What is one of the best way to engage and lead a group of people who are being asked to change or transform the way they do something? Join them in the fray and lead. I recently read an article from Leadership, titled 5 Tech Leadership Lessons by Bobbie Plough. Considering this article is for my Masters program in Educational Administration, it seemed rather relevant. Technology in our schools is as important as ever, and strong leadership that is driving the use of technology is just as important.
Transforming a school from “industrial to digital” (p. 8) often comes as an after thought, but what if we turned that notion around. What if moving a school towards digital was an issue that was grounded in a stated purpose? Milpitas Unified School District created this purpose as they were pulling their school towards a blended-learning model. The purpose of all the spending, professional development and change according to the Milpitas Superintendent Cary Matsuoka, was to “increase student success by actively engaging all students in their learning, and inform teachers with data to improve instruction” (p. 9).
With this purpose clearly defined, leaders need to allow for autonomy within each school and classroom. Each school and teacher is ready for a different amount of technology infusion and there is no ‘one size fits all’ set of tips and tools. This autonomy will allow for teachers and leaders to “determine the best model(s) and implementation timeline for their individual school sites” (p. 9) and explore on their own to make this system work. Each teacher is ready for a different level of technology infusion, so why have one style of professional development? Leaders should differentiate these learning opportunities in order to honor each teacher's professional growth. Administrators should be ready to offer training and resources to teachers who are eager and ready to learn more, so long as these training sessions match the purpose of the technology push.
Communication with stakeholders is always at the forefront of any organizational transformation. Superintendent Matsuoka made it a point to deliver communication that was well conceived and deliberately timed. Giving this information to the board, principals, parents, teachers and students was important. Each stakeholder needed to know what was happening, the sequence of events and what to expect next. A key component to communicating the transformation was for each leader to be part of it. This was a chance for the principals and school leaders to show that they were really the ‘lead learners’ of the schools. These leaders became “technology “pioneers” in tandem with teachers” (p. 9).
For a digital transformation to really work, the infrastructure must be in place. Leaders must hire staff who are capable of managing resources, growing ideas and growing the wireless capacity of the district. Milpitas went from “15 wireless access points to 650 in less than two years” (p. 10). Also, these tech leaders must have a plan to roll out new resources, manage devices and be ready to help in order to move towards the main purpose of the technology.
Suggestions for Future (and current) Educational Leaders:
- Foster curiosity and autonomy within staff. People want to attain mastery in their chosen subject area. Curious staff ask questions to push their learning. This drive to grow will lead to more success for the individual and the organization. Watch this video by RSA Animate featuring Daniel Pink explaining how autonomy, mastery and purpose will lead to a driven individual.
- We differentiate for our kids, we need to differentiate for our staff, too. Professional development should be timely and specific for each staff member. This could mean youtube videos, magazine articles or an EdCamp style professional development.
- Give the change a purpose. Call it a vision or a purpose, but make sure the technology infusion is backed up by a solid understanding that these purchases will support student growth, engagement and achievement
- Communicate with all stakeholders in a timely fashion. Share with a clearly planned effort and timeline. Since we are growing a tech model, perhaps a podcast, youtube video or AudioBoo.
- Hire the right people who believe in the mission. Get the infrastructure plan in place, both people and hardware.
"Leadership magazine Jan/Feb 2015 V 44 No 3 - Page 5." 2015. 3 Mar. 2015 <http://www.joomag.com/magazine/leadership-magazine-jan-feb-2015-v-44-no-3/0783907001420484509?page=5>
