Tag Archives: leadership

Student led tours

After a long period without visitors to our school, we are slowly starting to get people visiting to learn more about Inquiry Hub again. When guests do the tour, I don’t go with them. I greet them, introduce them to a student, send them on their way, and encourage them to ask their tour guide and other students what it’s really like at the school. I’ll sometimes joke, like I did yesterday when I said, “Claire will show you around and after I leave you she can give you real dirt on the school.” Claire, in grade 11 and wanting to give tours since her no-visitor-mask–and-stay-separate-pandemic-grade-9-year, played right along, joking about how horrible it is to go to the school. Good for a laugh to break the ice and start the tour off relaxed.

Now, I’m not going to pretend that I didn’t give Claire pointers to talk about, but there is no script. I want to make sure she talks about the inquiry courses, the supports provided, and the schedule, but I honestly don’t know exactly what Claire shared with the visitor. She gave her version of the school not mine.

And inevitably, whether it was Claire, or any of my previous guides, when the visitor comes back to the office, I hear what an amazing ambassador my tour guide was. I also encourage visitors to talk to other students about the school and their projects, and I know when they took my advice because they tell me they did ask, and how great our students are.

I had a similar experience as a visitor at the Science Leadership Academy in Philadelphia, and High Tech High in California. Both with engaged students, passionate about their schools, giving me the tours, and me talking to random students that would answer my questions.

The reality is that the tour would not be as good if I tried to provide the narrative. It wouldn’t be as authentic. Do the students miss sharing anything important? Probably. But visitors will ask questions, and learn what they need to, or they can ask me after the tour. But the magic happens when students are trusted to be the ambassadors and not just presenters… and when they are trusted to lead, without an adult present. After all, isn’t it their school?

The struggle is real

This is the time of year that I really struggle to find balance. School startup is over but the pace of the new year hasn’t slowed. Emails are pouring in faster than I can manage them. My desk is a mess… and it seems that most of my days are filled with priority ‘must do’ items and almost no ‘want to do items’.

I’m managing more than leading, and I come home exhausted. It’s hard to keep the motivation going when it feels like momentum is swaying against you. Worse still, I’m writing this past my bedtime because I can’t fall asleep and so figure that I should get this out of the way and sleep in a bit later… if I’m up I may as well be productive.

I’ll keep my healthy living routine going, and try to get to bed earlier tomorrow. I’ll block a bit of time to get a little scope and sequence to the rest of my week. And, I’ll take care of a few big priorities that I know will ease the pressure I’m feeling. The challenge is that schools can throw a wench into the best laid plans and completely disrupt the machinery of the day.

Sometimes you just have to struggle through, knowing that things will eventually ease up. Until then it’s go, go, go. And on that note, I need to go to sleep!

I teach leadership not followship

It was my second year as a teacher and my Vice Principal pulled me aside late in Semester 1 and asked me if I’d be interested in teaching a couple leadership classes instead of Physical Education as my electives in Semester 2. I think another teacher was slated for this and it was a change he wanted to make. He told me that it would be a great opportunity for me because I would co-teach it on Day-1 with an experienced teacher, and then on my own with another class on Day-2. He made it seem like I’d be doing him a favour saying yes, but I thought I was the one getting a golden opportunity offered to me. And it was!

The teacher I got to work with was Dave Sands. Dave became my first mentor, and to this day one of my most valued friends. We meet weekly for walks and today we were talking about old times and I brought up how much this opportunity transformed my teaching career. I ended up doing my Masters thesis on Student Leadership, and a large part of my leadership philosophy was developed from this opportunity.

“I teach leadership, not followship.” 

This was a quote Dave often said to students. It was the mantra of the course, and something not just said, but lived. Dave would run activities and lessons that encouraged students to pull the lesson out on their own. And whenever there were activities run by the class, they were authentically student run. There would be a prompt, “Here’s what we need to do,” or “Let’s plan this event,” then students would design the activity or schedule, then after then event there was always a reflection afterwards.

Students ran the events. Students stepped up, tried new things, succeeded and sometimes failed… but they always had ownership, and always learned from their experience. When Dave left, it left a void that I felt I couldn’t fill on my own. I distributed the leadership of student leadership across other teachers and we developed an out of the schedule leadership program that about 1/3 of the Grade 8’s signed up for each year. As it grew, so did the distributed model of giving others leadership over different aspects of the program.

From my Master’s paper:

“Leadership is getting others to do What the group needs to get done, Because they want to do it.” …

A Working Definition of Leadership

Before being able to investigate what meaningful student leadership is or can be, there needs to be some consideration as to what leadership itself is. It is evident that any currently usable definition of leadership would in fact be very different than a usable definition from only thirty years ago. Senge (1990) sees the traditional leader of the past as the charismatic decision maker and/or the hero. In this view, myths of great leaders coming to the rescue in times of crisis perpetuate the view of leaders as heroes, and “they reinforce a focus on short-term events and charismatic heroes rather than on systemic forces and collective learning” (p. 8). Senge sees current leaders in a different light, he sees them as, “designers, teachers, and stewards. These roles require new skills: the ability to build shared vision, to bring to the surface and challenge prevailing mental models, and to foster more systemic patterns of thinking” (p.9). These new skills require leaders to be thinkers and learners.

The quote I started this paper off with is an adaptation of Dwight D. Eisenhower’s quote, “Leadership is the art of getting someone else to do something you want done because he wants to do it.” I adapted this quote several years ago to better fit with the times as well as to fit with my own ideas of shared leadership. The focus on a ‘top-down’ leader in Eisenhower’s quote was very appropriate for its’ time, however, today it is more fitting for a leader to be concerned with the group’s or team’s goals.

The quote, subtly but poignantly reworded, states, “Leadership is getting others to do, what the group needs to get done, because they want to do it.” Within this quote there is: a suggestion of influence, getting others to do a task; a suggestion of service, aiding the group rather than just the leader; a suggestion of inclusion, doing what the group wants; a suggestion of teamwork, working within a group; and, a suggestion of motivation or inspiration, getting people to want to assist you or the group. A lot of literature on student leadership focuses on the first three points, influence, service and inclusion. Literature focused specifically on either teamwork or motivating others, as principal themes, tends to relate to managers, primarily in the realm of business and not nearly as much in education.

In considering a definition of leadership that functions well when considering student leadership in a middle school, I think that leadership pertains to getting students to be of service to others, while teaching them to effectively influence and motivate others. This can be successfully accomplished when students work in inclusionary groups or teams that create and take advantage of opportunities to act as servant leaders.

Creating leaders, not followers. That’s the underlying lesson. Too often leaders run activities such that they are the lead and those around them follow. “Students we need to… and we need people in the following roles… and here is the ‘to do’ list… and …and …and.”

It’s more than just a subtle shift to change this to providing students with an authentic leadership opportunity.

Prompt: Here is the task/activity/opportunity. How shall we do this?

Activity: Authentically planned and organized by students.

Reflection: How did it go? What went well? What could have been better? What would you do differently if we did this again?

Empowering students. Letting them lead. Teaching leadership, not followship.

If it’s important

I love this quote, “If it’s important, you’ll find  a way.  If not,  you’ll find an excuse.”

It’s similar to this Derek Sivers quote I recently shared,

“I have a concept that says that your actions reveal your values better than your words. So no matter what you say you want to do, your actions show what your values really are.”

Eight years ago I created an image for a presentation I was doing:

Here is the blog post on my Pair-a-Dimes blog about the slide and the presentation. The concept is simple: If something is important to you, you will find your way and if it’s not important enough, you’ll find reasons not to change. The greater the challenge to change, the more important it needs to be to find your way rather than finding an excuse.

A couple days later, I added two more images and shared them in a post: Leading Change – 3 Images

I think I used these three images in every presentation I did for the next few years. I wasn’t thinking about forced changes like the pandemic created, I was thinking about changes we want to create. I was thinking about the potential we envision, and how we fight the systems and habits that make excuses easier than change.

It’s easy to be a cheerleader for change. It’s much harder to spend the time removing barriers and working with the resistors of change to make it as important to them as it is to the rest of your team.

It can’t just be important to you.

A tribe of #FitLeaders

For the last month I’ve been sharing some workout photos and conversation with other #FitLeaders on Twitter:

https://twitter.com/pam_mahood/status/1518706635832578049?s=21&t=kGq3G-MX5cZrhqzNpeCdzw

I didn’t follow the schedule.

I’m not sure if anybody did, and that didn’t matter to any of us. What mattered is that we shared; We worked out; We knew we had each other to look to for support.

I’m not aware of anyone training for something specific, we are just looking to stay fit. Like I said in a tweet:

Fitness is a lifelong journey and the destination is a more healthy tomorrow.

Find your fitness tribe, and get active. Future you will thank you. As Kelly says:

Take care of body, mind, sprit, and connection.

How can I add value?

I have a friend who asks this question a lot. When we connect, if there is ever anything to be done together that’s the question he asks, “How can I add value?”

It’s simple and direct… I’m here to help, and happy to add some value to what is being done.

When I taught leadership to students, sometimes I came across a kid who was like that. They didn’t really see themselves as leaders, but they were. They were not necessarily the kids who wanted to run the show, but they were the ones who arrived to an event early, they stayed late to clean up, and if they saw someone working on something like stacking chairs or creating a poster, they went to help without being asked. They found places to add value.

People like this don’t always get the recognition they deserve… if you know someone like this, take the time to thank them, to appreciate them. It’s a special kind of person who doesn’t look for the attention or limelight, but is always there to help.

Culture of change

Connecting with colleagues in the world of online learning, I realize that we live in a unique world of change. If I ask most school principals that work in traditional schools about student funding, and funding policy, few would know much in this area. If I followed up with audit questions, many would know even less. But in over a decade of working in online learning. I’ve dealt with audits and funding policy changes, and constant shifting of expectations and goal posts… and so have my online colleagues in different districts.

Many of them wear several hats (I’ve run 2 schools for years, and 3 schools for a year and a half.) Some are Vice Principals, some are district principals. Some are responsible for alternate students, others adults, still others both. Many got a good dose of ‘other duties as assigned’ especially during the pandemic. Most saw dramatic increases in students because of the pandemic.

Change, change, change.

When I’m around this group, I’m connected to people that know my job better than almost every principal in my district. I hear about the challenges they face and I totally get it. And more than anything I see dedicated educators who face constant changes and are always thinking about the impact of those changes on kids.

It’s really special to spend time with people who understand how to not just cope with change but to strive in it.

The Bruce Lee themed leadership event

Back when I was a middle school teacher, I ran a student leadership program and we did a yearly Leadership Retreat. One year I did a retreat where I weaved a Bruce Lee theme throughout the 3-day event. The first time we got together I started my talk by showing the opening scene of Enter The Dragon:

After that I started every gathering with a Bruce Lee story, including his one-inch punch,

Empty your cup, and other stories to pump him up as a really incredible man and martial artist. I painted a picture of a brilliant, super athlete that had everything going his way.

On the last day, I shared the following information about Bruce Lee:

  • His parents moved him from Hong Kong to LA because he was in a gang and they were frightened that he’d get in a fight that would cost him his life.
  • He had horrible vision and learned to fight close because he couldn’t see what an opponent was doing at a distance. And he wore contacts for all of his adult life.
  • One leg was an inch and a half shorter than his other leg, and that’s why he had such a deep stance.
  • He lost out on the role in the TV series Kung Fu, that he helped to create, because he was ‘too Chinese’ for an American audience. And this is why he moved back to Hong Kong to create the movies that made him famous.

None of these could be seen as things that worked in his favour, but in each case he took what were disadvantages and made them into advantages. So often we are defined by what we perceive are our limitations, Bruce Lee took what others would use as excuses and made them into things that defined what he was capable of. He didn’t accept road blocks, he used them as launching points.

—

I often wonder how much more we could have learned from this man if he hadn’t died so soon.

Take 6 minutes to watch

KENYA’S AMBASSADOR TO UN MARTIN KIMANI’S SPEECH ON UKRAINE-RUSSIA CRISIS WOWS THE WORLD!!

https://youtu.be/ZxZlaiuicYM

It is seldom that I hear a world leader who understands that we can not live in the past. There are so many places in the world where a challenging history of strife and unrest cause an unstable future. Disputed borders create unstable societies and civil unrest. Countless people suffer and die unnecessarily.

War and force are not the answer.

“We must complete our recovery from the embers of dead empires in a way that does not plunge us back into new ways of domination and oppression.”

This message by Martin Kimani needs to be shared with all world leaders. It is timeless and will apply to our world for years, even decades to come.

Champions model but don’t always lead

It’s great to have champions of technology who can really show you what’s possible, but they are often operating at a level that’s far too intimidating for other educators, and so they don’t necessarily make the best technology leaders. If you really want to find innovation, yes it’s important to help those front runners who are capable of doing amazing things with technology. However you won’t take everyone further unless you invest in making sure that everyone in your learning community is moving forward.

A few things can help here:

1. Everyone gets access to the same tools. Sure, your tech champions may ask for access first, but once a tool is valued it needs to be accessible to all.

2. Access doesn’t guarantee adoption. With access, there needs to be two things also shared: need and training.

Why is the technology needed? What problem does it solve? What does it achieve more easily, faster, more effectively? Or what does it allow you to do that you couldn’t do before?

How easy is it to adopt? Who can help with training? When can training happen? What’s available for support when a roadblock arises?

3. Collaboration. How can the community support itself, what opportunities are there to share and learn from each other? How can this be embedded into meetings and when can time be given within the current schedule, without adding to it? How can the team use the technology themselves in a meaningful way to become more effective?

4. Recognition and/or appreciation. This doesn’t have to be public, but it does need to happen. How does leadership recognize adoption and use of the new tools? How do people on the team share their success? How are those that support others be supported themselves?

A technology champion can be a leader, but they aren’t inherently leaders. They aren’t always aware of the struggles of others. They don’t always see the roadblocks or pitfalls others do. They don’t always use tools or strategies that others see value in. The trick isn’t to adopt everything they try, or to have them lead by trying first. The trick is to harness their lack of fear and innovative spirit, to learn from them, and to figure out who else on the team will be able to find and share success with the same tools.

And finally, who are going to be the resisters? Who on the team will be most likely to struggle? If you know, then you know who to go to, and support, even before the full implementation starts. Help the resisters understand why. Help them see the value. Help them be part of the positive change.

We need the technology champions to bravely challenge the status quo. But, we also need others on the team to help lead the adaption and transformation of the team, of the learning community. That’s not necessarily the job of the technology champion. It’s the job of leadership to recognize who else needs to lead, and who needs to be supported.