Social Ecology: Creating Voracious Learners
“The starting point for management can no longer be its own product or service, and not even its own market and its known end-users for its products and services. The starting point has to be what customers consider value. The starting point has to be the assumption – an assumption amply proven by all our experience.” ~ Peter Drucker
Peter Drucker fancied himself a social ecologist. This was a person who attempts to spot major future trends in society that are discernible but not widely understood (Maciariello, 2014). I would posit that these persons are also pioneers, but that pioneers many times don’t do the social ecologist part. Drucker had a methodology the social ecologist should follow for the creation of emerging institutions that included four parts:
- Understanding their function
- Understanding the disruptions they create for existing institutions
- Thinking through how they could be made to function effectively
- Thinking how the new institution will have a constructive impact on society
As a pioneer who tries to practice artful leadership this really hit home for me. We need to make sure that in education we take the time as begin new, innovative, and disruptive innovations to really think through and strategically think about Drucker’s methodology. We must also diffuse innovation throughout the entire education system to those affected by emerging trends and help them to capitalize on those trends. We must become a “teaching education system,” one devoted to the diffusion of innovation. 
This week’s lesson in A Year With Peter Drucker prompted me to put Everett Roger’s seminal book, Diffusion of Innovations (2003) on my book reading list. Roger’s book is the standard reference on how innovations spread throughout a social system. I cannot wait to read this book! In order for our innovations which will create disequilibrium to become viable and do all the good possible we must become “voracious learners” (Jim Mellado in Maciariello, 2014, p. 301). This is key to spreading new ideas and innovations to the majority that need them the most.
“The adoption of an innovation usually follows a normal, bell-shaped curve when plotted over time on a frequency basis.” ~ Everett Rogers in Diffusion of Innovations, p. 272
We must consider abandoning unjustifiable products and activities; set goals to improve productivity, manage growth, and developing our people. This will create resources to explore and undertake new innovations. We must not forget, however, to employ Drucker’s methodology as social ecologists and become voracious learners.
Maciariello (2014) had three great practicum prompts for this: “What are the risks of being an early adopter of innovations?” What are the risks of being a laggard?” “Where is the optimal place for you and your organization to be on the innovation diffusion curve?” Make plans to get there. 
Reference
Maciariello, J. A. (2014). A year with Peter Drucker: 52 weeks of coaching for leadership effectiveness. New York, NY: HarperCollins Publishers.
Everett, Roger, M. (2003). Diffusion of innovations (5th Edition). New York, NY: Free Press.
Finding & Implementing Best Practices
“So I began this concept of Just For Kids, an effort that, to me, raises the essence of the {education} problem: too often no one is focused on the needs of the education establishment, whether it is the teachers union, or administrators, or this group or that group; or it’s this group that wants school prayer, or this group that wants something else. Very seldom are things really looked at from the viewpoint of the child.” ~ Tom Luce, Founder of Just For Kids, speaking to Peter Drucker
One of the problems with public education is that sometimes people do not approach the issue from a systems-wide approach. Additionally there must be an easier, more efficient way of diffusing knowledge and innovation. In the entry this week in A Year With Peter Drucker it is discussed how educators and educational leaders do not learn everything they need to know in the schools of education (Maciariello, 2014). I don’t believe this is new to any of us in education, but I’m not sure we’ve done everything we can about it.
It is also worth noting again, as I did in my post Multidimensional Missions: Don’t Create A Flea Circus, it is necessary to meet the needs of a number of separate stakeholder groups, and meeting these needs very often requires leaders to make trade-offs. You have to affect the delivery system but you also have to affect the political environment, you have to also deal with public opinion. Sometimes, if we are honest, we also become smug and self-satisfied inward looking school systems (Maciariello, 2014). This is why having an accountability system that is appropriate and student-centered is so very important.
Education in the knowledge society is much too important to be left for schools to do alone. All institutions of society should be involved in continuous learning and teaching. Technology should be used as a tool to increase the effectiveness of education. The technology will be significant, but primarily because it should force us to do new things rather than do the same old things better (Maciariello, 2014). Technological advances in education should allow more time for our teachers to individualize instruction for our students by identifying strengths and weaknesses. We should also use technology to make professional growth opportunities more available and find better ways to share innovation.
Innovations in the form of best practice dos and don’ts must be diffused through the educational system.
Reference
Maciariello, J. A. (2014). A year with Peter Drucker: 52 weeks of coaching for leadership effectiveness. New York, NY: HarperCollins Publishers
Teacher of the Year Learning Continues in 2015!
Today was one of my favorite days of the year. As an Indiana Teacher of the Year, I was part of the selection committee for the 2015 Indiana Teacher of the Year. Today we held the interviews for the top 10 finalists. As always, I was inspired! Click here to see the listing of this year’s top 10. I am so inspired each year by how great these teachers are and come away refreshed and rejuvenated as a school leader. During the interview I take copious notes to inform our decision making at the end of the day, but also take personal notes that I use for my own professional growth. Last year I wrote a post entitled Teacher of the Year Learning and this year I thought I would do the same. For this year’s post I am going to provide you a bullet point list of all the comments, phrases, and learning that I jotted down today.
Here is the list:
- We must match teacher goals to individualized professional development
- What steps should be taken to reach the goals?
- Implementation plan
- Feedback needs to be provided regarding progress toward goals
- Purposefully select books for libraries that give a window to the world
- “One of the things that makes me, me is…”
- “I’m either going to fail forward, or being totally successful!”
- “I’m just as much a learner as they [students] are.”
- “I [teacher] lead sometimes, and they [students] lead sometimes.”
- We should be blogging our thoughts instead of just journal-ling
- Use formative assessments before even approaching summative assessments – this needs to be balanced
- Diversity is not always visible
- Teacher effectiveness starts at the local school – the school must have a process that supports growing highly effective teachers and teacher leaders
- The community drives instruction
- Share the gifts that you have
- Read the book: 7 Habits of Happy Kids
- Read the book: Mindsets in the Classroom
- “Clustering” – bringing in students who aren’t quite ready for the High Ability program, but are close and need extra attention to get them there
- We need to make students feel welcome and loved
- We need to be writing from different points of view and exposing students to writing from different points of view
- Twice Exceptional Students – high ability students who also have learning disabilities
- “Teachers are effective if inspired” (my favorite quote of the day – I tweeted it)

- “Let me make a theme out of all of this”
- Blogging our journey
- If you cannot adapt to changes you will not be successful
- “Subject matter is important, but one to one contact and relationships are most important. Remember, what you are teaching today may not be the most important thing happening in a particular student’s life today”
- Ask your students: “What am I doing that is irrelevant?”
- You can’t put everyone in a box, you must individualize the instruction
- Find the students’ strengths and weaknesses
- “I evaluate myself every day”
- “Shine On”
- “Make kids first and everything else second”
- “Immediate feedback should be innate in everything we do”
- We need to love all the different experiences students bring to our classrooms
- Teacher effectiveness measures – ask the kids
- We need our students to do “authentic reading”
- We must be immersed in what matters
- We must create an environment where we have an investment in each other – this will build a true TEAM
- As a coach/mentor – the goal should be to work yourself out of a job
- We should have less required collaboration and more spontaneous/unstructured collaboration
- Poverty is the biggest issue facing education today
- Choice based classrooms –
Give students the opportunity to explore what they are interested in. Help them ask powerful questions. Give them time to explore. Students should be able to share what they have learned in a compelling way.” ~ George Couros
- We need to bookend creative lessons
Need I say more? Again, congratulations to this year’s Indiana Teacher of the Year finalists and thanks for inspiring me today!
Converting Missions To Results
If effectively managed, social sector organizations are powerful vehicles for meeting human needs and for alleviating human suffering. They could also fulfill the needs of their volunteers for individual achievement and citizenship within a community. Sometimes we forget about the individual needs of the volunteers. This is why it is so important to have a clear mission and vision of the organization. Because these volunteers are desiring to achieve and bring good to the organization it is very important that nonprofits define performance measures congruent with the results and with their mission.
This week’s entry in A Year With Peter Drucker (Maciariello, 2014) deals with the fact that Peter Drucker believed the Salvation Army to be the most effective organization for meeting human needs and for developing its volunteers.
“The Salvation Army is by far the most effective organization in the U.S. No one even comes close to it in respect to clarity of mission, ability to innovate, measurable results, dedication and putting money to maximum use…. They know how to work with the poorest of the poor and the meanest of the mean.” ~ Peter Drucker
The management process for The Salvation Army has strong alignment. The mission is converted to results for each program. Results are in turn supported by appropriate performance measures. Programs are evaluated periodically and resources are allocated to those most deserving, on the basis of performance and need.
Programs that no longer serve their original intent are abandoned (Maciariello, 2014). We could all improve the organizations we lead by taking these pages out of the The Salvation Army’s play book. For me the big takeaway was the need to convert my organization’s mission statement and the mission of the stakeholders to a definition of results for our organization and for each programmatic activity we are undertaking. Then develop appropriate performance measures for each of our direct result areas. Then the essential question becomes: How close are these new measures to existing result areas and performance measures? What changes, if any, should be made?
Reference
Maciariello, J. A. (2014). A year with Peter Drucker: 52 weeks of coaching for leadership effectiveness. New York, NY: HarperCollins Publishers.
Multidimensional Missions: Don’t Create a Flea Circus!
“If you focus on short-term results, they will all jump in different directions. You will have a flea circus – as I discovered during my own dismal failure some forty years ago as an executive in an academic institution… What I learned was that unless you integrate the vision of all the constituencies into the long-range goal, you will soon lose support, lose credibility, and lose respect… I began to look at non-profit executives who did successfully what I unsuccessfully tried to do. I soon learned that they start out by defining the fundamental change that the non-profit institution wants to make in society and in human beings; then they project that goal onto the concerns of each of the institutions constituencies.” ~ Peter F. Drucker
As a school leader, the entry entitled “Accommodating Various Constituencies in a Mission” in A Year With Drucker (Maciariello, 2014) really hit home with me. We know that single-purpose institutions tend to be the most effective. Yet as a school leader, and for the leaders of many organizations, it is necessary to meet the needs of a number of separate groups, and meeting these needs very often requires leaders to make trade-offs. I have always compared it to a train station roundabout where the engine sits on a rotating swivel and there are many tracks leading out. As a school leader I have all of those tracks to serve as stakeholders. Some of those stakeholders include: students, parents, charter authorizer, state, state department of education, education management company, school board, teachers, taxpayers, and the list goes on and on. As a school leader this list of at least nine constituencies sees the school a little differently. Make no mistake, each of these stakeholders is crucial to the success of the school. In my case, it even gets tougher when turning a school around. There are short-term gains that must be met, but sometimes it seems those gains are at the expense of long-term gains. How then can the leader reconcile the demand for short-term performance with the demand to care for tomorrow? 
First of all, it is important for leaders to consider both the present and the future; both the short run and the long run (Maciariello, 2014). A decision is irresponsible if it risks disaster this year for the sake of a grandiose future. Likewise, if the future is risked for short-term gains; that decision is irresponsible as well. Leaders must meet the critical needs of the future (Maciariello, 2014). Leaders of all organizations must try hard to reconcile the interests of each of their constituents as they manage the short-term and long-term interests of the organization. It is very difficult to reconcile these conflicting interests of constituents around short-term goals, but much easier for leaders to integrate them around the long-term vision of the organization. A clear vision is essential, but when you deal with so many constituencies it is very difficult to stay balanced in the present and future.
For success, there must be a unified, clear vision and mission for the organization. In the past this vision and mission were much easier for schools. The mission was to learn to read and do multiplication tables. Now, the vision is much broader and includes such things as development of character, personality, social tasks, citizenship, et cetera (Maciariello, 2014). Nothing wrong with any of these things, but it has sparked the argument of what learning means. Our unifying focal point has been lost (Maciariello, 2014). With so many goals to accomplish, it is hard for the organization to function according to a unified mission.
I really like how Maciariello (2014, p. 277) ties all of this together with essential questions and would like to close with these:
“List the constituents whose needs you must satisfy in your position and in your organization. How are you meeting the needs of each constituent person or group? Which demands of these various groups conflict in the short term? Can these demands be reconciled in the longer-term goals of your organization? List the constituents again. Try to reconcile the interests of each one in your long-term goals. Which, if any, cannot be reconciled with these goals? Can you release yourself and the organization from the responsibility of meeting the irreconcilable interests of these constituents?
Reference
Maciariello, J. A. (2014). A year with Peter Drucker: 52 weeks of coaching for leadership effectiveness. New York, NY: HarperCollins Publishers.
Got Mission?
I am a little behind in entering my weekly posts on the weekly lessons in A Year With Peter Drucker: 52 Weeks of Coaching for Leadership Effectiveness (Maciariello, 2014). This week’s entry was about developing mission statements for organizations. A good mission statement is short and focuses the attention of each member of the organization on how his or her activities fit into the overall mission of the organization. The statement tells each member what the organization is about and what it intends to do. This supports the very important concept of strategic planning as well, that every member of the organization must know his or her role in carrying out the action plan of the organization.
To that end the objective is for every person in the organization to have clear cut implications for the work they are performing. Two essential questions that Maciariello (2014) posed were: “Does your mission statement contain platitudes or is it action oriented?” and, “If adhered to will it help to fulfill your organization’s purpose?” (Maciariello, 2014, p. 270) 
I would offer up the mission statement of our recently formed Focused Leader Academy. I blogged about this in Building the Bench! Our mission for this program is: Leadership needs to appear anywhere and anytime it is needed. That is about as action oriented as you can get. Additionally, if adhered to, having empowered teacher leaders will help us to fulfill our school’s overall mission. The key is to have a mission that is widely accepted and is operational.
Reference
Maciariello, J. A. (2014). A year with Peter Drucker: 52 weeks of coaching for leadership effectiveness. New York, NY: HarperCollins Publishers.
Building The Bench!
The lesson in A Year With Peter Drucker (Maciariello, 2014) on planning succession in organizations really struck home with me. In my own situation of leading a school in turnaround mode, it was obvious early that we did not have the bench strength for succession planning in most of our roles and responsibilities. Ideally, having the ability to test a number of people in highly responsible positions before making a decision is one of the safest approaches to succession. Amazingly, we just rolled out a program called “Focused Leader Academy” to do just that. I believe we should continually be mentoring the next generation, which is what we are doing with our Focused Leader Academy. I need to spend a percentage of my time mentoring the next generation. An organization that is not capable of perpetuating itself has failed. An organization therefore has to provide today the men and women who run it tomorrow (Maciariello, 2014). We must renew our human capital. We must also steadily upgrade our human resources.
“There is no success without a successor.” ~ Rick Warren
Really, the essential question when considering building the bench is: “What problems and opportunities are we likely to face as we expand globally?” For our Focused Leader Academy we started with the theory of action: IF we empower our teachers through leadership skill development… Then we will have teacher leaders ready to contribute to the success of Hoosier Academies and be an important part of our talent pipeline. This is an employee development and engagement program. The idea is that great minds and great motives still matter. Teachers with school and educational leadership aspirations will have the opportunity to become part of a cohort, which will take part in monthly training and be part of supervised Focused Leadership Projects for the schools.
The vision for this program is that leadership is born out of those who are affected by it. Our mission is that leadership needs to appear anywhere and anytime it is needed. By institutionalizing this program we are giving our emerging teacher leaders a legitimate place in the organization. I believe for high staff engagement we must be enabling our teachers to become leaders in the organization. I also believe in a strong employee leadership development program, such as our Focused Leader Academy, supported by an effective human resources organization.
So, in closing I would ask: What is your bench strength?
Reference
Maciariello, J. A. (2014). A year with Peter Drucker: 52 weeks of coaching for leadership effectiveness. New York, NY: HarperCollins Publishers.
Matching School Work To Real Work
Last week I had the annual pleasure of being at the county fair showing dairy cows with my son. The other great part of the week is being able to visit with friends and former students. One visit I look forward to every year is from former student, Andy Clark and his family. I had him in Fundamentals of Agriculture Science and Business and Welding Technology the first year I was at Lebanon starting the Agriculture Science program. Andy is a 2005 graduate of Lebanon High School. I love catching up with him each year and hearing about all of his successes, family, and latest learning.
I have to give a little background on Andy for context. He is, and was as a student, extremely intelligent. The challenge for Andy was that he did not find most of school relevant. He grew up on a farm and is now a partner in that family farm. Andy is one of the reasons I have done so much research on teaching science in the relevant context of agriculture. Andy’s mother and I had many a conversation about her concern for Andy graduating. That concern had nothing to do with ability, and all to with him not finding relevancy in school. He did not want to be there! He wanted to be home getting on with his life as an agribusinessman.
In contrast, Andy excelled in the classes I had him for. In fact, on a final presentation about welding, Andy said he and his partner could go into such detail he could take the whole 90 minute block class to do the demonstration. I told him if he could, and the content was great, I would give him an automatic “A.” Well, you guessed it, he got the “A!” He and his partner even bought Reese Cups to give out to classmates for correctly answered questions – now that’s student engagement. Interestingly, teachers would ask how I could get him involved and so engaged in class. It really didn’t have much to do with me, but more to do with the fact that school work in my classes matched real work in Andy’s world – Agriculture. Again, as I said earlier, Andy just wanted school to be over so he could get on with his life of farming.
Andy was not alone. Most students need the relevant connection of their real world, their school world, and their virtual world. Education exists in the larger context of society. When society changes – so too must education, if it is to remain viable. The latest movement to college and career readiness attempts to do just this. Although the phrase “college and career readiness” has become increasingly popular among federal, state, and local education agencies as well as a number of foundations and professional organizations, it can be challenging to define precisely. In today’s economy, a “career” is not just a job. A career provides a family sustaining wage and pathways to advancement and requires postsecondary training or education. A job may be obtained with only a high school diploma but offers no guarantee of advancement or mobility. Being ready for a career means that a high school graduate has the English and mathematics knowledge and skills needed to qualify for and succeed in the postsecondary job training and/or education necessary for their chosen career (i.e., technical/vocational program, community college, apprenticeship, or significant on-the-job training).
The point of this post is that Andy has gone on to become a successful businessman. Of course, readiness for college and careers depends on more than English and mathematics knowledge; to be successful after high school, all graduates must possess the knowledge, habits, and skills that can only come from a rigorous, rich, and well-rounded high school curriculum. I would also add work ethic and a commitment to lifelong learning to the list. I know that Andy works very hard every day. I also know Andy is committed to learning and professional growth. I was so proud last week to hear him say, “Knowledge is power.” Andy went on to say he was shocked at how much time he spent studying on his smartphone. He said, “I’ll sit down at night and start reading about something I want to study and the next thing I know it is 4:00 in the morning.” I just wish we would have done a better job tapping that learning behavior while Andy was in school. Once again proof that we must continue to connect school work to real work for optimal student engagement and career readiness.
Really, I wish we would just talk “student success” as opposed to just college and career readiness or any other terms that people want to add. Student success is a better way to look at it because the ultimate goal is to have our students learning to learn. We must recognize that youth will choose their own paths in life, with some young people charging forward on a traditional four- year college pathway and others moving equally quickly to pathways that are more technically or occupationally oriented. For a student to be successful, they must be able to learn, apply, and adapt in all subject areas. In order to engage the Andy Clark’s of our classrooms we must integrate higher-order thinking skills and real world problem solving into core subjects making learning more rigorous, relevant, and engaging. Both core subject knowledge and skills are necessary for readiness in college, work, and life. Preparing all students with content knowledge and essential skills will empower them to meet new global demands. Thus, setting our students up for SUCCESS.
Look For Strengths, Not The Abscence of Weaknesses!
If you had to choose a better U.S. President between James Buchanan, our 15th President, or Abraham Lincoln, or 16th President, which would you choose. If you are like most historians and political scientists you chose Lincoln. He is considered by most to be one of our best Presidents ever; if not the best in history. This is interesting considering the background of the two individuals. Buchanan had significant, relevant national and international experience and failed; Lincoln had very little national and international experience and succeeded. This is what Maciariello (2014) points out as one of the most challenging aspects of succession planning: “What no one could have known is just how much this man could grow in character and competence as he tried to solve one problem after another in extraordinary times that lasted from his first day in office until his death.” (Maciariello, 2014, p. 242)
Succession is one of the key responsibilities of leadership. The succession decisions should focus on the maintenance of the spirit that keeps the institution alive. Solutions have to fit the specific organization and maintain its spirit of performance. The goal should be to maintain or restore the spirit of the organization while using the leader’s unique strengths to change effective practices and meet pressing challenges (Maciariello, 2014). We must also remember what Peter Drucker taught us about not avoiding weaknesses: “Strong people always have strong weaknesses too.” (Maciariello, 2014, pp. 247-248)
“Whoever tries to pick a man or staff an organization to avoid weakness will end up at best with mediocrity.” ~ Peter Drucker
Abraham Lincoln modeled this for us as well in choosing Ulysses S. Grant as his commander in chief. Grant had many flaws, but was just the right person to carry out Lincoln’s plan for winning the Civil War. Grant did carry out the plan and the war was ended. As the example of Ulysses S. Grant illustrates, individuals with weaknesses often have extraordinary strengths on which distinguished careers can be built. We need to strive to be more like Lincoln and ponder the challenges facing our organizations and then look for the right individuals with the strengths to meet the demands. 
“The proof of the sincerity and seriousness of management is uncompromising emphasis on integrity of character. This, above all, has to be symbolized in management’s ‘people’ decisions. For it is character which leadership is exercised; it is character that sets the example and is imitated. Character is not something one can fool people about. The people with whom a person works, and especially subordinates, know in a few weeks whether he or she has integrity or not. They may forgive a person a great deal: incompetence, ignorance, insecurity, or bad manners. But they will not forgive lack of integrity in that person. Nor will they forgive higher management for choosing him.” ~ Peter Drucker
Reference
Maciariello, J. A. (2014). A year with Peter Drucker: 52 weeks of coaching for leadership effectiveness. New York, NY: HarperCollins Publishers.
What America Needs
“For the individual there is no society unless he has social status and function. Society is only meaningful if its purpose, its aims, its ideas and its ideals make sense in terms of the individual’s purposes, aims, ideas and ideals. There must be a definite functional relationship between individual life and group life.” ~ Peter Drucker
This week’s lesson from Drucker was very deep and was grounded in the working philosophy of the second paragraph of our Declaration of Independence: “We hold these Truths to be self-evident, that all Men are created Equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty, and the Pursuit of Happiness.” Drucker believed this meant freedom, equal opportunity, and the right to be treated with dignity according to the Declaration (Maciariello, 2014). The goal would be for us to have a society of functioning organizations in which individuals find meaningful existence and purpose while also being contributing citizen.
In order for organizations to create an environment that meets these criteria, the leaders of the organization must become servants of the people they lead. Service provides the basis for the legitimacy of power and authority (Maciariello, 2014). Legitimate authority in leadership requires taking responsibility for the stewardship of the human, financial, and physical resources of an organization and performing the duties that advance the organization’s mission.
“If the individual is not given social status and function, there can be no society but only a mass of social atoms flying through space without aim or purpose.” ~ Peter Drucker
Does your organization provide dignity, freedom, and equal opportunity to each of its members, thus promoting American ideals?
What do we need to do to be more servant-like in our leadership?
Reference
Maciariello, J. A. (2014). A year with Peter Drucker: 52 weeks of coaching for leadership effectiveness. New York, NY: HarperCollins Publishers.






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