Dr Lyn Sharratt on Learning Walks and Talks. This podcast from Teacher is supported by the Melbourne Graduate School of Education.
Continue your learning to enrich the potential of your students and shape the classroom. Welcome to the first ever Teacher Talks, a podcast event hosted by Teacher magazine, and proudly brought to you by our podcast supporter, the Melbourne Graduate School of Education. My name is Rebecca Vukovic, I’m Deputy Editor of Teacher magazine, and it is my pleasure to share with you the very special interview we recorded in Melbourne in front of a live audience of teachers and school leaders.
Our guest, Dr Lyn Sharratt, is a highly accomplished practitioner, researcher, author and presenter. She holds a doctorate from the University of Toronto, and coordinates the doctoral internship program in the Leadership, Higher and Adult Education Department at the Ontario Institute for Studies in Education. In this episode, I sit down with Lyn to discuss one specific leadership approach, Learning Walks and Talks. Educational Leadership:Feedback for Learning:Seven Keys to Effective Feedback.
Visible Leadership. “it is what you read when you don’t have to that determines what you will be when you can’t help it.” - Oscar Wilde I have a tendency to keep anywhere from ten to twenty books going at any one time.
I often find myself pulled in many different directions on what I want to read on any given day. So whether it is the ‘whatever strikes my fancy’ to the need to know this for my work or those I lead…reading is just a natural part of my day. I actually feel unnatural when I don’t have a book with me. With that said, a recent round of literature purchases landed a copy of John Hattie’s “Visible Learning for Teachers: Maximizing Impact on Learning” on my desk.
Hattie’s preface to “Visible Learning for Teachers” sets the stage for the questions that we will be required to grapple with throughout the volume. While Hattie apparently focuses on the teacher…I would like to approach “visible learning” from a different perspective. So let’s start there. And what a grand idea it is! Incredible! Did you make a DIFFERENCE this year? « Learning to Lead, Inspiring to Change. As many of my readers may know, June 29th marked the completion of my first year as a Principal.
To say that it was a journey or an adventure would be an understatement. There are many things that I learned about being a Principal that I would never have imagined are the responsibilities and the requirements to ensuring that a school is operational. Leading Views: Four Leadership Imperatives. In The Performance Pipeline author Stephen Drotter describes a pipeline model that helps leaders at all levels address four leadership imperatives.
The Performance Pipeline model focuses attention on each layer's results and on the interconnectedness of the layers. Leaders at every level need to think more broadly, find new methods, provide greater clarity, and enable sharper focus. These must become the guiding ideas for leaders at all levels. Delivering the right results at the right time in the right way has to be primary, and new tools and practices are required to do it. Sharing. Learning. Leading. 7 Habits of Highly Effective Tech-leading Principals. Leadership | In Print Page 5 of 7 7 Habits of Highly Effective Tech-leading Principals 5.
Locate and Provide Adequate Resources The Expert's Perspective: Farrace: "Nobody should be going to the board of ed saying we're going to get iPads for every student. "That has to include 1-to-1, and that has to include connective technologies, the ability to collaborate with people across time and space. "It really is about the learning. 8 Ways to Create Great Meetings. Poorly run meetings start in the wrong place and end up rushed before they’re done.
Right place: Leave inconsequential items for the end. Deal with big items at the beginning. I’m tempted to check off a few quick agenda items before digging into the meat of meetings. It’s seductive but ineffective and inefficient. Don’t prioritize insignificant agenda items by placing them first. Starting with insignificant issues raises their significance. Better to rush through less consequential items – at the end – than substantive issues. The top item on your agenda should be: Biggest problem.Best opportunity.Grandest goal.Greatest issue. Meetings are dangerous because talking feels like action but it isn’t.
What if: What if biggest problems can’t be fully solved? What if best opportunities can’t be fully leveraged? What if grandest goals can’t be immediately reached? The best action at meetings is assigning actions. 8 ways to run great meetings: What tips or strategies create great meetings? Like this: The Power of the Principal - Finding Common Ground.