Byron's Babbles

Lazy Leaders

 

Hoosier Academies Focused Leader Academy Graphic by Mike Fleisch

 As seems to be normal for me, I have coined another phrase that seems to be sticking. Actually, I guess it is two phrases: “Lazy Leaders” & “Lazy Leadership.” I began using these terms to describe leaders and leadership practices describing leaders who choose to blame their superiors or the organization they serve for decisions, processes, procedures, initiatives, or anything else. These terms could also be applied to a leader who assumes what the answer is without investigating, does not delegate (particularly to young developing leaders), gives up after the first try, does not develop future leaders or the leadership bench, does not explain why, or avoids conflict or discourse. Let me give you an example: imagine with me that you are the leader of a team of widget makers. Your team would really like to change one part of the way your organization makes widgets. A lazy leader would say things like: “that’s not the Widgets USA, Inc. way of doing this,” or ” my supervisor will never let us change that,” or “this doesn’t fit the Widget USA model.” Are you catching my drift here? This lazy leader does not want to do the work of championing her team member’s idea to see if it might actually be something that would improve the widget itself or Widget USA, Inc. as an organization.

I have seen this so many times in many organizations and in my own industry as a school leader. As a person who has come in to help school teams turn schools around, I have heard so many teacher leaders say, “we were always told this idea does not fit the model.” Then when I ask the question of who said that, we find that no one did except the lazy leader who did not want to go to the trouble of making the change or explaining (selling) the change throughout the organization. 

Lazy leadership really goes beyond the example of the widget itself. Probably the worst effect of lazy leaders and lazy leadership is on the organization’s culture. Imagine a culture where you are always told, “no, we can’t do this or change that because…” At some point you would just decide that your knowledge was irrelevant. We know that this would then translate to the most important component of employee satisfaction – engagement. Research tells us that the happiest employees and the ones that stay with organizations the longest are the ones that truly believe they are valued and making a difference. These same employees have been empowered and have a clearly defined role in carrying out the vision and mission of the organization. Research tells us that this level of enagagement is much more important than even salaries.

 Lazy leaders may just be one of the biggest crushers of culture there is. So, how do we keep ourselves from falling into the lazy leadership trap? You are caught in the quick sand of lazy leadership if you catch yourself telling one of your team members that your superior will never agree to a change suggested by someone on your team without trying to lobby for the change. Furthermore, let’s do a Jeff Foxworthy parody. 

“You might be a lazy leader if…

  1. You move on with a decision without finding out the real answers.
  2. You don’t delegate because you don’t want to have to help others hone and develop their skills.
  3. You delegate by “dumping and running.” What I call “relegating.” You have to help people know the vision, understand a win, and stay close enough in case they need you again. New leaders are developed, loyalty is gained, and teams are made more effective through delegation.
  4. You give up after the first try. No one likes to fail. Sometimes it’s easier to scrap a dream and start over rather than fight through the messiness and even embarrassment of picking up the pieces of a broken dream, but if the dream was valid the first time, it probably has some validity today.
  5. You don’t invest in the young and up-and-coming leaders. There’s the whole generational gap — differences in values, communication styles, expectations, etc. It would be easier to surround ourselves with all like-minded people, but who wins with that approach — especially long-term?
  6. You settle for mediocre performance. It’s more difficult to push for excellence. Average results come with average efforts. It’s the hard work and the final efforts that produce the best results. 
  7. You don’t explain “why. “Just do what I say” leadership saves a lot of the leader’s time. If you don’t explain what’s in your head — just tell people what to do — You maybe get to do more of what you want to do. The problem is, however, you will have a bunch of pawns on the team and one disrespected, ineffective and unprotected king (lazy leader). (And, being “king” is not a good leadership style by the way.) Continually casting the vision and connecting the dots is often the harder work, but necessary for the best results in leadership.
  8. You avoid any kind of discourse. If there was only answer, solution, or innovation who needs a leader? 

So, let’s get out there and excercise our leadership muscles and not be lazy!

Significance: Impacting Outside Yourself

Posted in Education, Educational Leadership, Global Leadership, Inspirational, Leadership, Learning Organization by Dr. Byron L. Ernest on September 20, 2015

success-or-significance

“In the course of life, there are the great majority of successful people who have to change their direction at about age sixty. There is a very small minority of purpose-driven people who have to concentrate and not change and I can’t tell you which you are going to be. The decision is going to come up. Decision is perhaps the wrong word – as you grow older, are you focusing more on doing the things that give you achievement and satisfaction and growth or more on the things that have an impact outside of yourself? Those are decisions one has to make. And nobody can help you make them. But the one thing to avoid is splintering yourself, trying to do everything.” ~ Peter Drucker – Rick Warren Dialogue, May 27, 2004

This week’s entry in A Year With Peter Drucker really resonated with me and is something that actually presents a bit of a thought challenge for me. I have always been one who takes my own professional growth very seriously and have owned that. But, at the same time I really have never worried about or tried to position myself for what is next. At least not any more than to the extent of living by what I have always preached: “We must be ready for what we don’t know we need to be ready for.” Drucker used 60 years old as the benchmark where the decisions of a successful person needs to be made. At age 52 I still have some time, but I really do want to make sure I am making a significant impact outside of myself. Drucker believed a person could continue to do what he knows how to do extremely well or attempt to make another significant and innovative contribution to society (Maciariello, 2014). The prospect of making some new and innovative contribution to society is very attractive to me.

Success-vs-Significance

People who use and manage the second half of their life for impacting others are seen to be the minority. I want to be a part of this minority and would encourage you to be too. We need to be the people who see the long work expectancy we now enjoy as an opportunity both for ourselves and for society. We need to be the leaders and the models. Leaders must systematically work on making the future. The purpose of the work on making the future is not to decide what should be done tomorrow, but what should be done today to have tomorrow. Drucker also posited that leaders needed to anticipate the future that has already happened and make the future that has already happened (Maciariello, 2014). IMG_0690

The importance of this was really driven home to me yesterday when we had the first session of our newly developed Focused Leader Academy. I was so inspired as I spent the day with 15 of our best and brightest teacher leaders. The passion that was displayed and the desire to learn and affect the future of our school was exciting. CPS05h6U8AAC80_When I reflect on all the learning that went on yesterday it is exciting to think we are building our future leaders and anticipating the future that has already happened and positioning our leaders to be ready for it. We learned about a focused leader and a disciplined leader. Additionally, we discussed being focused on ourselves, our team, and our organization. The Focused Leader Academy is so exciting to me because it truly gives me a chance serve our future leaders and make an impact outside of myself. It was awesome to hear their ideas for Focused Leader Projects and I have spent a great deal of time today thinking about resources and ways I can help them to carry out the projects they have chosen. It has been exciting to put this program together and I am so thrilled to be in a position of being a servant leader to the individuals who are taking this leadership journey and will be the leaders of our school.

As I reflect on the lessons of Drucker this week I aspire to impose on the as yet unborn future, new ideas to give direction and shape to what is yet to come. I also want to be a true servant leader and help model for and mold those who will be leading those new ideas in our future. I will close with one of my favorite Peter Drucker quotes:

“The best way to predict the future is to create it.” ~ Peter Drucker

Reference

Maciariello, J. A. (2014). A year with Peter Drucker: 52 weeks of coaching for leadership effectiveness. New York, NY: HarperCollins Publishers.

Social Ecology: Creating Voracious Learners

Proverbs18Learning

“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:

  1. Understanding their function
  2. Understanding the disruptions they create for existing institutions
  3. Thinking through how they could be made to function effectively
  4. 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. IMG_0690

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.

thThe 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. diffusion+of+innovation

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

Posted in Education, Education Reform, Educational Leadership, Leadership, Learning Organization by Dr. Byron L. Ernest on September 12, 2015

  

“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!

Posted in Education, Education Reform, Educational Leadership, Global Education, Inspirational, Learning Organization by Dr. Byron L. Ernest on September 10, 2015

thToday 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)IMG_2997
  • “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!

I think my tweet at the end of the interviews says it all:IMG_2998

Converting Missions To Results

Posted in Education, Education Reform, Educational Leadership, Leadership, Strategic Planning by Dr. Byron L. Ernest on August 31, 2015

salvationarmylogoIf 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.year-with-peter-drucker 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!

Posted in Education, Education Reform, Educational Leadership, Leadership, Learning Organization, Strategic Planning by Dr. Byron L. Ernest on August 31, 2015

flea circus final ticket_medium“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? roundabout-train-museum-kyoto

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.

year-with-peter-druckerFor 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?

Posted in Educational Leadership, Global Education, Leadership, Learning Organization, Strategic Planning by Dr. Byron L. Ernest on August 20, 2015

got_mission_badge-r2114906e64534d7ca2d6a94aa24afca9_x7j3i_8byvr_324I 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) year-with-peter-drucker

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!

Posted in Coaching, Educational Leadership, Leadership, Learning Organization, Strategic Planning by Dr. Byron L. Ernest on August 20, 2015

leadership-benchThe 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.IMG_0640

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

Posted in Education, Education Reform, Educational Leadership, Leadership, science education by Dr. Byron L. Ernest on August 7, 2015

 

Andy’s Baling Equipment

 
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.  

 I was just blown away by the detail of our conversation about Andy’s latest venture in the alfalfa hay business. Growing alfalfa is intense. For maximum returns, alfalfa producers must strive to: 1) establish good stands, 2) maintain high yields, 3) maintain quality forage, 4) determine optimal stand life, and 5) use efficient marketing practices. Recognizing these goals is one thing, but making it all happen on the farm is not for the faint of heart. We talked in detail about each of the five areas and the conferences, workshops, consultants, and smartphone learning that Andy was taking part in to become the top of his craft. I’ve got to tell you; I am so proud of this young man! He is an exemplar of student success.

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.