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Transcript:
Hi, I will be discussing Fullan’s 6 secrets of change and potential roadblocks. Of course, all of the concepts are significant to creating a successful working place, however, I do have a few that I am particularly bond with more due to personal experiences. Number 1, love your employees. As mentioned by Sheninger, (2014) “Any change process needs a starting point” (p. 53). I had an awful first year experience with a constant revolving door of principals, 3 to be exact, and when I found my new home last year, the principal encapsulate this component so well. Her leadership made me strive to learn more and strive for greatness. Her unconditional love for the school, our staff, and students created a positive, pleasant place to work.
Number 2, connect peers with purpose. Administrators must present their goals to the staff they have in order to increase teacher preparation in order to improve student achievement. If alike goals are shared and discussed, it is likely for an understanding of the steps a person needs to take to accomplish said goals. “The why and how need to be clearly articulated to the staff and they need to be active participants in the change process” (Sheninger, 2014, p. 55)
Number 3, capacity building prevails. This component of change basically states that leadership must go hand in hand with motivation, resources, and competency. Without these things, leadership within the organization will be unorganized and ineffective.
Number 4, learning is the work. “Leaders must not only be creative in finding time for teachers to engage in PD during the day, but they also must consistently model lifelong learning themselves” (Sheninger, 2014, p. 56). If a leader isn’t willing to step out of his or her comfort zone to learn about new trends or practices, why should his staff? Being proactive when it comes to improving the school or the classroom is critical and leaders should be modeling this to set positive expectations for staff.
Number 5, transparency rules. Sheninger (2014) states “ongoing data, access to seeing effective practices, sharing innovation for others to learn from, and embracing digital tools are necessary for success” (p. 56). Basically, if data is discussed openly and honestly, teachers will become to be more comfortable sharing their strengths and weaknesses in order to progress.
Number 6, systems learn. Flexibility and motivation are two major necessities in sculpting leaders who are up to change and influence others in a positive way. Teachers must learn to face adversity with confidence in order to improve professional practice.
A roadblock I would like to touch on is “I don’t have the time for this”. I think this is cruel because what if someone just didn’t have the time for us when we were blossoming to become students and then educators? We change lives. Why not change lives for the positive by making time. Teaching is not just a career choice, it is a lifestyle change. Teachers exhaust themselves to make engaging interactive lesson plans, differentiate, data dig, and attend PD’s to make a difference in students’ lives. In my opinion, if you do not have time, maybe this profession isn’t for you. Make time. Be a life changer because as Sheninger (2014) states “dedicated educators make the time because it is their job” (p. 58).
Sheninger, E. (2014). Digital leadership: Changing paradigms for changing times. Thousand Oaks: Corwin. ISBN-10: 1452276617 ISBN-13: 978-1452276618
samanthapersinger/ee6 