
    • Acknowledge challenges and find common ground.
    • Give people ownership over solutions to increase their investment.

    Using the S.T.A.R. Method to Ace Your Interview

    The S.T.A.R. method helps you structure clear and impactful responses:

    • Situation – Describe a challenge you faced.
    • Task – Explain your role in addressing it.
    • Action – Detail the steps you took.
    • Results – Highlight the impact of your actions.

    Example: Academic Leadership Scenario

    • Situation: Teachers struggled with a new assessment policy.
    • Task: As a grade-level leader, I needed to help them transition smoothly.
    • Action: I organized training, collected feedback, and adjusted the plan.
    • Results: Teacher adoption increased by 80%, and assessments became more consistent.

    This method keeps your answers structured, clear, and persuasive.

    Recommended Resources on Inspiring Teams

    To grow as a leader, explore these resources:

    • Leaders Eat Last by Simon Sinek – How leaders build trust and cooperation.
    • The Five Dysfunctions of a Team by Patrick Lencioni – Common team challenges and how to fix them.
    • Inspire by Adam Galinsky – Practical ways to motivate and influence others.
    • Harvard Business Review articles on leadership and motivation.
    • Educational Leadership Journal – Research-backed strategies for school leaders.
    • Drive by Daniel Pink – The science behind motivation and performance.

    Key Takeaways

    • Define your why to clearly explain your motivation for leadership.
    • See inspiration as an action rather than just a concept.
    • Use the S.T.A.R. method to give strong interview responses.
    • Develop strategies to motivate even resistant team members.
    • Keep learning from trusted leadership sources.

    Take Action

    Preparing for an assistant principal interview starts now.

    • Reflect on your leadership values.
    • Practice answering interview questions using the S.T.A.R. method.
    • Read and apply insights from the recommended books and articles.

    Stay engaged in leadership discussions and keep improving. Good luck!

    Journeying:

    Reading:

    How to Inspire People

    Adam Galinsky On How Great Leader Inspire Their Teams

    Inc.com: Leaders who inspire greateness, show these 3 qualities

    Forbes: 3 Strategies to motivate and Inspire through tough times

    Recommended book: Inspire by Adam Galinksy

  • Promoted to Manager? Here’s How to Earn Respect Without Losing Friends

    Promoted to Manager? Here’s How to Earn Respect Without Losing Friends

    Becoming a leader is exciting but comes with challenges. You must build trust, earn respect, and set clear expectations. If you were promoted internally, shifting from peer to manager can be tricky. You’re no longer just a friend—you’re the one making tough calls.

    Build Trust with Your Team and Stakeholders

    Trust is the foundation of strong leadership. People follow leaders they believe in. Here’s how to build that trust:

    • Be honest and transparent about your goals and decisions.
    • Listen more than you speak. Understand your team’s concerns.
    • Follow through on commitments. Reliability builds credibility.
    • Encourage open communication and feedback.

    Research shows leaders prioritising trust see stronger team performance and engagement (Brower et al., 2000).

    Managing Internal Promotions: Shift Perceptions

    If you’ve been promoted within your company, your relationships will change. Some colleagues may struggle with seeing you as a leader. Others may expect special treatment.

    Here’s how to handle it:

    • Define boundaries early. Be clear about your new role.
    • Treat everyone fairly. Avoid favouritism.
    • Communicate openly. Address any concerns head-on.
    • Seek guidance from mentors or leadership groups.

    The First 90 Days by Michael Watkins stresses the importance of setting expectations from day one. Taking control early prevents misunderstandings and resentment.

    Leadership Can Feel Lonely—Here’s How to Cope

    Leadership isn’t just about managing others. It also means making tough decisions that not everyone will like. This can feel isolating.

    • Find a mentor who has been in your shoes.
    • Build a support network outside of work.
    • Set aside time for self-reflection and growth.

    Heifetz and Linsky, in Leadership on the Line, advise stepping back to see the bigger picture. This helps leaders manage stress and avoid burnout.

    Balance Relationships with Accountability

    Strong leaders know how to support their teams while holding them accountable.

    • Set clear expectations from the start.
    • Give feedback regularly—both positive and constructive.
    • Lead by example. Show the work ethic you expect from others.
    • Recognize achievements. People work harder when they feel valued.

    Kouzes and Posner in The Leadership Challenge emphasize that credibility comes from consistency. Your team watches what you do more than what you say.

    Practical Takeaways

    • Communicate clearly and often.
    • Build trust through consistency.
    • Establish professional boundaries.
    • Seek mentorship and leadership networks.
    • Balance approachability with authority.

    Effective leadership isn’t about being liked—it’s about being respected. Set the tone early, stay true to your values, and lead with integrity.

    Journeying:

    Articles and Reading:

    Article: Leadership Transitions and the First 90 Days

    Forbes Article: Why It’s Hard To Transition From Doing To Leading

    McKinnsey Article: New leadership for a new era of thriving organizations

    Article: Leadership Transitions: The Key To Organisational Success

    Article: Developing leaders by supporting their transitions into senior positions

    Videos:

    Simon Sinek on Building Trust

    It’s Lonely At the Top: Turn Loneliness into Leadership That Matters

    Short and Snappy Video on Building Trust

    References

    • Image Credit: PixelPop
    • Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Psychology Press.
    • Brower, H. H., Schoorman, F. D., & Tan, H. H. (2000). A model of relational leadership: The integration of trust and leader-member exchange. The Leadership Quarterly, 11(2), 227-250.
    • Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611.
    • Gabarro, J. J. (1987). The Dynamics of Taking Charge. Harvard Business School Press.
    • Heifetz, R. A., & Linsky, M. (2002). Leadership on the Line: Staying Alive Through the Dangers of Leading. Harvard Business Review Press.
    • Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. John Wiley & Sons.
    • Northouse, P. G. (2021). Leadership: Theory and Practice. Sage Publications.
    • Senge, P. M. (2006). The Fifth Discipline: The Art & Practice of the Learning Organization. Crown Publishing.
    • Watkins, M. (2013). The First 90 Days: Critical Success Strategies for New Leaders at All Levels. Harvard Business Review Press.

  • “The Dark Side of Empathy: Unmasking Manipulative Leaders”

    “The Dark Side of Empathy: Unmasking Manipulative Leaders”

    Some leaders understand emotions better than others. They can read people, predict reactions, and use this insight to influence decisions. But not all of them do so with good intentions. In leadership and psychological research, these individuals have become known as “dark empaths”.

    What Is Dark Empathy?

    Dark empathy is understanding and connecting with others’ emotions—but for self-serving purposes. Unlike traditional empathy, which fosters kindness and support, dark empathy can be used for control and manipulation.

    Dark empaths share traits with the Dark Triad—narcissism, Machiavellianism, and psychopathy—but they differ in one key way. They feel others’ emotions but don’t always use that awareness ethically.

    Five Traits of Dark Empathy

    1. Manipulation: They use emotional awareness to influence people for their benefit, often employing guilt-tripping or gaslighting tactics to help them achieve their goals.
    2. Charisma: They are often likeable and socially skilled. This makes them harder to spot and makes it easy for them to win your trust.
    3. Emotional Intelligence: They can read and predict others’ feelings with accuracy.
    4. Emotional Detachment: They understand pain but don’t necessarily feel guilty about causing it.
    5. Strategic Thinking: They plan their actions carefully, ensuring they maintain control.

    Is Dark Empathy a Valid Leadership Model?

    Some argue that dark empathy makes for effective leadership—leaders who are persuasive, emotionally aware, and socially dominant. These traits can help them:

    • Inspire confidence in their teams.
    • Navigate conflicts with skill.
    • Influence decisions in their favour.

    But there’s a downside. Dark Empath leaders often prioritise personal success over team well-being. Over time, this can:

    • Create a toxic work culture built on fear and uncertainty.
    • Cause burnout as employees struggle with emotional pressure.
    • This leads to high turnover when people recognise the manipulation.

    While dark empathy can be helpful, it lacks the genuine care that builds trust and long-term success.

    Current Research on Dark Empathy

    Recent studies suggest one in five people show signs of dark empathy. These individuals often blend emotional intelligence with self-interest, making them difficult to identify.

    Research highlights:

    • Dark empaths score high on emotional intelligence tests but show lower levels of compassion.
    • They avoid physical aggression but engage in psychological manipulation.
    • Many thrive in leadership roles where control and persuasion are key.

    For a deeper dive, check out this research on dark empaths.

    How Dark Empathy Shows Up in School Leadership

    School leaders influence students, staff, and policies. A dark empath in this role might:

    • Show excessive charm while subtly undermining colleagues.
    • Use emotional leverage to push staff into extra work.
    • Favour specific students or teachers to control loyalty.
    • Frame manipulation as motivation, disguising pressure as encouragement.

    This leadership style can create high stress, competition, and distrust in a school environment.

    Is Dark Empathy Always Bad?

    Not necessarily. Reading emotions and thinking strategically can be helpful—if guided by strong ethics. Some dark empaths use their skills for good by:

    • Defusing conflicts with their deep understanding of emotions.
    • Motivating teams without pushing them too far.
    • Recognising manipulation in others and countering it effectively.

    The key difference is intent. When dark empathy serves only the leader, it becomes dangerous.

    How to Handle a Dark Empath Boss

    If you work under a dark empath leader, you need explicit strategies to protect yourself.

    • Set firm boundaries – Stick to your responsibilities and avoid personal entanglements.
    • Document interactions – Keep records of meaningful conversations.
    • Seek support – Talk to colleagues or HR if patterns emerge.
    • Stay emotionally aware – Recognize when guilt or pressure is being used against you.

    Dark empaths thrive on emotional leverage—don’t give them that power.

    References:

    • Heym, N., Ferguson, E., & Lawrence, C. (2021). Dark empathy: Understanding the emotional intelligence of manipulative personalities. Journal of Personality and Social Psychology, 120(3), 480–496.
    • Hessel, J., Hansen, C., & Miller, D. (2022). Leadership and dark empathy: A double-edged sword in organizational settings. Leadership Quarterly, 33(2), 270–290.
    • Paulus, M., & Williams, B. (2021). The psychology of dark empathy: Implications for leadership and influence. Psychological Science, 32(5), 680–695.
    • Wai, M., & Tiliopoulos, N. (2012). The dark triad and emotional intelligence: Intersections and consequences. Personality and Individual Differences, 53(6), 762–766.

    Journeying

    As a psychology practitioner and a keen reader of Robert Greene, I am currently researching this topic. I will write more on related topics soon.

    Sources used and some further reading:

    Article: The positive connection between dark triad traits and leadership levels in self- and other-ratings

    Article: The Dark Empath: Characterising dark traits in the presence of empathy

    Article: In Leaders We Trust, or Should We? Supervisors’ Dark Triad Personality Traits and Ratings of Team Performance and Innovation

    Article: The Dark Empath: Characterising dark traits in the presence of empathy

    Mindforest Article: 3 Traits of Dark Triad Personality: Recognise Dark Leadership at Work

    Article: Examining Dark Triad Traits in Formal Leaders and Their Impact on Employee Workplace Stress: A Comparative Study of Family and Non-Family Businesses

    Article: Understanding the Hidden Manipulator

  • Why Do Some Teachers Resist Leadership Roles?

    Why Do Some Teachers Resist Leadership Roles?

    Moving from the classroom to a leadership role is a big step. Some teachers embrace the challenge. Others avoid it. Why?

    Why Some Teachers Stay in the Classroom

    • Love of Teaching – Some educators find deep satisfaction in working directly with students. Leadership often means giving that up.
    • More Work, Less Balance – Leadership roles come with longer hours, meetings, and added stress. Not everyone wants that.
    • Fear of Losing Connection – Principals and administrators can feel distant from everyday classroom life. Some teachers worry they’ll lose touch.
    • Burnout – After years of teaching, exhaustion sets in. Adding leadership responsibilities feels overwhelming.
    • Bad Experiences with Leadership – If a teacher has dealt with poor leadership, they may not want to be part of the system.
    • Feeling Unqualified – Imposter syndrome is real. Many teachers doubt their ability to lead, even when they’re ready.
    • Unclear Path to Promotion – Some schools don’t provide clear steps for career growth. Without guidance, teachers feel stuck.

    What Makes a Good School Leader?

    Good leaders:

    • Support and empower teachers.
    • Make decisions that help students.
    • Communicate clearly and listen well.
    • Stay connected to the classroom experience.
    • Lead by example, not just by authority.

    Why Do Teachers Choose Leadership?

    Some teachers want a new challenge. Others see leadership as a way to make a bigger impact. Here are a few reasons they step up:

    • A Desire to Grow – After years of teaching, leadership offers a fresh challenge.
    • Higher Pay – Leadership roles often come with a salary increase.
    • A Sense of Progression – Some teachers feel they’ve earned a leadership role after years in the field.
    • A Chance to Influence Change – Principals and administrators shape school policies and teaching practices.

    Barriers to Leadership

    Even when teachers are interested in leadership, obstacles get in the way:

    • Not Knowing Where to Start – Without mentors or a clear career path, leadership feels out of reach.
    • Nepotism and Favoritism – Some feel leadership positions go to those with the right connections, not the right skills.
    • Fear of Isolation – Moving into leadership can mean losing daily interactions with teacher peers.
    • Introversion – Leadership often requires public speaking and constant interaction, which can be draining for introverts.

    Final Thoughts

    Not every teacher wants to lead, and that’s okay. But schools need to provide clear pathways, mentorship, and support for those who do.

    Would you consider a leadership role? What’s stopping you?

    Journeying:

    Books:

    • “Resistance in Educational Leadership, Management, and Administration”
      This edited volume offers various perspectives on resistance within educational leadership and management. taylorfrancis.com
    • “Responding to Resistance: Thirty Strategies to Manage Conflict in Your School” by William A. Sommers
      This guide provides practical strategies for educational leaders to address and manage conflict within school communities. solutiontree.com

    TED Talks:

    • “A Teacher’s Lesson on Leadership” by Beth Wolfe
      Beth Wolfe shares her journey of growing as a leader, emphasizing the importance of courage and the impact of small actions. ted.com
    • “We Cannot Lead Others Without First Leading From Within” by Lolly Daskal
      Leadership expert Lolly Daskal discusses the internal qualities essential for effective leadership. ted.com
    • “Resistance as a Pathway to Change” by Melinda Wells
      Melinda Wells explores how embracing resistance can lead to positive change in educational settings. ted.com

    Additional Resources:

    Books:

    • “Resistance in Educational Leadership, Management, and Administration”
      This edited volume offers various perspectives on resistance within educational leadership and management. taylorfrancis.com
    • “Responding to Resistance: Thirty Strategies to Manage Conflict in Your School” by William A. Sommers
      This guide provides practical strategies for educational leaders to address and manage conflict within school communities.
    • “Teacher Leaders, Classroom Champions” by Jeanetta Jones Miller
    • This book discusses how teachers can serve as leaders within their classrooms and influence school communities.solutiontree.com

    Ted Talks:

    • “A Teacher’s Lesson on Leadership” by Beth Wolfe
      Beth Wolfe shares her journey of growing as a leader, emphasizing the importance of courage and the impact of small actions. ted.com
    • “We Cannot Lead Others Without First Leading From Within” by Lolly Daskal
      Leadership expert Lolly Daskal discusses the internal qualities essential for effective leadership. ted.com
    • “Resistance as a Pathway to Change” by Melinda Wells
    • Melinda Wells explores how embracing resistance can lead to positive change in educational settings.ted.com

  • Leadership Interview Preparation and Recent Trends in Education 2024

    Leadership Interview Preparation and Recent Trends in Education 2024

    The interview season is upon us once again. Advertisements and job descriptions are starting to be posted online, and school websites are no doubt getting serious traffic. For those looking to step into leadership, it can be an exciting and daunting experience. After years of teaching and relevant experience, it can feel like it is time to make the move into leadership. Easier said than done.

    Talented competition, internal candidates, and gaps in your CV serve as genuine obstacles to gaining a position for which you are well-suited. We teach our students skills, and character education is as important as academics and grades. However, interview panels can still bias themselves towards candidates with years of experience in the role. It is both frustrating and understandable. The obstacles are real, although they serve as an opportunity for learning and reflection.

    Self-Awareness

    Self-awareness is a key principle of leadership, and understanding how your experience and identity impact your ability to lead is essential. The questions below force you to consider the ‘why’ of your application and candidacy, as well as your own identity and leadership philosophy. I have been asked these questions myself. Despite your level of preparation, they are challenging to answer in an interview setting.

    Consider the following questions as you start preparing yourself for any leadership positions:

    1. What is it about the job description and the school that led you to apply for this position?
    2. How have you developed as a leader over the last few years?
    3. Tell us about your identity and how it influences who you are as an educator and leader?

    The Nolan Principles

    School leaders demonstrate the Seven Principles of Public Life in their daily interactions and practice. These are also known as the Nolan principles. These principles form the basis for ethical leadership in our schools:

    • Selflessness
    • Integrity
    • Objectivity
    • Accountability
    • Openness
    • Honesty
    • Leadership

    Reflect on the above principles and consider those that resonate with you. How do you demonstrate these in your daily practice, and how can you evidence them? Link these to your personal values and consider how these prepare you for a life in school leadership.

    Your Leadership Philosophy Statement

    When applying for leadership positions, you may be asked for an educational or leadership philosophy statement. If you have not written one before, a quick Google Search will provide you with examples that may inspire you. This statement is personal to you, and whilst resources like ChatGPT may provide some assistance, any resources will detract from your individual skills and value if you overuse them.

    Having re-drafted my own recently, I can recommend the following resources to help you get started:

    A Philosophy statement is never truly finished, and the process can feel contrived. It is a worthwhile process, so stick with it. It will help you form new ideas, clarify your values and priorities and be more articulate in your interview responses. Follow the advice, avoid buzzwords, and re-visit and update it regularly.

    Recent Trends in Education

    Preparation is the key to ensuring that you are aware of the recent trends in education and how these are reflected in the leadership interview setting. It used to be enough to know a school website and why you wanted the position. Not any more. Recent interview questions are designed to avoid canned responses and get to know the “real you”.

    The following list of questions has appeared in recent interviews as either a candidate or hiring principal. Review them and draft your responses. You will be well prepared.

    Diversity, Equity and Inclusion, Belonging and Identity

    • Share a specific example of how you have ensured every student feels valued, cared for, and included in your current school?
    • Tell us how you experience and qualifications have prepared you to successfully lead a school supporting students, teachers and parents..[Insert context and job specification elements here].
    • How do you foster trust and repair trust if it is broken?
    • What strategies or activities have you employed to create a sense of belonging in your school/classroom? [Be specific- name and describe what you did].
    • How do you/have you gone about building a strong culture and community?
    • How do you help your team become cognitively engaged in their work?

    Your Values, Priorities and Leadership Style:

    • How do you inspire your team and teachers?
    • How do you ensure that your team maintains high levels of motivation to do good work?
    • What would you do if you heard via a colleague that a teacher who had attended a recent professional learning experience used this as a platform to discuss the school in a negative light?
    • What innovations have you successfully introduced in the last few years?
    • What would you introduce if you were successful?
    • What is the most exciting change you have made to your classroom practice in the past 12 months? Why?
    • What is your driving aim as a teacher?
    • Who is the most inspirational teacher that you have ever had? Why?
    • Teachers require a range of skills to be successful in the classroom? Which ONE skill do you think is most important? Why?
    • Values and character education are at the heart of what we do. What does this mean to you? How would you promote the values and mission of the school in your daily interactions with students?
    • Is there anything else you want to add that may help distinguish you as an ideal candidate for this position?

    Wellbeing

    • Are there steps to help ensure that your team members do not get burned out?
      • Talk about how you have built relationships with parents and the wider school community.
    • How have you helped promote student agency among students?
    • What would you do if a student was engaged in inappropriate behaviour outside school e.g. drinking alcohol with older people and entering bars.

    Managing Teachers and Conflict

    • Describe an instance when you had to lead through change. How did you manage resistance among staff or stakeholders?
    • Tell us about a successful professional development initiative that you have led. What was your approach? How did you measure the impact of this PD?
    • How do you create buy-in or help promote the necessary change when not everyone is on board?

    Role Specific Tasks

    • How do you manage a budget effectively?
    • How have you effectively used data to improve student outcomes?
    • What are the specific challenges faced by Grade # and # students, and what has been your experience supporting them?

    No amount of preparation will secure a job against a better candidate. But you will feel that you gave the best version of yourself in the interview, and any rejection will feel that little bit better. If you are true to yourself and your values, you will secure a job that is the “right fit” for you and enter a school that will value your contributions and leadership.

    A Note On The Future Of Learning

    Knowledgeworks has identified “Emerging Technologies/Automating Choices, Civic Superpowers, Accelerating Brains, Toxic Narratives and Remaking Geographies” as the 5 Drivers of Change in the Future of Learning.

    As we prepare students for an uncertain and rapidly changing future, it is worth researching the above and how you might best educate students to succeed in today’s world. I will explore this area in future posts.

  • The Show Must Go On!

    The Show Must Go On!

    This week we experienced what is known as Red Rain. A storm that was so hard that it cancelled school, and the city of Shenzhen fell to a standstill, resulting in a three day week on campus, a day off, and then a Friday of online learning. After weeks of lockdown and uncertainty surrounding government regulations, working from home was a much-needed break for some. For others, it was a distraction and another obstacle to learning.

    Regardless of how we received the news of home learning, one thing is sure. Senior Leadership made the necessary pivot (and quickly too), contacting the IB to arrange the non-examination route for our students due to adverse circumstances, solidifying the plans for the next two days. Yet another challenge for our Grade 12 students as they navigate a turbulent final year in High School. The show went on, and teachers took the disruption in their stride and continued to deliver high-quality lessons to their students.

    I put the finishing touches on our weekly newsletter during the Friday session. I was struck by how much content there was for only a three day week. Many highlights included ‘shout-outs’ to teachers who had recently completed our internal language coaching program, pictures of Grade 6 presentations, a hilarious Middle school production, and updates from our students who are busy filling their time capsules. All of this activity had occurred by Wednesday. A lot is going on, and there is no evidence that our program has become less rigorous due to the COVID restrictions we are now facing.

    As the rest of the world moves on and travel resumes, it is easy for those living outside of China to forget that life here is far from normal. Daily COVID tests, no parents on campus and last-minute changes to established protocols. We have now become adept at administering whole school COVID tests, testing the entire secondary school in around 30 minutes each day; this must be some record! Sometimes, the process seems to make little sense. Ours is not to question why; we respond in the best way for learning. It is what we must and should do.

    During these times, laughter, kindness and caring have become the focal point for our community. Ensuring that we acknowledge that someone may be carrying a heavy burden or find a particular situation more challenging than others is necessary. We have done this well. Teacher Appreciation Week was a recent opportunity to reflect on the contributions of and daily interactions with every faculty member as we hand wrote notes to each community member. At times like these, you notice the time and dedication that teachers put into their every day at school. There is nothing left to say except thank you.

  • School Life: 1200 Smiles

    School Life: 1200 Smiles

    Last week we reopened our doors to our students and we were able to engage in face-to-face teaching once more. At 8am we had a crowd of teachers eager to greet students at the gate. The children were pumped, running into school and into the mandated COVID screening. There was excitement mixed with a degree of frustration and acceptance. Temperature checks, swab testing and face masks seem like a much lesser evil after the lockdown. The community has rallied around and complied with the necessary precautions with little complaint. It’s good to be back!

    Each day we are required to complete a round of COVID testing. 1200 students organised by Advisors and directed to the CDC testing staff. It has been a slick operation. Most days the whole process is complete within an hour. At times, the incessant testing becomes tiresome. However, this hour has provided me with a unique opportunity. To connect with every student in the school during a single day. 

    At 1:30pm each day, the leadership team joined by a team of volunteers oversees the testing hour. During this time we register the students and acknowledge that they have indeed been subjected to a good swabbing. This brief daily interaction required some levity, after all, we are missing class time. As a team, we have joked with, rapped (badly) at, interviewed and checked in with our students. We have managed to speak with the introverted, the extroverted, and those who would prefer to avoid the administration. One thing is hard to ignore. The smiles (even from behind a mask). 1200 smiles. Despite the challenges and uncertainty, the kids are having fun, and I am coming to know more and more students. Not a bad trade-off. So, if ever there was a silver lining, this is it. 

    Journeying:

    Image: Kali9 @ iStock

    The Psychology of a Smile: Ted Talk

    Smile Like It Matters…because it Does: Ted Talk

    Interesting Forbes Article: Forget Resilience, Improve Your Uncertainty Tolerance

    After the Pandemic, Can We Welcome Students back to Better Schools?: John Hopkins Article

    Going Back To School During The COVID-19- Voices of Children: UNICEF Article

  • School Life: Put the Policy in The Drawer, Set Expectations & Develop Relationships

    School Life: Put the Policy in The Drawer, Set Expectations & Develop Relationships

    We have all faced our own personal and professional challenges over the last two years. Whether it be maintaining a healthy routine, managing the nuances of online learning or coping with living and teaching in isolation- we have all needed to adapt and demonstrate some form of resilience and empathy. 

    Since the COVID-19 pandemic began, schools have been faced with a need to reassess how they promote, assess and maintain the well-being of their community. Each school’s individual contexts will have shaped how this has played out. There has been a renewed focus on mental health, student attendance, Social and Emotional Learning and nurturing parent-school connections. 

    Making connections from afar is harder- no doubt about it. Even our friends and family call less often the longer you are away from home. It gets increasingly harder to show up when things are not going well. It is not surprising then, that student attendance during periods of Distance Learning becomes sporadic. Teenagers are tasked with self-managing their sleep, diet and school work alongside the temptations that come with working from home. Teachers have become well-trained in spotting an online gamer or irrelevant group chat when looking at their screens.

    These less productive behaviours are often reported to me as the Assistant Principal. Like most schools, we have clear policies on attendance, gaming and cyber-bullying. But like most schools, we created these policies long before the onset of the COVID pandemic. Needless to say, taking these policies at face value and upholding the previous standard in light of our current situation may not always be the way to go. Online learning is as difficult for our students as it is for our teachers. Whilst we have adapted schedules and assessment expectations to ease the burden on all stakeholders, it has become clear that we often expect the same level of engagement and behaviour as we do when teaching face-to-face. I have recently, been asking myself, whether this is a fair or reasonable expectation. 

    Last month I had a conversation with a Grade 11 student who had been flagged for a surge in non-attendance. Looking at the numbers it was clear, that she is running the risk of missing too much class time to cover the content needed to be successful. The student has been living alone for the last two months as her parents were quarantined in another city. Period 1 was often forfeited in favour of sleep and gradually more and more classes were missed. The absence and missed work snowballed, and knowing she was struggling, she gave up. 

    These conversations with her were invaluable in being able to support her, and understand her context. The policy was less useful. There is no empathy within the pages of an attendance policy. We discussed both her situation and the need for a written policy. But really, we just focussed on expectations and developing relationships. She was not meeting the expectations that she had placed on herself and this was causing her a lot of stress. Knowing the potential consequences of her actions but not knowing how to claw her way back to success was becoming too much. I placed the policy in the metaphorical drawer and tried to understand her situation. I now meet with her every week.

    Sometimes the best action to take is just to be present and listen

    Lee Parker

    This type of conversation has become more commonplace and more important as the COVID restrictions continue. Yet, they are also one of my biggest challenges. Managing to successfully schedule meetings with an online schedule is difficult enough. Maintaining school expectations under crisis conditions is a challenge again. When working online we are often presented with the data before we gain clarity around the context. The data is often available to teachers who are like me, unaware, at the time of the weight that a student may be carrying. And yet, action is expected. Sometimes the best action to take is just to be present and listen. These continue to be challenging times, self-care and caring for others are more important than ever. I would argue that we are learning more about ourselves than ever right now and that these, are just maybe, the most important lessons of all.

    Journeying

    Image: Stock: Cyano66

    Forbes Article: Policies vs. Guidelines: How to Set Expectations

    PBIS Rewards: Rules vs. Expectations

    YouTube: Simon Sinek: The Infinite Game


    Education Week: Is the Assistant Principal the Most Overlooked, Undervalued Person at School?

  • To Rediscover Your Purpose: Chop Wood, Carry Water

    To Rediscover Your Purpose: Chop Wood, Carry Water

    Learning is all about making connections. Connections with, and between students, between classroom learning and real-life, and between our passions and our experiences (jisedu.or.id). It is inevitable after two weeks of lockdown and 6 weeks into Distance Learning, that we may feel some of these connections are starting to break down. It can be difficult to remain positive when the only constant connection in your life is with your internet.

    For educators, Distance Learning seems to attack our very purpose- to develop relationships with students and inspire them to take control of their learning. Without the physical presence of a teacher, or other students to collaborate with, many students find themselves floundering. 

    From our homes, we feel helpless in supporting them, and can only watch the product of months of work and effort seemingly dissipate. It is often the children most in need of strong connections that regress when faced with working online, without the much-needed love and support of their teacher to hand. It is the struggles of these students that we find most difficult to accept.

    When working online, we often fail to experience the joys of seeing a student struggle through a problem to achieve the correct answer,  to laugh at an impromptu joke, or to be amazed at an original idea. Quite often, no matter how innovative a teacher’s approach may be, teaching and learning can become rather passive and didactic online. Without experiencing these moments of joy and celebration, the job itself can seem rather pointless, and we begin to question our own direction. 

    It is important to remember at times like these that our purpose remains the same. It is only the path that leads us there that has changed. Our students still know that we care, and they share the very same frustrations that we do. They want to be back in the classroom as much as their teacher. After all, school is fun. So, when we are feeling lost or disconnected from our purpose it is important to throw ourselves into the process. The work. The rewards will come later. Ryan Holiday writes:

    “Every time you sit down to work, remind yourself: I am delaying gratification by doing this. I am passing the marshmallow test.”

    Ryan Holiday

    This thinking reminds me of an old Zen proverb that my friend used to carry as his mantra. “Chop wood, carry water.” In other words, just do the work, no matter how tough it gets, how little reward or acknowledgement you feel,  just do the work.  If you stay in the present and focus on the process, you will learn a lot, and hopefully, emerge stronger for it. 

    As teachers, we are responsible for leading and guiding our students. This goes without saying. Many of us do this without thinking, at the expense of leading ourselves. During times of upheaval, leading ourselves can sometimes take a back seat, whilst we aim to stay in the race and get the job done. It is important that as we navigate the challenging circumstances brought to us by the pandemic, we do not lose sight of our ‘True North’. Reminding ourselves of our purpose can help the trying times seem less trying and look towards the rewards of the future. 

    “The hardest person you will ever have to lead is yourself.”

    Bill George

    These last two weeks in China have been amongst the most challenging of my career. Emotionally, physically and spiritually. I have had days of sheer frustration and days when I have felt helpless. On Thursday morning, I left a meeting so frustrated I called a friend and vented. I felt better, albeit briefly. Venting, however, solved nothing. Instead, I felt guilty for placing my frustrations on someone else’s shoulders. When a situation is out of your control venting does not help. Focussing on doing good work, however, does. When I look over the events of the last week there a definitely a few bright spots in the work, that reminded me of why we have chosen to do the work we do. 

    On Monday, the Senior Leadership Team informed teachers of some amendments in assessment policy that would be implemented in light of our online situation. A reduction in Assessment of Learning and a renewed focus on Assessment as Learning. With the pressures of formal assessment removed, we can be free to take risks as teachers and encourage students to channel their energies into their curiosities and passions. A small step, adding an element of fun to the online experience and a focus on teaching skills and character.

    On Thursday, a Grade 6 student sent an email to the leadership team. Her parent had tasked her with finding herself a new school in Australia and she was seeking some support. An 11-year old girl faced the challenge of doing this alone. My heart went out to her. She was asking for advice, and at that moment, I was reminded again, that these kids need us. We may not be physically present and yet, they turn to us. The same day, I saw “A Letter from That Kid”. This is an open letter from a student to their teacher posted on social media. The letter reminds us that we do not know the challenges our students may be facing at home, and whilst we may be experiencing frustration, remember that they are too.

    On Friday, we worked in Teacher Evaluation groups as part of our CIS accreditation process. My group was focused on Domain A: The Purpose and Direction of the school. I had prepared the Zoom session as best I could, and of course, things did not go as planned. Links would not work and many of us were called for COVID testing mid-session. The session, however, generated some rich discussion around the school’s guiding statements and it was clear that as a community we are indeed moving in the right direction despite the chaos that we find ourselves in. Much work to do, much to be proud of.

    “Resilience and humility go together. If you are grounded in your organization’s purpose, it gives you the energy to navigate the storms. Humility also helps you to recognize that you don’t know everything, so in moments of crisis you reach out for help; you learn.”

    Carolyn Dewar

    Friday afternoon did also present itself to be one of the most emotionally taxing moments of the week. The school held a town hall meeting to discuss the current difficulties facing those who wish to fly home for the summer. Many have not seen their family since before all this began, and wish to return home for the first time in three years. Flights, however, are currently only one-way and are extremely expensive, re-entering China is also problematic. The dilemma is real. Fly home and see family, potentially being trapped outside the country and forfeiting your job, or remain here for one more year and continue to work in whatever form it happens to be when August rolls around. The conversations were honest and heartfelt, with everyone present understanding and respecting the challenges we are facing at this time. Whilst not everyone will have left the meeting happy, I was reminded of the strength of our community, and that our core value, empathy, may just be the most important value that we possess at this time.

    Journeying:

    Image: Stockninja at iStock.com

    A Letter to Teachers From That Kid

    Empathy Is The Most Important Leadership Skill According To Research: Forbes.com

    Empathy Rules: Harvard Business Review

    Leadership Lessons From The World’s Best CEOs: Mckinsey.com

  • Leading Yourself: The Importance of Staring Out of the Window

    Leading Yourself: The Importance of Staring Out of the Window

    As we enter week 5 of Distance Learning I can feel my energy wane and my momentum slow. It is now, at this time, that I revisit my routine. Searching for more efficient or effective ways to maintain my productivity. Emails, meetings and to-do lists have spiralled out of control whilst we pivot and learn how to respond to ever-changing government prevention regulations. The increased workload is felt by all, teachers, students and parents. Add the stresses of social isolation, forced online collaboration and dodgy internet and you have a recipe for burnout.

    During my mornings, I make it a point to read. If only for 20 minutes. This is essential for my growth as a leader, but also for maintaining my own well-being.  This week I am reading Alain De Botton’s ‘The School of Life: An Emotional Education.’ Within the pages of this book, De Botton discusses the importance of art, nature and kindness in contributing to a well-rounded and healthy life. He also discussed the importance and necessity of taking a time-out. During a busy day, we can often feel guilty for staring out of the window or randomly vacuuming the floor. We should not, however, feel guilty at all. It can serve as an essential part of the thinking process by offering a pressure-free moment to let our thoughts run wild and maybe, subside.

    “I had a great day. The high point was staring out of the window.”

    Alain De Botton

    De Botton claims that the point of staring out of the window is not to find out what is going on outside. It is more of an exercise in discovering and making sense of what is already going on in our own minds. Starting out of the window offers us an opportunity to experience a sense of ‘purpose-free calm’. To be able to observe the scene and yet not be part of the scene. No need to respond. A form of strategic procrastination. 

    “Procrastination may be the enemy of productivity, but it can be a resource for creativity.”

    Adam M. Grant

    Adam Grant discussed the power of procrastination in his book ‘Originals: How Non-Conformists Move The World.’ The best ideas can often be developed and improved upon if left a while to sit after being formed. During this period of Distance Learning, I am finding that staring out of the window and removing myself from the online environment, if only for a few minutes is of the utmost importance when cultivating ideas, and essential for maintaining my overall sense of well-being.

    After furiously replying to emails and back-to-back meetings with parents. I close the laptop and look into the distance. I am lucky that I have a view of Shenzhen Bay outside my window. The water is calming and I can ignore the frantic goings-on in the foreground. Twenty minutes later I often return to my project calmer than before with a newfound creative approach or solution. It is working for me. I encourage you to give it a try. Find a window near you, stare into the distance and take notice of your emotions afterwards. Encourage your students to do the same. I am sure they will feel and perform better for it.

    Journeying

    Image: Tumisu on Pixaby

    Originals: How Non-Conformists Move The World by Adam Grant

    The School of Life: An Emotional Education by Alain De Botton

    TedTalk: Adam Grant- The Surprising Habits of Original Thinkers

    Alain De Botton- It’s OK to feel Not OK right now

  • Leading Yourself: The Importance of School Well-being and Taking Care of Yourself

    Leading Yourself: The Importance of School Well-being and Taking Care of Yourself

    As we enter into another round of COVID Testing and new government prevention measures I have been struck by the impact of uncertainty on my own wellbeing. The COVID landscape is constantly changing and the school response must adapt accordingly. The last-minute updates in protocol and policy inevitably take their toll as we aim to best serve the needs of the community whilst meeting the expectations placed upon us. 

    I have learned not to take these sometimes strange requests to heart and often enjoy a laugh about them with my colleagues. My sleep quality and energy levels however have told a different story. On some level, I had been responding or at worst reacting. My sleep had often been disturbed and my energy levels have been far lower than normal.

    In a period of reflection I had realised that the routines that I held dear, that had fueled my performance, had been slipping. Journaling, reading, exercise and music were all taking a back seat whilst I had been focused on work. Needless to say, I felt that work was less enjoyable as a result. 

    In a conscious move to regain control over my own well-being. I began to prioritise my diet and sleep. I also started to re-build my routine and have thrown myself back into guitar drills and writing. The early nights and steamed salmon are paying off as my concentration at work improved.

    I began to direct my attention to the secondary school well-being plan as this has been a focus for this academic year. In particular, “how will we ensure optimal well-being for our students?” and “how will we know our efforts are working?”

    We have already introduced the Positive Education Enhanced Curriculum into our Advisory program and our next steps are to refine the delivery and assess the impact on our student’s well-being and character. In my research, I discovered the Flourishing at School platform. This SEL assessment software builds on the work of Martin Seligman and Geelong Grammar School and consists of the VIA Character Strengths Survey, a Student Flourishing Survey and a Daily Well-being Check-in. It perfectly meets our needs and allows us to monitor the development of individual students with regard to their character strengths and overall well-being. We are excited to enter the next stage of our well-being initiative and continue to improve our well-being curriculum. 

    This work has forced us to re-explore our graduate profile and our overall goals as a school. Our work with the Mastery Transcript Consortium also drives our efforts to build the competencies needed for employment in 2030 and informs much of our thinking. Whilst still very much in the planning stages, I know we are headed in the right direction and doing what is best for learning, and for our students. I will aim to keep writing updates relating to our well-being journey and sharing the resources that we have most beneficial along the way.

    If you are engaged in a similar process, please take a look at the resources below. Enjoy.

    Journeying

    OECD 2030 Learning Compass

    NSW Well-being Framework for Schools

    Characterlab- playbook for character strengths

    International School of Chennai- Wellbeing Page

    The Shipley School- Educating to Flourish

  • On Reading To Lead

    On Reading To Lead

    Like most people that have not been able to leave their homes due to a COVID-19 lockdown, I have had to adapt my daily routine. Early mornings consisting of stretching, exercise and journaling are the new normal. Then reading. Lots of reading, and even more coffee.

    ” Books never annoy, they cost little, and they are always at hand, and ready at your call.

    -William Cobbett

    I love reading. I actually suffer from “Book FOMO”. I worry on “Will I actually read enough books before I die?” So, on the plus side, having these last two months to work through my reading list has actually been appreciated. Less worry, more learning.

    We have to make the best of the time we have been given and create what Robert Greene, and more recently, Ryan Holiday, have recently referred to as “alive time”. This is when you utilize the time you have and use it to learn and grow. As opposed to ‘dead time’ when you wait for things to happen to you and waste away the hours. Achieving nothing.

    As such I have been reading with purpose, on the recommendation of Admiral James Stavridis. Switching between fiction and non-fiction. Leadership books, autobiographies, sci-fi and pop-psych, you name it. All the time considering: “What can I learn from this?” “Why did they do that?” or “What would I have done in this situation?”

    Admiral James Stavridis believes that the best leaders are not born, or arrive to the role fully-formed. They are forged through a combination of parenting, teaching, training, education and life experience. Reading improves your ability to lead.

    “Perhaps the single best way a leader can and grow is through reading.”

    -Admiral James Stavridis

    Reading is not leading. But it does broaden your understanding of unfamiliar situations, offers you perspective, allows you to develop empathy, provides models to explain real-life events and, or solve problems. In short, you gain your first leadership experience before you land your first leadership role. Select wisely, and you can learn from the best.

    Harry S. Truman once said that “not all readers are leaders, but all leaders are readers.” If a leader isn’t reading then they aren’t learning how to be better, and that should worry those that they serve. All leaders can be better. All mission-driven leaders try to be.

    Reading to lead involves being very deliberate in your reading process:

    1. Be very deliberate in what you choose to read. If you aren’t enjoying the book, or not learning from it- move on
    2. Read in short bursts
    3. Take notes
    4. Decide on what you are trying to learn or do, and then focus on reading for that purpose
    5. Consider what the book is teaching you
    6. Teach what you have learned to others
    7. Start a leadership-focused bookclub.

    We all know the best way to retain information is to teach it. So, before sitting down to read your next book, take the time to consider why you chose it in the first place. Then ask what will you learn from it, note it down and teach it.

    Finally, you may also want to discuss your reading with your manager or boss. Better still, ask them what they have been reading, and if they don’t read- move on.

    Journeying:

    Image: Alex Block on Unsplash

    Books cited:

    The Leader’s Bookshelf by Adm. James Stavridis & R. Manning Ancell

  • Flourish: The Road To Developing Student Character

    Flourish: The Road To Developing Student Character

    In his thought-provoking book “Creating Cultures of Thinking”, Ron Ritchhart asks the question “What would you like the children you teach to be like as adults?” This simple question has a very deliberate purpose, to cause educators to reflect upon what they are teaching and in their role in shaping a student’s future. Typical answers to this question include creative, happy, resourceful, resilient, critical thinker and innovative. Teachers rarely say I’d like my students to be an A student or a 7. We forget the grades and focus on skill and character.

    In the wake of COVID-19, skill and character development have become buzz terms, more so than before. The need to explicitly teach children the so-called ‘soft’ skills is crystal clear. Schools are responding in part, by realigning or developing their Social and Emotional curriculum. Programs such as SEE learning and the Positive Education Enhanced Curriculum (PEEC) are being discussed regularly in school meetings, at interviews and online. Such programs aim to support our children in their ability to thrive, flourish and be better versions of themselves. A lofty goal indeed. 

    “One of the most common responses from groups is that in a culture of thinking, there is a sense of purpose to the learning.”

    Ron Ritchhart, Creating Cultures of Thinking: The 8 Forces We Must Master to Truly Transform Our Schools

    Encouraging students and teachers to see past the grades, however, is no easy task. Especially, when university placements are dependent on them. It is a mindset shift and taps into the individuals own educational philosophies. It also forces schools to examine their own cultures and priorities. This will undoubtedly involve revisiting their own mission, vision and values. Take a walk around your school, look at the walls, listen to what is being said. Are you prioritising grades or are you focusing on developing thinking and wellbeing? Are the students being challenged? Are they excited to learn? Are they developing new passions?

    “We don’t become better because we acquire new information. We become better because we acquire better loves. We don’t become what we know. Education is a process of love formation. When you go to a school, it should offer you new things to love.”

    David Brooks: The Road to Character

    A pet peeve of mine is the overuse of the word ‘summative’. During my career, I have heard students referring to their summative assessment with fear and reverence. Teachers often plan units with the end in mind, prioritising success on the final assignment over skill and character development.  Does success on the assignment reflect skill development? More often than not, the answer is yes. Is this growth in skill and character explicitly communicated to the student? Often the answer is no. This is an understandable omission, but how do we make the shift from a culture centred upon exam success to one committed to developing well-rounded and happy individuals?

    This year we have attempted to start the culture shift. We have introduced the Positive Education Enhanced Curriculum (PEEC) and incorporated their lessons into our advisory framework. Moving the focus of our energies to value and character development. It is a long road, but one we are willing to travel. We know it is the right thing to do for our students and so we persevere.

    As we tap into the world of Social and Emotional Learning and consider how best to implement the program; it stands to reason that we re-examine our values, our priorities and our way of doing things. This helps to form new goals and a new way of seeing things. How we measure the success of our advisory program is now being considered and we have had recent conversations with The Mastery Transcript Consortium, a non-profit organisation committed to providing an alternative method of measuring student success. One that focuses on skill and character development over passing the test. We are new to the conversation and I look forward to seeing where it will take us. Being able to clearly see the impact of our efforts will be rewarding and powerful and provide a great deal of motivation to both teacher and student.

    The importance of tapping into student passion and interest whilst providing them with ‘essential’ worldly knowledge has again made itself known. If a student is not interested or engaged they will not learn. Whether a school focuses on succeeding on a test or on skill development is irrelevant. The learning process must inspire and generate ideas and curiosity. The path to mastery requires that students want to learn, that they enter a flow state and lose themselves in the process. And so whilst, I lose myself in the research process, I hope that our teachers lose themselves in the process of planning and delivering life-worthy learning.

    Journeying

    Image:

    JOHN TOWNER on Unsplash

    Links:

    The Mastery Transcript Consortium

    The Global Citizen Diploma

    Ron Ritchhart.com

  • School Life: “These Kids..”

    School Life: “These Kids..”

    Every week, I am fortunate to enter dozens of classrooms and witness our teachers’ creativity and working genius. Teachers tap into their passions and strengths, designing engaging and curiosity-provoking lessons for our students. You can feel the buzz in the room when kids are genuinely engaged in the learning. There is an urgency to their sense of wonder, their need to find the answers. 

    These powerful moments do not happen by accident. Creating ‘wonderment’ takes effort. It is a desire to harness a child’s passion by discovering what matters to them, what they care about, and building the experience around their interests. Curating the learning around a students strengths and passion will encourage students to ask questions. Their own questions. Questions that matter to them, and that they will be hungry to find the answers to. 

    “The “occasionally remarkable” moments shouldn’t be left to chance! They should be planned for, invested in.”

    Chip and Dan Heath: The Power of Moments

    Such passion and curiosity are not ignited by teaching to the test. They are a product of “lifeworthy” learning experiences designed by the teacher. David Perkins, the author of Futurewise, challenges us to ask “What did you learn during your first twelve years of education that matters in your life today?”  A question that we would do well to ask ourselves before planning a series of lessons and assessments for our students. We rarely use the information taught in school, we do, however, utilize the skills and thinking. 

    Sustainability, climate change and inclusion are all important topics relevant to the future lives of our students. But do they care about them? They should. Why should they? Framing such topics around questions and activities that spark curiosity is essential for student engagement. As a teacher, a solid starting point for creating wonder is getting to know your students personally. Understanding what matters to them and the things they think about on a daily basis will help you connect to the children and create value-added relationships. Students always enjoy talking about their passions. 

    Chip Heath calls these moments of elevation, insight, pride and connection PEAK experiences. Peak experiences are easily identifiable. These are the lessons that have your students working in a state of flow and then entering the next lesson still debating the issues raised in the previous class. The “A-ha” and “Wow” moments. Shouldn’t we aim to make all lessons memorable and meaningful like this so that it is not only the extracurriculars and field trips that the children look back on with love?

    The recipe for creating lifeworthy peak experiences is fairly straightforward:

    • Care about your students personally and ensure that they know that you do
    • Tap into their passions and curiosities
    • Choose your topics and questions wisely. Why should they care?
    • Consider the life worthiness of the questions and tasks that you are asking them to engage with. If it is not relevant to them, why would they bother?
    • Consider the medium and product. Are the students using 21st-century skills? Are they using technology that will support them in their futures?
    • Create a safe environment for mistakes and innovation. Allow the students to share their ideas and questions. There are no stupid questions.
    • Base all learning around real-world experiences and problems.

    It is my belief that when these elements are in place, the environment is ripe for learning. Curiosity is respected and encouraged, even when it causes a deviation from the lesson plan. Allow curiosity and relevance to lead the way.

    Occasionally, I will witness a lesson that did not engage the students. The lesson most likely was not planned with lifeworthy PEAK experiences in mind and focused on teaching to the test. Asking students to read rubrics and fulfil IB criteria is equivalent to an adult reading a life insurance document. It is essential, but it is not fun. It will not be surprising then to notice a lack of engagement at these times. If the entire unit is centred on formal assessment rather than learning then we risk boring our students to death. Bored students can equal poor behaviour. 

    It is during these ‘teach to the test’ lessons that I have heard teachers use sentences that start with two dreaded words. “These kids..” “These kids just don’t want to work.” “These kids just aren’t interested.” “These kids..” 

    Such inhibiting beliefs are damaging to learning and to a child’s self-esteem. When we come to believe that a student is not capable of learning we act differently towards them, label them and adjust our methods of teaching and expectations accordingly. The result is under-achievement.  

    Research on self-fulfilling prophecy and stereotype threat supporting this claim is not hard to find. We would do well to be reminded that as teachers that when things do not go as planned that we should first look inward before blaming the student for not hitting the target. What could we do differently or deviate from? How has my behaviour impacted learning in this lesson? Our biases influence how and what we teach our students and ultimately their engagement and performance. 

    As teachers when we feel frustrated and start to utter the words, “These kids..”, we should take a deep breath and remember that:

    These kids are looking to be inspired

    These kids want to learn

    These kids will make, and learn from mistakes

    These kids have untapped potential

    These kids will be our future.

    Journeying

    Videos

    The Pygmalion Effect and the Power of Positive Expectations

    How Stereotypes Affect Your Test Scores

    The 6 Types of Working Genius

    Books

    Futurewise by David Perkins

    Whistling Vivaldi by Claude Steele

    Blindspots: Hidden Blindspots of Good People by Anthony Greenwald

  • School Life: Bright Spots and Blindspots

    School Life: Bright Spots and Blindspots

    As our teachers embark on their second year of the pandemic experience, it is hard for them not to get despondent. International travel is still limited, and those choosing to leave will face an arduous three-week quarantine upon their return. COVID restrictions are maintained that can result in impromptu COVID tests. The threat of online teaching is always looming.  International teachers have an added psychological pressure during our very clearly defined recruitment season. Early resignations are required and choices need to be made. Resign, possibly see family, move to a country without quarantine restrictions or continue living a fairly normal existence knowing that one of the main benefits of living abroad has been taken away. During these challenging and uncertain times, it can be beneficial to focus on the bright spots. 

    Every morning I aim to greet the students at the school gate. Elementary school students poised to run into campus ready for another exciting day of learning. Middle and High school students enter the school a little more casually as they contemplate their next assignment or wipe the sleep from their eyes. This is one of the highlights of my day. It is a chance to connect with students before the challenges of the day begin and never fails to energise.

    “This is a wonderful day I have never seen this one before.”

    Maya Angelou

    Walking around campus during breaktime affords me a similar experience. Students are on campus, having fun, teachers are discussing new strategies and exchanging ideas for their upcoming lessons and there is an energy that we are fortunate to experience by not teaching online. When a curveball comes my way, I savour those moments. After all, I could be at home attached to my laptop right now.

    Recently, we hosted an ACAMIS volleyball tournament and our 10th Anniversary celebrations. Musical and sporting performances were plentiful and gave our students time to shine and follow their passions. Both of these experiences allowed us to just sit back and watch the kids. What could be better? No grades, just fun. It is always exciting to see students outside of the classroom and experience them in a different light. This was no exception. There is always a student who surprises you with their level of talent. Usually, not just one. These days served as a great reminder as to why we do what we do. They are the bright spots.

    “Appreciation is a wonderful thing. It makes what is excellent in others belong to us as well.”

    Voltaire

    The COVID pandemic has, however, forced interaction with our community to be directed online. Our school is providing upwards of 50 parent workshops each month to ensure that the bonds and communication are upheld. It’s not the same and the lack of parent presence can be felt on campus. However, we receive a great deal of participation a sign that parents do indeed care about their child’s learning experience. Let’s not take it for granted.

    As an Assistant Principal, the challenge has been to find balance. Balance for everyone. To ensure that learning takes place, that the integrity of the programs are maintained whilst respecting the inevitable fatigue that comes from living in a state of flux. It has been very important to enter every interaction with a value-added mentality, asking “is this person better off from having this conversation?” Am I allowing my blindspots to drive the conversation?

    Equally important is presuming positive intent. All teachers have their students best interests at heart. This is important to remember when a lesson or an event does not go as planned. When carrying our own expectations and daily hassles,  it can be hard to eliminate our blindspots. The bias influences our perception and then, of course, our reaction. We do not know what the other person is going through. Homesickness, tiredness, illness, and stress. These are all present and influence the functioning of the school. Still, we continue to do what is best for learning. The kids feel it, and although they may not say it, they are thankful. 

    “Enjoy the little things, for one day you may look back and realize they were the big things.”

    Robert Brault

    So, at the end of a long week. I like to reflect on the bright spots and blind spots. What is going well, and what could I have handled better? This short meditation allows me to refocus and reminds me that despite all the challenges that have been presented to us, we still have one of the most important and rewarding jobs in the world. I challenge you to do the same. We have a lot to be grateful for.

    Journeying

    Videos:

    The Power of Gratitude- Oprah Winfrey Speech

    Actively Practice Gratitude- Brene Brown

    Ryan Holiday – On Journaling

  • Stepping Out, Stepping Up and Stepping Back: Your Move to Leadership

    Stepping Out, Stepping Up and Stepping Back: Your Move to Leadership

    If you could lead your “Dream School”, who would you hire to work to come and work for you? All School Leaders have all thought about it, some may even have spoken about it with friends. I imagine that you have a list of Super-Teachers and School Leaders forming in your mind as you are reading this. So who makes the cut, and what do they have in common?


    This is an important question to ponder if you are considering a move into school leadership. Aspiring leaders are likely to be driven and qualified, so, “what separates them from the other 100 applicants all seeking an opportunity to become an Assistant Principal?” The answers to the above questions may just help you navigate that difficult road from Teacher to School Leader. It may not surprise you to learn, the answers to both questions are in fact the same.

    The route to Assistant Principal can be a long and challenging one. There will likely be many obstacles in your way including internal candidates, school politics, imposter syndrome and unconscious bias. It is essential, therefore, that you understand the behaviours sought after by experienced leaders. This knowledge will allow you to begin your journey right now, a leader without a title, whilst gaining much-valued experience and credibility along the way.


    Now think back to the two questions I asked earlier. Write down your answers. You will now have a job description appearing in front of you. Reflect. 

    Would you, hire you?

    You are of course, biased. Of course, you would. You know yourself. But, would someone else? Before embarking on the arduous task of filling in job applications, it can help to consider the traits and behaviours that existing leaders find invaluable in supporting their vision and leadership. Are you already acting and thinking like a leader, and do other people see you that way?

    Let’s start at the beginning by considering the Ideal Team Player.

    Start With The End in Mind: Backwards Planning

    Consider again, your dream school. What kind of person did you choose to fill your leadership and teaching positions? It is a popular practice today to hire for culture fit. Hiring for fit can, however, lead to recruiting a bunch of like-minded people. This could have some negative impact, namely creating a groupthink mentality, cultural inertia that could reduce the constructive conflict needed to move the school forward. Patrick Lencioni offers one approach. He claims that we should be searching for the ideal team player. These individuals are humble, hungry and smart. In short, they are well-intentioned, collaborative people (smart), who are always learning (hungry) and will leave their ego’s at the door (humble).

    Why is this model relevant to those looking to step into leadership? It is relevant because once an individual has made the decision to enter leadership they can become so focused on the goal that these qualities, the qualities that would make them a successful leader, can become lost or distorted as they seek the credit and experience they perceive necessary to give them the boost. It is important not to lose sight of the qualities that make up The Ideal Team Player and continue to put the good of the school first. If you continue to focus on the projects and work that needs to get done, your CV will take care of itself.

    Maximise Your Impact: Stepping Out

    When selecting teachers for your dream school, you likely selected people you know had a huge impact at your previous schools. They likely adopted a similar approach to their work that elevated their work to a different level. They were probably what Liz Wiseman has recently termed A High Impact Player. 

    A High Impact Player in a school would be the first individual that comes to the Principal’s mind when they need to solve a problem and get the job done. The type of teacher that is frequently discussed in leadership meetings because they are producing good work and can be depended upon. They are also the teacher that you hope will never leave, but when they do, you wish them well and support their professional growth.

    Wiseman argues that there are certain traits specific to High Impact Players. Would your principal describe you as a High Impact Player? You had better hope so. It is these people that are valued and sought after in the world of leadership. More importantly, to note, they are most likely not even chasing a title.

    The key to maximising your impact is to make yourself useful. What are the priorities of the school and what does your principal need you to do to help achieve them? Hold off on your own personal goals, or at least pursue them alongside the work deemed most important to your principal right now. Take the initiative, remove work from their plate and allow them to focus on other pursuits.

    Supporting your principal in this way may often mean stepping out of your job description and going the extra mile. Be sure to seek approval if necessary.  Make yourself available and be sure to do the job well. A half-assed effort will do you more harm than good and reduce the likelihood of you being approached again. An excellent job will result in more responsibility being thrown your way and the possibility of being the go-to person in times of need.

    Don’t Wait To Be Asked: Step Up

    Listen carefully to the conversation around the faculty lounge and watercooler, and notice the things teachers are casually venting about. Are these issues attributed to an individual? Are they historical? Have they become part of the culture? Has anyone conducted a root cause analysis to ascertain the origin of the problem? If not, start with the challenge and find a solution. High Impact Players offer solutions in the name of the greater good. Solving these problems will likely improve the functioning of your school whilst making your leader look good. Win-win!

    Let Others Take The Credit: Stepping Back

    Remember, ‘mission is king’. Matthew Kelly, the author of The Culture Solution, claims that by making the mission your king, you will be serving everybody’s interest, including your own. Ensure the work you do is helping the school achieve its mission. When the work is done hand it over, it is not yours, it is the schools. Avoid the temptation to seek ownership over a project, take it as far as it can go, and then pass it on to someone who can develop it. Enrolling others in the work helps them to grow, as you gain credibility. This desire for continual improvement captures the essence of The Impact Player Mindset.

     “The Impact Player Mindset is the pathway to leadership because, after all, isn’t the essence of leadership the desire to make something better and a willingness to do something about it?”

    Liz Wiseman

    The Importance of Outsight

    In Act Like A Leader, Think Like A Leader, author Herminia Ibarra, describes the importance of first acting as a leader, to then think like a leader. She refers to this cycle as having Outsight. Actions, after all, speak louder than words, and we learn from doing. So, what better way to develop your leadership capacity than by stepping up and acting like a leader?

    Outsight emerges when we redefine our job, stepping out of our normal day to day responsibilities to do the work that we know needs to be done. These additional tasks will help you develop a stronger, more connected network. Successful completion of leadership tasks and communicating with more experienced leaders will support your learning, providing you with the skills and knowledge needed to succeed as Assistant Principal. It will undoubtedly influence how you perceive yourself reducing the likelihood of imposter syndrome when promotion comes knocking on your door. This completes the cycle. You stepped into a leadership role allowing yourself to begin thinking like a leader.

    “You can’t build a reputation on what you’re going to do.”

    Henry Ford

    Stepping out, stepping up and stepping back will help to ensure that you are already doing the work associated with the Assistant Principal. You will become indispensable, and when a leadership position opens up, people will approach you, rather than you approach them. You will already be acting as and viewed as a leader.

    The Disease of Me

    One final note. It is easy to believe that after 10 years of teaching or having gained a Masters Degree that you are entitled to, and have earned a promotion. You would do well to remember that we are not entitled to a promotion at the expense of someone else. Ryan Holiday’s ‘Ego is The Enemy’ is an enlightening and humbling read that reinforces the point that it is the work that matters. If the promotion comes, take it with both hands and run with it, however, you had better be sure that you are doing a good job, without the need of recognition, in service of the school mission. This is the role of the Assistant Principal.

    Journeying

    Videos:

    Ego Is the Enemy Video Summary

    The Ideal Team Player Ted Talk

    Impact Players Book Promotion-Liz Wiseman

    Books cited:

    Act Like a Leader, Think Like a Leader by Herminia Ibarra

    The Ideal Team Player by Patrick Lencioni

    Impact Players by Liz Wiseman

    The Culture Solution by Matthew Kelly

    Ego Is The Enemy by Ryan Holiday

  • 10 Must-Read Leadership Books For An Assistant Principal

    10 Must-Read Leadership Books For An Assistant Principal

    As a known reader, I am often asked “what leadership books would you recommend for those wanting to enter leadership?” I have my favourites, however, when recommending books for aspiring Assistant Principals, I try to ensure that the books build an awareness of the role of leadership and the expectations placed on the Senior Leadership Team. As such, my choices reflect my personal experience and would not be favoured by everyone.

    Regardless, here are the top 10 reads as selected by, yours truly:

    1. The Leadership Challenge by James M. Kousez and Barry Z. Posner (This book is favored by The Academy of International School Heads, and is cited on their website).
    2. Multipliers: How The Best Leaders Make Everyone Smarter by Liz Wiseman ( A great read about growing talent and growing leaders- a must for anyone who has experienced the challenge of leaving Middle Leadership).
    3. Leadership and Self-Deception: Getting Out of The Box by The Arbinger Institute (A classic leadership fable- makes you think though!).
    4. Ego Is the Enemy by Ryan Holiday (Because every leader should remember, it isn’t about them).
    5. The Advantage: Why Organizational Health Trumps Everything Else in Business by Patrick Lencioni.
    6. Meditations by Marcus Aurelius (Keeps you on the straight an narrow).
    7. Radical Candor by Kim Scott.
    8. The 15 Commitments of Conscious Leadership by Jim Dethner et al (This may be my personal favorite).
    9. Creativity Inc. by Ed Catmull (The Pixar Story- a great read and very enlightening).
    10. The Culture Solution by Matthew Kelly (You can never read enough about building culture).

    A short, but sweet post, with some interesting reads. I only recommend books I have read myself, and I learned a lot from each of these. I hope that you do too.