In addition to the Summer Leadership Institute's keynote presenters, we have lined up a dynamic trio of speakers who will share success stories from their school districts. Chuck Ransom, Stacy Thomas and Sharon Griffin are instructional leaders who inspire us, and we think each will inspire you with stories of how their districts solved challenging problems we can all relate to.
Wondering how to engage your system in instructional improvement? Our acclaimed keynote presenters and thought leaders will inspire your thinking about where to begin and what to focus on to improve student achievement.
Don't miss a perfect opportunity to bring your team together for three days of learning, collaboration and planning that will set your course for 2017-2018 and beyond. Seats are filling up quickly. Register before March 31 to save $110 per person.
The Council of Chief State School Officers produced a three-minute video showing how Florida better prepares school leaders through the Commissioner's Leadership Academy. The yearlong professional development program was designed by the Center for Educational Leadership to help principals, principal supervisors and education leaders to become stronger and more effective instructional leaders. Based on widespread acclaim for the program in Florida, CEL is now offering this professional learning program directly to school districts and states across the country.
School districts and states interested in bringing the Instructional Leadership Academy to their system can contact CEL by going to the Academy website and filling out the free estimate form.
When Catherine G. Atria, the principal of P.K. Yonge Developmental Research School in Florida, observed her teachers at work this year, it was with a new lens.
Watching teachers in action, Atria carefully collected data on everything from how many students asked questions or closely read the text of a book, to the number of closed or open-ended questions a teacher asked. Atria didn’t opine on whether students were engaged or not, or note techniques a teacher could have used, but didn’t.
And when meeting with a teacher afterward, Atria didn’t list a prescription for improvement. Instead, she presented the factual data and asked careful questions about why the teacher took a particular approach. Then she asked the teacher to think about ways to make small improvements to boost existing strengths.
The Center for Educational Leadership (CEL) is launching the Instructional Leadership Academy, a yearlong professional development program that CEL delivers directly within a school district. Through the academy, a school district’s principals, instructional coaches, teacher leaders, and central office leaders become stronger and more effective instructional leaders.
Based on the CEL-led Florida Commissioner's Leadership Academy, the in-district leadership and learning community has received positive reviews from participants and is now available nationwide. “I have been in education 24 years, and this is probably the best PD I have ever done. It’s not just another professional development that you go to ... I really believe in this program,” said Lori Duckstein, a principal with the Hendry County District Schools.
In Central Louisiana, 139 educators have begun a three-year journey that will prepare them for leadership positions in their schools and school districts. The educators started Aspiring Leaders, a leadership institute administered by The Orchard Foundation and funded under The Rapides Foundation’s Education Initiative. The Aspiring Leaders curriculum was developed specifically for Central Louisiana by the University of Washington’s Center for Educational Leadership (CEL).
The Rapides Foundation's Education Initiative seeks to increase the level of educational attainment and achievement as the primary path to improved economic, social and health status. At the core of the initiative is its continued effort to build leaders in the field of education by offering a variety of institutes for Central Louisiana educators.
Why should you be stuck without a bed if I’ve got an extra air mattress? Today, the answer to this question is worth $30 billion.
The meteoric rise of home-sharing site AirBnB is driven by many factors, but it started with the founders Joe Gebbia and Brian Chesky asking a series of questions that helped them uncover new opportunities.
In A More Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas, Warren Berger takes an in-depth look at how asking ‘why’, ‘what if’ and ‘how’ drove the early success of famous tech start-ups like AirBnb or Netflix. His insight: We are all born with a billion-dollar app — our aptitude to ask questions.
My first teaching job was in the South Lane School District in Cottage Grove, Ore. Today, more than three decades later, I’m still in the same district, having served as the superintendent for the last 16 years.
To be completely honest, I’m not exactly sure how I ended up as a superintendent because, at heart, I’m still a teacher. I view my work through a teaching lens, which, coupled with my long tenure, has really helped me go deep in my work and analyze what it is that makes systems drive instructional improvement.
What I’ve learned is that good teaching and learning is not just a teacher issue. True, students need effective teachers. But effective teachers need good principals. And good principals need support from the central office. Unfortunately, it’s the last part of this chain where the system often breaks down.
Improving teaching and learning is a complex task. Shifts in instructional models, new standards and a lack of time drive educators and school districts to find new ways to help teachers grow their practice.
Rebekah Kim, principal of Midway Elementary School in the Highline Public Schools district in Burien, Wash., faced a similar challenge: How to maintain the sacredness of her time with teachers, while providing meaningful, personalized feedback to grow teaching practice.
Over the years, I have worked with a lot of principals and their supervisors with the goal of improving the principals' instructional leadership practice. There is one issue that comes up often: Supervisors are not specific enough in telling principals what they should do to get better.
For example, a coach, supervisor or consultant might say, "You're doing a really good job with collecting evidence of classroom instruction, but an area you might focus on is the way you give feedback to teachers." And that's all they say.
As a principal getting this feedback, I don't necessarily know what I should do next. I just know I'm not doing it right.