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3 Secrets to Supporting Innovation



I can find inspiration in some unlikely places. This quote from Just Listen is a prime example. While Sarah Dessen is a lovely writer, I prefer dystopia to suburbia when reading YA, but this line from a decade-old novel for teenage girls has really hits home when I think about how we function in a team.

I hear from teachers about their fear of speaking up in planning meetings, PLCs, or the teacher work room. This is especially true of beginning teachers, who are still learning the norms of their buildings. Teachers--new and veteran-- often keep ideas to themselves, protected from the judgement of colleagues who aren't always good at hiding disapproval.

New ideas often mean change, which is scary. It's even scarier to think that maybe change is necessary. While new and better are not synonymous, teachers often scrunch their noses with suspicion of anything touted as the latest and greatest.

Ever uttered the phrase, "What we've always done is..."? Yeah, me too.  It's a creativity crusher.

Colleagues learn to keep ideas to themselves bypassing judgment. But what they are also bypassing is the opportunity to grow as  professionals, being part of a community, and building relationships.

So how can we support beginning teachers--or any teachers-- who want to try new things?  I think these questions might be part of the secret sauce. 

3 Questions that Support Innovation

If you're a teacher who has an idea to share, spend some time thinking about the answers to the following questions. It will help you determine if your idea has legs and give you some selling points when you talk to colleagues.

If you're working with a beginning teacher, consider asking these questions to the newbie to help develop the idea. It will help the new teacher grow as a reflective educator. These questions are not about judgement; they're about understanding each other's perspectives.

Just working through these questions will support you as a growing professional, who wants to be part of a community and build relationships. 

1. What is the motivation for trying this new thing? 
Knowing the root of an idea can be the key piece of information to help everyone understand. 

2. Who are other folks who have tried this? 
Whether it is a pillar of educational research or the teacher down the hall, knowing that a strategy or lesson has been successful elsewhere can often sway the seemingly unswayable. 

3. What do I have to know about myself for this to be successful? 
New strategies can rarely be effective if the teacher is not mentally prepared for the task.

    Motivation

    Often, just answering the first question can open up a dialogue between teachers. Figure out what itch you're trying to scratch.  There is rarely an easy answer for challenges we face, though we may operate under that belief. The new idea should be one of several that the team of teachers should explore as a solution to the problem. Seize the opportunity for community building as teachers share their own experiences tackling similar problems.  Read more about how we can get in the way of our own creativity.  If the idea still seems viable, move on to the second question.

    Research

    Do I think that every idea you ever put into place has to have a peer-reviewed publication to support it? Nope. Do I think your super innovative way to solve XYZ problem in the classroom is 100% original? Nope

    That's the thing about education. Even when we have these amazing ideas that we've never seen done in a classroom, there's usually something out there that is similar. That's NOT a bad thing! Evidence from professional reading, colleagues, teacher blogs, or wherever reinforces an argument for trying something new. 

    Know your audience. Some teachers are only willing to listen to ideas that have been classroom-tested in similar schools, while others want strategies grounded in valid and reliable research. Plan accordingly. While it may seem like extra work, looking at an idea through the lens of research also helps make a vapor of an idea into something solid to implement. 

    Know Thyself

    You can't argue with Greek philosophers. If the idea has survived the first two questions, it's the third one that will help you determine if you are ready to put into place in your classroom. 

    Being honest about your strengths and weaknesses in a classroom is important. Though that doesn't mean that you must resign yourself to the way things are. Implementing a whole class workshop model or inquiry-based teaching may not go well if classroom management is a challenge. The problem is not in the model, but the setting. Tightening up your management skills and then try something new.

    Whether it is a strong technology skill set or tolerance for noise and movement during a lesson, plan ways to overcome barriers to success a teacher might encounter when trying this new idea. Having a trusted colleague, teammate or mentor can help shine a light on some areas that may interfere with success.

    Holding it In

    “Sometimes it seems safer to hold it all in, where the only person who can judge is yourself.” 
    Putting yourself out there can be a scary place. One of my heroes, Brené Brown wrote a whole book on it. But that doesn't mean it's not worth it.

    Reflect on times in your career where you've pushed yourself to try something new. How did that work for you? Are you holding back something right now because it feels safer?  How's that working for you? Share your stories in the comments. 

    Happy New Year!

    As a teacher, my calendar always operated a little differently than most grown-ups. My internal calendar ran August to the first week of June. The rest of June and July existed outside of the constructs of time. Ask a teacher what day of the week it is during the summer and she probably can't tell you! I have a friend who calls herself Summer-Kelly during those precious weeks between school years. Summer-Kelly is her alter ego who gets to stay up late and eat lunch with adults in restaurants.

    Before someone gets all "must be nice to have summers off" snarky, let me clarify that not attending school each day doesn't mean we aren't doing loads of school-related things--planning, reading, taking classes, cutting out mountains of laminating for next year. But when you get to do that in soft pants or while binge-watching Netflix, you might forget that you 're doing it for zero summer pay.

    So when I moved from a school to the district office, my summer alter-ego pretty much disappeared. This is a year-round gig, so I have to save Summer-Amber for Fridays and weekends like the rest of the grown-up world. That also meant that my internal calendar had to add June and July back into the mix. I'm still living a hyphenated year (Hello 2015-2016!), but my new year starts in June now instead of August.

    Of course, ringing in the new year wouldn't be complete without New Year's Resolutions, right? For me, I realized that I wanted a better way to track my work flow. In a classroom, lesson plans are a pretty efficient way to track what's happening during the day. Even in the classroom, I used sticky notes and lists to keep track of my things to do, but that system wasn't nearly as effective in my new role. Thanks to Pinterest, I found Bullet Journal.



    I've officially been at it for one whole day now--a record for keeping a New Year's Resolution in my book! Really, I am posting about my attempt at Bullet Journal-style organization as a way to keep me working at it. I think it's actually a pretty good system for me because it's totally flexible and doesn't require special tools or anything that stands as a barrier to getting started. My plan is to post my progress every so often to see how it's working for me.

    I think for most teacher leaders, keeping up with the stuff that's not teaching kiddos is the hardest to manage. If that rings true for you, maybe Bullet Journal is good for you. What have you tried -successfully or not- to manage your time?

    Spring's Rejuvenation


    I started a meeting with a group of teachers by telling them about my day spent observing induction teachers. They all chuckled and had the "bless our heart" face at the thought of beginning teachers handling their classrooms in the few days before Spring Break. I'm sure the laughter was well-intended, remembering their own early years of teaching, and the chaos that is often recalled from those days.

    I told this group of veterans that what I saw was actually quite an inspiration to me. In fact, one of the things I love most about my job is working with new teachers to the profession. In most cases, beginning teachers come into the profession ready to take on the world, be amazing at everything, and rock the classroom. Folks tend to either resent this unbridled enthusiasm with rolled eyes and "you'll learn" comments or they feed off it by recharging their own batteries.  Knowing that I love working with new teachers, it's not hard to guess where I fit. 

    One of my favorite children's books, Verdi by Janell Cannon, tells the story of that reminds me of what beginning teachers go through during the early years in their careers. The green grumblers, the old snakes in the book, tell young and vibrant Verdi that he may be wild and crazy now, but it won't stay like that. Someday, they say,  he'll learn his lesson and be as curmudgeonly as them.  Verdi desperately tries to avoid becoming a green grumbler until he ultimately finds himself broken and as grumpy as he once feared. That is, until he meets the next generation of young, rambunctious snakes, that help him find his joy once again. 

    ©New Teacher Center
    There are grumblers in every building that can infect new teachers with negative attitudes. Jennifer Gonzalez at Cult of Pedagogy calls them walnut trees.  In looking at data regarding new teachers' attitudes, it's easy to see how the disillusionment phase makes a beginning teacher susceptible to grumblers.  New teachers tell me they thought about quitting over Christmas or starting job searching to do something--anything-- else.

    But things typically turn around after winter break. Maybe it's the combination of extra sleep, a change of scenery and festivities that gets them back, but they return a little more optimistic then they left. 

    As Spring Break approaches, I can see the change in the weather and the climb back up toward anticipation.

    "I can do this," one induction teacher told me recently, which I know is a sign of good things to come. 
    As teacher leaders, it's important for us to be the marigolds that support beginning teachers as they navigate the challenges of the first few years--the hardest most teachers face in their careers. If we aren't careful, the grumblers -- the walnut trees-- will prevail and an eager new teacher will find himself stuck in the valley of disillusionment. 

    Our profession, and more importantly, our students deserve better than that. 

    Gandhi Didn't Say That (or My Life's Philosophy is Based on Lies)


    "Be the change you wish to see in the world."
    -Mahatma Gandhi

    These words speak to me deeply on both a personal and professional level. I like improving, fixing, refining, perfecting. Whining and complaining are pointless to me unless it part of your path to exploring solutions. If you want things to be different, be different yourself. It's this notion that I have built my teaching career around.

    Aaaand, it turns out to be a bunch of hooey. Or at least, Gandhi never actually said it. So what's a girl to do when she finds out her mantra is not the wisdom of a great thinker, but likely the invention of some bumper sticker printer?  If you're me, you go ahead and try to be the change you wish to see in the world anyway.

    Here's the thing, whether the quote is attributed to Gandhi or Garfield, the sentiment rings true. I'm not going to change the world by complaining, expecting others to change, or just sitting on my duff. So this past week, I did two things to push myself into being the kind of teacher I want to see in my schools, the kind I want my daughter to have--the kind that takes risks.

    First, I joined an unconference called EdCamp QC. It's professional development flipped on its ear. Instead of a panel-selected conference agenda, the participants walked in, suggested topics, and the agenda was set on the spot in about 30 minutes. BAM! It's pretty powerful to be in a room full of teachers (on a SATURDAY!!) who chose to be there and get to choose what to talk about. Game changer. While it wasn't the most amazing, magical, unicorns-and-monster trucks PD I've ever done, it has helped me think differently. And shifting my thinking IS amazing stuff.

    After my EdCampQC experience, I felt gutsy enough to jump into the deep end of Twitter. I had a partner in my madness, so Megan and I co-hosted a Twitter Chat (#SCsnowchat) on our most recent school snow day. Wow--what a wonderful way to connect with teachers--both friends and strangers. It's something I will definitely be adding to my PD repertoire.

    So maybe Gandhi didn't tell me to do it, but I am grateful for that piece of bumper sticker wisdom for pushing me to try new things, being willing to fail, and growing as an educator. Because that's the change I wish to see in the world.

    How about you?  What message is sticky noted to your mirror or monitor?  Share your bumper sticker widsom with me by clicking the Tweet button below!

    Tweet: Hey Amber, read this: INSERT TITLE HERE #40_by_40

    What Schools Can Learn from Undercover Boss


    As someone who works outside of a school building, I have become increasingly aware of the perception some have of those who make decisions about teaching and learning without actually being in a classroom. "They just don't get what I do" is common lament from teachers regarding elected officials, local leadership, or even "ivory tower" researchers. The disconnect between management and employee makes shows like Undercover Boss so successful because it asks people to look at situations from a new perspectives.

    Teach to Lead is an online community, the brainchild of NBPTS and the US Department of Education where teachers suggest solutions to problems such as the knowledge gap between policy-makers and the classroom. In reading some of the proposed leadership ideas on the site, one in particular caught my attention. In her proposal, Coach_Christina recommends that principals and district office administrators spend time teaching as part of their professional responsibilities. The intended purpose is to connect administration back to the students and to help them understand the perspective of the classroom teacher. You can read the full proposal and the related comments here.

    As a district office administrator, you'd think the reason this idea caught my eye has to do with sending someone like me back into a classroom. Frankly, being in a classroom is one of the things I miss most in my current job, so I would welcome the opportunity for some classroom time! It might surprise you that I even agree that there can be a disconnect between policy and classroom practice. Currently less than 5% of my state's General Assembly classify themselves as educators, which suggests that state laws for education may lack a teacher's perspective. A stint in a classroom would certainly be an interesting solution.

    But...whether a little not-so Undercover Boss will change policy is not what intrigued me about the proposal in the first place. What stood out for me with giant flashing lights was the idea of what to do with the classroom teacher while the administrator is in charge of the instruction. In Coach_Christina's plan it seemed a bit of an afterthought, like send the teacher to do some coaching or do the principal's job or something. For me the idea of what to do with the classroom teacher is the place to start!

    What would happen if we did try a little switcharoo?

    Imagine a mentor teacher and a beginning teacher that have been paired together. Part of a mentor's responsibility is to provide support for that beginning teacher through planning, conducting observations and providing feedback. Imagine that mentor teacher being paired with an administrator who will take over the teaching responsibilities of the mentor teacher's class--most likely one subject or one period--for a while. While the original proposal was 3-6 months, I think a lot could be accomplished in much less time.

    What is important to note is that the mentor teacher is handing over the reigns of his or her class to the administrator, not writing sub plans to be followed. This is the key to the success of this plan. Every teacher who has ever come to school with the plague rather than write a sub plan can attest--writing sub plans is the WORST! The mentor teacher can be fully committed to his or her time with the beginning teacher knowing that the class is being taught by a qualified instructional leader.

    Now you have a mentor teacher with a chunk of unencumbered time to spend with the beginning teacher in job-embedded professional development. This is an ideal mentoring relationship, which has been shown to be highly effective in improving a beginning teacher's practice and retention to the profession. I don't think I need to go into all the amazing things that can happen with a mentor and a beginning teacher together for this amount of time--co-teaching, modeling, immediate direct feedback, reflection, and the list goes on. If there is one thing I hear from beginning teachers and mentors, it's that they wish they had more time together.

    So will Undercover Boss be the next big wave in schools?  Probably not. But it could be.

    This conversation all started with a clever idea for how to get decision-makers connected to classrooms, but there is much more to this than one idea.
    The important part is the willingness to ask those "what if..." questions.  There are some interesting ideas floating around Teach to Lead, but I would venture to say that there are probably a good many ideas floating around in your head or at your school that are worthy of some "what if..." conversations.

    Have you ever had someone hear you out and appreciate your perspective about how to solve a problem? In many ways, having these "what if" conversations is one way to to connect with each other, if we really listen to each other. Susan Scott writes in her book Fierce Conversations:

    "If we wish to accomplish great things in our organizations and in our lives, then we must come to terms with a basic human need: We must recognize that humans share a universal longing to be known, and being known, be loved."

    Scott goes on to talk about how paying attention, really and truly focusing on the person in the moment, is one way for a person to feel known. Below is an excerpt from Fierce Conversations. Start with Fred Timberlake at the bottom of page 92. Think about how that conversation might look in a school building between teachers, especially a mentor and beginning teacher.




    I can't stop thinking about this sentence. "When someone really asks, we really answer." What a powerful statement about building relationships, empowering teachers, and developing trust.

    Have you had a Fred Timberlake in your life?  Or do you think you might be that person to another teacher?  Tell me about it in the comments below. 

    What Escalators and Broken Pencils Have in Common

    © Benjamin Watson 
    Take a look at this brief video, just first 1:40 really. Listen carefully to the words to see if you hear anything familiar.



    In the world of Cognitive CoachingSM, this stuck-on-the-escalator mentality is called other-directed. The folks who take the initiative to solve their own problems are considered self-directed. As I learned about this idea of other-directed vs. self-directed, I thought a lot about both how this affects both teachers and students.

    The escalator clip made me think about students who don't know what to do when their pencils break. How can they not solve this problem?!?!  But then I remembered that procedure I had about no sharpening pencils while I was teaching...or no talking while I was talking...or staying in their seats. I'd pretty much eliminated all the possible ways to solve the broken pencil problem. All they had left to do was either prepare 20 pencils every morning or wait for me to fix it. I unconsciously sent the message that they must wait for me to do anything and then got frustrated when they followed my directions.

    Consider This: Is there a way I could build a classroom environment that allows students to develop as problem-solvers, but still keeps a community with rules and procedures?

    What about self-directed professionals? In my experience, those who are seen as teacher leaders are probably self-directed. They are often the first to implement innovative strategies in their classrooms, read extensively in areas they would like to improve and seek out answers to solve the challenges they face in their classrooms. Initiative is often regarded as a trait of effective leadership, so it's no coincidence that these self-directed teachers become the leaders in a school.

    It's important to note that these two states are neither ubiquitous, nor fixed.

    It's Not Universal Across All Domains: When you watched this video, did you immediately think of someone you know?  I did. But after a little reflective thinking, I saw some other-directed habits of my own. Being other-directed in one area doesn't mean you can't be self-directed in another. Just ask my fitness trainer, who will be the first to tell you I am very other-directed at the gym. I'm not doing anything until she says so!

    Consider This: In what ways might other-directedness get in the way of my personal or professional goals?


    It's Not a Permanent State: This means that a person can become more self-directed. In my fitness example, self-directedness might look like a working out beyond the times scheduled with a trainer. But what would it take for that to happen?  From my trainer's perspective, it takes education. She shares recipes online, shares the impact of fitness and nutrition on our bodies, and gives me quick exercises I can do when I am not with her. By building my understanding, she hopes to develop my ability to take my own lead.

    Consider This: Think about barriers to self-directedness in a particular area. What might it take to move towards self-directed behavior for yourself, your students, or your colleagues? 

    Knowing that it is possible to become more self-directed means there is room for growth as teachers and as students. How does the school or classroom foster that? Authors Arthur L. Costa and Robert J. Garmston think feedback is crucial to the process. What feedback do you give students to help them become self-directed problem solvers? As a professional, do you feel that being self-directed is appreciated and valued in your school?

    Share your thoughts in the comments. Read more about Costa and Garmston's five forms of feedback here.