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Children in today's world are inundated with information about who to be, what to do and how to live. But what if there was a way to teach children how to manage priorities, focus on goals and be a positive influence on the world around them? The Leader in Meis that programme. It's based on a hugely successful initiative carried out at the A.B. Combs Elementary School in North Carolina. To hear the parents of A. B Combs talk about the school is to be amazed. In 1999, the school debuted a programme that taught The 7 Habits of Highly Effective Peopleto a pilot group of students. The parents reported an incredible change in their children, who blossomed under the programme. By the end of the following year the average end-of-grade scores had leapt from 84 to 94. This book will launch the message onto a much larger platform. Stephen R. Covey takes the 7 Habits, that have already changed the lives of millions of people, and shows how children can use them as they develop. Those habits -- be proactive, begin with the end in mind, put first things first, think win-win, seek to understand and then to be understood, synergize, and sharpen the saw -- are critical skills to learn at a young age and bring incredible results, proving that it's never too early to teach someone how to live well.

In Our Way

United States. Congress. Senate. Committee on Indian Affairs (1993- )

Published: 2011

Total Pages: 102


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Trusting Schools and Teachers: Developing Educational Professionalism Through Self-Evaluation emerged from a series of studies undertaken with teachers at various stages of their careers exploring the impact of a range of evaluation systems on their personal and professional development. The book begins with a comparative analysis of the rise of school and teacher evaluation, charting the trend's conceptual and political influences, and highlights how the concept of self-evaluation has come, for a variety of reasons, to play a surprisingly large role in the emerging approaches to school and teacher evaluation. This is illustrated by a detailed analysis of the emerging system of whole-school evaluation in Ireland. Research indicates that while self-evaluation looms large in the system's theoretical framework, in fact, there is strong evidence that neither schools nor teachers have the expertise required to systematically self-evaluate. This book identifies methodologies designed to empower schools and teachers to become genuinely self-evaluating through the development of research skills in the context of online communities of practice.
In 2011, 25-year corporate veteran Sandy Van Soye had a dream to travel with a purpose. Out of this vision came the Trekking the Planet expedition. Sandy and her husband Darren left their jobs and traveled 14 months to 53 countries on six continents, bringing the subject of geography to life through stories, pictures, and videos from the road. Following their travels were 55,000 students in 20 countries. Darren and Sandy traveled to such places as the Phongsali province of Laos, the countries of Kyrgyzstan and Uzbekistan, the Tigray region of Ethiopia, and the Amazon Rainforest of Brazil. An integral part of their journey was a goal to complete 500 miles of demanding trekking in 12 of the most remote locations on the planet. More than just about their expedition, Trekking the Planet is the story of Sandy's perseverance in making her dream come true. This was put to the test while trekking in difficult conditions, narrowly missing a plane crash in Nepal, and being bitten by a vampire bat in Brazil. This book not only details these challenges, but how the dream of traveling with a purpose ended up giving back in its own special way, changing her life forever.
This book is for educators who believe that schools need to be improved and are hopeful that real change can be achieved. The authors argue that if educators want to create more equitable, socially just, and learner-focused schools, then they need a more robust, transformational theory of school change—an UnCommon Theory. After describing the limits of current school improvement initiatives, the authors explain what is needed to actually engage in deeper school reinvention work. They take a deep dive into the most difficult work that school leaders do: questioning, rethinking, and reinventing the fundamental assumptions upon which our schools are built. The result is a practical book that provides readers with the knowledge and tools needed to do more than just tinker at the edges of school improvement. “This book will serve as a trusty coaching guide. The writing is clear and powerful.” —From the Foreword by Joseph P. McDonald, New York University “Educators contemplating or already on the journey of re-imagining their schools will find comfort and guidance to forge ahead.” —Carl Glickman, The University of Georgia “Can help each of us become the advocates for change that results in a better future for every student in every school.” —Douglas Fisher, San Diego State University “Will support educators to think differently about what it means to not only improve schools, but to move toward sustainable change.” —Kari Thierer, School Reform Initiative
The unwavering culture of continuous improvement efforts to bring about school change has irrevocably changed the role expectations for the school leader. The school leader in the 21st century is increasingly perceived as an instructional leader expected to implement whole-school reform models that can shape teacher practice and influence student outcomes. The significant changes in role expectations for school leaders present considerable challenges to an educational system that was not designed to incorporate these conceptualizations. In light of the increased acceptance of changed leadership expectations, the elements that are needed for developing, supporting, and sustaining instructional leaders who can lead systemic change efforts are frequently not present, are fragmented, or are observed at various developmental stages throughout the pK-20 pipeline. This book is centered on the learning and changed behaviors of school leaders, who engaged in a sustained job-embedded professional learning community, facilitated through a university-district partnership. The learning from the findings, suggested that job-embedded learning with their peers, can be instrumental for these principals to build the capacity to lead systemic change efforts. The findings further suggested that creating conditions for new understanding to occur, and sustained opportunities to apply new learning in context to their role, entailed a collaborative effort by a partnership involving two separate institutions with different priorities. The author makes a case for the educational pipeline, to prioritize the support and understanding of complex systemic change efforts and innovations, as they are linked to school improvement.