Teacher & Edu Staff Appreciation Day/Week – Thank You #Engage109

This is teacher, nurse, educational support staff (and administrator) appreciation week! We can never say thank you enough to our educators!! THANK YOU!

I’m sharing a quote I have held closely for many years and I’m sharing two notes I recently sent the DPS109 community.

“How important it is for us to recognize and celebrate our heroes and she-roes.”
Maya Angelou


Dear District 109 Families and Community Members,

At its last meeting, the Board of Education declared Tuesday, May 9, 2017 as Teacher Appreciation Day in District 109. Please join the Board of Education and the District administration team in applauding our teachers and all of the educators and support staff throughout District 109 who work so hard each day. We have high-achieving, nationally recognized, innovative, warm and welcoming schools because amazing teachers engage, inspire and empower our students – your children, grandchildren, and the children of your friends and neighbors!

I encourage you to find a way to show your support to your favorite teacher, or any school staff member who makes a difference in the lives of the children in our community. Whether you write a heartfelt, handwritten note, have your child create a work of art, or just go out of your way to say a personal “Thank you,” you are giving a great gift. They deserve all the thanks that we can shower upon them!

Sincerely,
Mike


“If we neglect our gifts and talents, they, like an unused muscle, will atrophy and waste away.”  Stephen Covey

Dear District 109 Teachers and Staff,

The Board of Education recently approved our 2017 Strategic Plan. The planning process was both reflective and forward thinking, and very eye-opening to me. I realized how much we have accomplished in four short years.  I also acknowledge and thank you for being open to change. I know that’s not easy. Your leaps of faith and constant hard work have allowed our students to thrive, and schools to achieve local, regional and national recognition. In the strategic planning process we should all be proud of the input and impact of that input. Your voices and your input helped shape the goals, objectives and plans. I look forward to working with you and for you to achieve our goals in the coming years.

On April 24, the Board of Education declared Tuesday, May 9, 2017 Teacher Appreciation Day in District 109. The community will celebrate you throughout the week. To show our thanks, the District administration and Board will provide a gift and special treat at some point during the week. They are small tokens of our boundless appreciation of you and your continual work to engage, inspire and empower our students, their parents, your colleagues, and our community.

So THANK YOU, from me personally, and from the Board of Education and District leaders, for allowing us to work with the best team of educators in the nation.

Sincerely,
Mike

Our New Strategic Plan – #engage109

“If you want extraordinary results you must put in extraordinary effort.”
– Cory Booker

On Monday, April 24, 2017, the Board of Education of the Deerfield (IL) Public Schools District 109 approved the 2017 Strategic Plan! This new plan is the outgrowth of focus groups, interviews, surveys, studies, analysis, and leadership. More than 1700 voices have been heard as part of this process.

We have a Portrait of a Graduate, a mission, vision, guiding principles, goals and objectives.

This is the District’s Guiding Document! All actions, plans, initiatives, plans, programs and reviews will be aligned with and measured against this plan and its components.

 

From my letter to the community in the Plan:

On behalf of the Board of Education, I am proud to present the 2017 Strategic Plan. We developed this plan with input from more than 1,700 people in our community through interviews, focus groups, surveys, data analysis and student performance.

Those 1,700 people included representatives from the following stakeholder groups: teachers, parents, students, support staff, community members, business leaders, government leaders, administrators and members of the Board of Education.  The plan lays out the mission, vision, portrait of a graduate, guiding principles goals and objectives. This plan will guide our work on behalf of the children we serve. The three broad goals to which the objectives are aligned clearly share that which we value: Limitless learning experiences for ALL children.

The 2017-18 school year will mark the first year of implementation of this plan.  I look forward to working with our entire community as we embark on shaping the future of education in the Deerfield Public Schools. Thank you for your continued support as we continue to Engage, Inspire, Empower our students, each other, and our entire community.

We take the concept of limitless learning experiences for ALL children very seriously. We do believe that the current, 19th Century structures serve many of our students and families (it’s familiar and it’s a system that is not completely broken). But, there are more and more students for whom the current system simply does not work. There are more and more students for whom the current structures block their growth and potential. Just because the systems have worked for more than a century does not believe we have to continue them blindly with no options.

This current Strategic Plan allows us to move beyond the 19th Century structures. We can move beyond our 20th Century accomplishments and struggles. We can move forward in this current 21st Century with vision, mission, “the end in mind” and options!

The three goals form the umbrella of the driving forces toward our future – a future where we design, create, implement, and evaluate Limitless learning experiences for ALL children.

Tied to these goals we have six objectives each for a total of eighteen objectives. The objectives were vetted by members of the Board of Education, our research partners ECRA Group, and the Leadership Team (assistant superintendents, principals, associate/assistant principals, executive directors, directors coordinators, etc).

Tied to these eighteen objectives we have formulated eighteen action plans! We’ll tie our work to this plan. We’ll align our work to these objectives. We’ll report more throughout the next few years. In three years we’ll review the entire plan to see what is still relevant. Annually we’ll report on progress, planning, and evaluation. This will be a LIVE plan – not a plan that sits on a binder.

 

 

 

Video Podcast Interview Collaborating with your Administrators on Professional Development Goals

“The key to successful leadership today is influence, not authority.”
– Ken Blanchard

Recently I was on a video podcast interview with other educational leaders around the country. On the episode of the TechEducator Podcast I was one of three administrators interviewed with technology coaches & educators on the importance of having a strong relationship between the principal (or admin) and the technology coach. It was a great conversation about
leadership, technology, training, support, culture, relationships, recent leadership books, and overall educational excellence.

It was a treat joining Jeff, Sam and Jennifer!

The TechEducator Podcast is a weekly round table discussion about current topics in educational technology.

For more information, please visit www.techeducatorpodcast.com.

TechEducatorPodcast.com

Follow us Live on Video: http://www.TeacherCast.tv
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Hashtag: #TechEducator

Hosts
Jeff Bradbury – TeacherCast.net – @TeacherCast
Sam Patterson – MyPaperlessClassroom.com – @SamPatue
Jennifer Judkins – TeachingForward.net – @JennJudkins

The video is shared at http://www.teachercast.net/2017/04/25/collaborating-with-administrators/

The video may start in the middle, if it does, just slide it back to the start.

About Our Guests

Jennifer Schwanke

Jen Schwanke began her career as a language arts educator eighteen years ago. She has worked at both the elementary and secondary level as a teacher and administrator. A graduate instructor in educational leadership, she has written frequently for
literacy and educational publications and presents at literacy and leadership conferences. She is the author of the book, You’re The Principal: Now What? Strategies and Solutions for New School Leaders.

Michael Lubelfeld, Ed.D.

Mike currently serves as the superintendent of schools in the Deerfield, IL Public Schools (District 109). Mike earned his Doctor of Education in curriculum and instruction from Loyola University of Chicago, where his published dissertation was on Effective Instruction in Middle School Social Studies. He is also on the adjunct faculty at National Louis University in the Department of Educational Leadership. Mike has earned an IASA School of Advanced Leadership Fellowship and he has also graduated from the AASA National Superintendent Certification Program. He can be found on Twitter at @mikelubelfeld and he is the co-moderator of #suptchat – the superintendent educational chat on Twitter. He and Nick Polyak co-authored The Unlearning Leader: Leading for Tomorrow’s Schools Today (2017 Rowman & Littlefield). Mike has been married to his wife Stephanie for the past 13 years and they have two children.

Email: lubelfeldm@gmail.com
Twitter: @mikelubelfeld
District on Twitter: @DPS109
District Hashtag: #Engage109
Voxer: mikelubelfeld
Periscope: @mikelubelfeld
LinkedIn: Michael Lubelfeld
Nick Polyak, Ed.D.

Dr. Polyak is the proud superintendent of the award-winning Leyden Community High School District 212. He earned his undergraduate degree from Augustana College in Rock Island, IL, his Masters from Governors State University, and his Ed.D. from Loyola University Chicago. Nick has been a classroom teacher and coach, a building and district level administrator, a School Board member, and a superintendent for the past seven years in both central Illinois and suburban Chicago. Nick has earned an IASA School of Advanced Leadership Fellowship and he also graduated from the AASA National Superintendent Certification Program. He can be found on Twitter at @npolyak and he is the co-moderator of #suptchat – the superintendent educational chat on Twitter. Nick has been married to his wife Kate for the past 16 years and they have four children.

Email: nickpolyak@gmail.com
Twitter: @npolyak
District on Twitter: @leydenpride
District Hashtag: #leydenpride
Voxer: npolya154
Periscope: @npolyak
LinkedIn: Nick Polyak
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What is your Longpath? Thinking about the Future – TED Talk – #engage109

“Make sure your worst enemy doesn’t live between your own two ears.”
– Laird Hamilton

In this post I’m sharing a TED talk that I enjoyed, and I believe serves as a good reminder for our fast “immediate” world. Ari Wallach’s talk caused me to think about reflection, he asks …”to what end”, how far out do we think? The speaker, Ari Wallach has a good message. Reactions/Responses are always welcome.

Tomorrow I’m joining hundreds of other Illinois Superintendents with Tweets, emails, blog posts, etc. in support of a LONG TERM IL funding solution; for too long we in IL Education have been victims of the short term.

Transcript:
So I’ve been “futuring,” which is a term I made up —
0:15
(Laughter)
0:16
about three seconds ago. I’ve been futuring for about 20 years, and when I first started, I would sit down with people, and say, “Hey, let’s talk 10, 20 years out.” And they’d say, “Great.” And I’ve been seeing that time horizon get shorter and shorter and shorter, so much so that I met with a CEO two months ago and I said — we started our initial conversation. He goes, “I love what you do. I want to talk about the next six months.”
0:44
(Laughter)
0:47
We have a lot of problems that we are facing. These are civilizational-scale problems. The issue though is, we can’t solve them using the mental models that we use right now to try and solve these problems. Yes, a lot of great technical work is being done, but there is a problem that we need to solve for a priori, before, if we want to really move the needle on those big problems. “Short-termism.” Right? There’s no marches. There’s no bracelets. There’s no petitions that you can sign to be against short-termism. I tried to put one up, and no one signed. It was weird.
1:26
(Laughter)
1:28
But it prevents us from doing so much. Short-termism, for many reasons, has pervaded every nook and cranny of our reality. I just want you to take a second and just think about an issue that you’re thinking, working on. It could be personal, it could be at work or it could be move-the-needle world stuff, and think about how far out you tend to think about the solution set for that.
1:52
Because short-termism prevents the CEO from buying really expensive safety equipment. It’ll hurt the bottom line. So we get the Deepwater Horizon. Short-termism prevents teachers from spending quality one-on-one time with their students. So right now in America, a high school student drops out every 26 seconds. Short-termism prevents Congress — sorry if there’s anyone in here from Congress —
2:23
(Laughter)
2:25
or not really that sorry —
2:27
(Laughter)
2:29
from putting money into a real infrastructure bill. So what we get is the I-35W bridge collapse over the Mississippi a few years ago, 13 killed. It wasn’t always like this. We did the Panama Canal. We pretty much have eradicated global polio. We did the transcontinental railroad, the Marshall Plan. And it’s not just big, physical infrastructure problems and issues. Women’s suffrage, the right to vote. But in our short-termist time, where everything seems to happen right now and we can only think out past the next tweet or timeline post, we get hyper-reactionary.
3:07
So what do we do? We take people who are fleeing their war-torn country, and we go after them. We take low-level drug offenders, and we put them away for life. And then we build McMansions without even thinking about how people are going to get between them and their job. It’s a quick buck.
3:25
Now, the reality is, for a lot of these problems, there are some technical fixes, a lot of them. I call these technical fixes sandbag strategies. So you know there’s a storm coming, the levee is broken, no one’s put any money into it, you surround your home with sandbags. And guess what? It works. Storm goes away, the water level goes down, you get rid of the sandbags, and you do this storm after storm after storm. And here’s the insidious thing. A sandbag strategy can get you reelected. A sandbag strategy can help you make your quarterly numbers.
4:05
Now, if we want to move forward into a different future than the one we have right now, because I don’t think we’ve hit — 2016 is not peak civilization.
4:15
(Laughter)
4:16
There’s some more we can do. But my argument is that unless we shift our mental models and our mental maps on how we think about the short, it’s not going to happen.
4:27
So what I’ve developed is something called “longpath,” and it’s a practice. And longpath isn’t a kind of one-and-done exercise. I’m sure everyone here at some point has done an off-site with a lot of Post-It notes and whiteboards, and you do — no offense to the consultants in here who do that — and you do a long-term plan, and then two weeks later, everyone forgets about it. Right? Or a week later. If you’re lucky, three months. It’s a practice because it’s not necessarily a thing that you do. It’s a process where you have to revisit different ways of thinking for every major decision that you’re working on. So I want to go through those three ways of thinking.
5:08
So the first: transgenerational thinking. I love the philosophers: Plato, Socrates, Habermas, Heidegger. I was raised on them. But they all did one thing that didn’t actually seem like a big deal until I really started kind of looking into this. And they all took, as a unit of measure for their entire reality of what it meant to be virtuous and good, the single lifespan, from birth to death. But here’s a problem with these issues: they stack up on top of us, because the only way we know how to do something good in the world is if we do it between our birth and our death. That’s what we’re programmed to do. If you go to the self-help section in any bookstore, it’s all about you. Which is great, unless you’re dealing with some of these major issues. And so with transgenerational thinking, which is really kind of transgenerational ethics, you’re able to expand how you think about these problems, what is your role in helping to solve them.
6:12
Now, this isn’t something that just has to be done at the Security Council chamber. It’s something that you can do in a very kind of personal way. So every once in a while, if I’m lucky, my wife and I like to go out to dinner, and we have three children under the age of seven. So you can imagine it’s a very peaceful, quiet meal.
6:30
(Laughter)
6:32
So we sit down and literally all I want to do is just eat and chill, and my kids have a completely and totally different idea of what we’re going to be doing. And so my first idea is my sandbag strategy, right? It’s to go into my pocket and take out the iPhone and give them “Frozen” or some other bestselling game thing. And then I stop and I have to kind of put on this transgenerational thinking cap. I don’t do this in the restaurant, because it would be bizarre, but I have to — I did it once, and that’s how I learned it was bizarre.
7:09
(Laughter)
7:10
And you have to kind of think, “OK, I can do this.” But what is this teaching them? So what does it mean if I actually bring some paper or engage with them in conversation? It’s hard. It’s not easy, and I’m making this very personal. It’s actually more traumatic than some of the big issues that I work on in the world — entertaining my kids at dinner. But what it does is it connects them here in the present with me, but it also — and this is the crux of transgenerational thinking ethics — it sets them up to how they’re going to interact with their kids and their kids and their kids.
7:47
Second, futures thinking. When we think about the future, 10, 15 years out, give me a vision of what the future is. You don’t have to give it to me, but think in your head. And what you’re probably going to see is the dominant cultural lens that dominates our thinking about the future right now: technology. So when we think about the problems, we always put it through a technological lens, a tech-centric, a techno-utopia, and there’s nothing wrong with that, but it’s something that we have to really think deeply about if we’re going to move on these major issues, because it wasn’t always like this. Right? The ancients had their way of thinking about what the future was. The Church definitely had their idea of what the future could be, and you could actually pay your way into that future. Right? And luckily for humanity, we got the scientific revolution. From there, we got the technology, but what has happened — And by the way, this is not a critique. I love technology. Everything in my house talks back to me, from my children to my speakers to everything.
8:55
(Laughter)
8:58
But we’ve abdicated the future from the high priests in Rome to the high priests of Silicon Valley. So when we think, well, how are we going to deal with climate or with poverty or homelessness, our first reaction is to think about it through a technology lens. And look, I’m not advocating that we go to this guy. I love Joel, don’t get me wrong, but I’m not saying we go to Joel. What I’m saying is we have to rethink our base assumption about only looking at the future in one way, only looking at it through the dominant lens. Because our problems are so big and so vast that we need to open ourselves up.
9:40
So that’s why I do everything in my power not to talk about the future. I talk about futures. It opens the conversation again. So when you’re sitting and thinking about how do we move forward on this major issue — it could be at home, it could be at work, it could be again on the global stage — don’t cut yourself off from thinking about something beyond technology as a fix because we’re more concerned about technological evolution right now than we are about moral evolution. And unless we fix for that, we’re not going to be able to get out of short-termism and get to where we want to be.
10:18
The final, telos thinking. This comes from the Greek root. Ultimate aim and ultimate purpose. And it’s really asking one question: to what end? When was the last time you asked yourself: To what end? And when you asked yourself that, how far out did you go? Because long isn’t long enough anymore. Three, five years doesn’t cut it. It’s 30, 40, 50, 100 years.
10:45
In Homer’s epic, “The Odyssey,” Odysseus had the answer to his “what end.” It was Ithaca. It was this bold vision of what he wanted — to return to Penelope. And I can tell you, because of the work that I’m doing, but also you know it intuitively — we have lost our Ithaca. We have lost our “to what end,” so we stay on this hamster wheel. And yes, we’re trying to solve these problems, but what comes after we solve the problem? And unless you define what comes after, people aren’t going to move. The businesses — this isn’t just about business — but the businesses that do consistently, who break out of short-termism not surprisingly are family-run businesses. They’re transgenerational. They’re telos. They think about the futures. And this is an ad for Patek Philippe. They’re 175 years old, and what’s amazing is that they literally embody this kind of longpathian sense in their brand, because, by the way, you never actually own a Patek Philippe, and I definitely won’t —
11:41
(Laughter)
11:42
unless somebody wants to just throw 25,000 dollars on the stage. You merely look after it for the next generation.
11:49
So it’s important that we remember, the future, we treat it like a noun. It’s not. It’s a verb. It requires action. It requires us to push into it. It’s not this thing that washes over us. It’s something that we actually have total control over. But in a short-term society, we end up feeling like we don’t. We feel like we’re trapped. We can push through that.
12:13
Now I’m getting more comfortable in the fact that at some point in the inevitable future, I will die. But because of these new ways of thinking and doing, both in the outside world and also with my family at home, and what I’m leaving my kids, I get more comfortable in that fact. And it’s something that a lot of us are really uncomfortable with, but I’m telling you, think it through. Apply this type of thinking and you can push yourself past what’s inevitably very, very uncomfortable.
12:47
And it all begins really with yourself asking this question: What is your longpath? But I ask you, when you ask yourself that now or tonight or behind a steering wheel or in the boardroom or the situation room: push past the longpath, quick, oh, what’s my longpath the next three years or five years? Try and push past your own life if you can because it makes you do things a little bit bigger than you thought were possible.
13:19
Yes, we have huge, huge problems out there. With this process, with this thinking, I think we can make a difference. I think you can make a difference, and I believe in you guys.
13:34
Thank you.
13:35
(Applause)

The Rear View Camera – Powerful Invention & Metaphor for Leading #engage109

“Don’t bother just to be better than your contemporaries or predecessors. Try to be better than yourself.”
– William Faulkner, American writer and Nobel Prize laureate

One of the coolest inventions of the modern times is the rear view camera. It’s safe: the rounded view shows people and images as they approach. The camera is also integrated into other safety features like “collision avoidance”. In my car (a VW Passat) for example, if I am going in reverse while a person/vehicle is moving behind me, if I don’t brake – the car brakes automatically!


History of Back Up Cameras (from Wikipedia):

he first backup camera was used in the 1956 Buick Centurion concept car, …. The vehicle had a rear-mounted television camera that sent images to a TV screen in the dashboard in place of the rear-view mirror.[8] The first production automobile …was the 1991 Toyota Soarer Limited ..The system was discontinued in 1997. In April 2000, Nissan’s Infiniti …introduced the RearView Monitor on the 2002 Q45 flagship sedan at the 2000 New York International Auto Show. .. operated from a license-plate-mounted camera in the trunk that transmitted a mirrored image to an in-dash (7-inch) LCD screen. It was available as optional equipment upon North American market launch in March 2001.[9][10] The 2002 Nissan Primera introduced the RearView Monitor backup camera system to territories outside Japan and North America.


In addition to the artificial intelligence “seeing” possible safety issues and “taking over” the automobile preventing accidents and injury (and being really cool technology); there is something powerful from a leadership perspective as well.

From a leadership perspective, the rearview camera can be a metaphor about being able to learn from the past (behind) to guide us with confidence. The camera let’s the driver see behind himself in order to guide and direct his actions and behavior. The rearview camera allows a driver to back up into a parking spot safely, accurately, with confidence and with more safety than the mirrors or eyesight (vision) of the driver (leader).

Philosopher George Sanatayana is credited with the quote: Those who cannot remember the past are condemned to repeat it.

Think about it: the past is represented by the rearview camera- images and sometimes hazards looking behind us/the camera guides are actions and driving with accuracy, with guidelines, with support—the rear view camera is a powerful invention & metaphor for leading. Be sure to look back in order to guide your forward! As we lead our organizations forward and as we forge new and better futures for those we serve, it’s incumbent upon us to honor the past and learn from and seek guidance from the experiences of the past (as guidance) so we learn and create new future realities!

Technology is not always new (first back up camera 1956) and our ideas are not always new (stay in education long enough and the pendulum swings back and forth). The juxtaposition of looking back to move forward resonates with me just like the accuracy and confidence of backing up into a parking spot using only the camera and the screen (technology and not my mirrors); and the accuracy and confidence we can lead forward is in front (or in back) of us with support. New and better is innovation.

Innovation is the greatest invention of the present – the gift we leaders provide to those we serve.


Modern technological advances can represent efficiencies that reflect the past, explain or define the present, and help support our leadership for the future.

I welcome your feedback, comments, ideas, reactions!