But First the Welcome

But First the Welcome

I awoke this morning with a pit in my stomach.

I have knowledge and (now) photographic evidence of what is happening to children and families on our nation’s southern border.

I know too much.

I’m parenting kids who have themselves been separated from their own biological parents in moments of duress and loss. I see the toll it takes over time. I hear the questions that linger. I work toward the healing. I hold them in the loss. I can’t put it all back together for them.

Right now, about 45 children per day (over 2000 total) are facing this kind of childhood trauma due to the revised implementation of our immigration policies at the border. Children are being separated from their families. Kids are being detained and held in chain link kennels. As a dad, I am chilled by the recent, immoral implementation of immigration practices.

I’ve seen too much.

In 2015, I wrote about the phenomenon of “unaccompanied minors” showing up at our schools. Currently, I am leading a school that saw multiple new arrivals trickle in, in the second half of our school year, after being detained at the southern border. Each student who arrived looked completely shell-shocked. When given the space to share about their recent experiences to a safe Spanish speaking adult on campus, they did so with courage. “Hacia frio. Hacia frio.” They slept on concrete floors. The lights stayed on 24 hours of the day. The blanket issued was like a big sheet of tin foil. Food was minimal and vacuum sealed. Disbelief lingered. Loss mounted. Cries went out.

When I first heard, I couldn’t believe it.

But then the reports surfaced this last week in the national news. The pictures showed a reality that our students had been describing. The stories checked out. What’s worse? At a clip of 45 kids a day, it is still continuing.

But these are our kids.

No matter how the courts decide to handle the asylum applications of our families, these will be our students. They will be in class with our own children. They will live next door. They will graduate from our universities and attend our staff meetings.

Those kids are our kids.

As citizens of this great country, let’s demand that trauma inducing practices stop. Let’s take the long view. Let’s provide translation rather than vacuum sealed meals. Let’s give “brazos” rather than judgement.

In our schools, let’s ensure emotional safety before sending them into the science lab. Let’s let them record their memories before we force them to memorize the amendments of the Constitution. Let’s be a school, a district, a learning community that provides structure, welcome and love. The learning will come.

But first the welcome.

Image by Adam McLane via Flickr
*Hours after writing this, our president issued an executive order halting the separation of families at the border. It is still unclear if/ when currently separated children and parents will be re-united.
{Re} Branding a School

{Re} Branding a School

I learned a lot about branding by watching hipster parents line up for limited spots at a local charter school.  The school was branded so well, in fact, that families literally lined up to get their kids a shot at admission. The branding was so good, the buzz about it so strong, that applicants dismissed the fact that the school was filled with first time teachers, had a new principal, lacked outdoor space for children to play, and boasted somewhat ambiguous pedagogical approaches to teaching and learning. But they branded well. Sure enough, that branding brought committed families, real momentum, and (eventually) strong academic results.

This will not be the whining diatribe of a public school principal leading an under-resourced school.  This is not about pitting splashy charter models versus neighborhood schools.  Instead, this is a distillation of my ideas, capturing what I believe school leaders can do to improve community perception and attract the community.  After all, this is the part of the mission I am now leading.

Serious efforts to {re}brand a school should strive for the following:

Know what sets your school apart. It’s important for schools to know what they are good at. All schools, whether existing or new, have strengths that they can highlight for prospective and current families. At our site, we have experienced teachers (averaging 15 years at this site) who are here because they love the kids and feel connected to the community. We succinctly capture this strength through the phrase “extended family.” Another characteristic that sets our learning community apart, is the diversity of our staff and students. It’s extraordinary. And we believe that this ecosystem is ideal for preparing children to thrive in a diverse society. Finally, we offer “extras” that develop the whole child. Music, theater, art and a commitment to wellness augment our academic program in a way that develops well balanced, healthy kids!

The mission/ vision must be clear, concise, and compelling. A mission statement communicates why you exist. A vision statement communicates where you are going. Both are important, but I have emphasized developing a shared vision statement.  I want our staff, parents and students to think forward towards who we can become together. But it has to be clear. It has to be concise. And it must be compelling.  

In the first few days of my tenure as the instructional leader of my school, I asked around about the mission statement. The reactions I observed were confounding.  Most asserted that it was printed in the handbook. Few could recall phrases from the school mission. Nobody thought it shaped their behavior. And while the mission statement articulated worthy goals that children would benefit from, it wasn’t used as a tool for school transformation. A clear, concise and compelling mission/ vision statement should be just that- a tool for realizing school transformation.

Identify core values. It’s one thing to announce where you are headed with students. It’s a whole other thing to announce how you will get there. Students and families deserve to know what your priorities are, as a school. It’s important to ‘hone in’ on the pedagogical approaches and evidence based practices that will move your site towards a culture of achievement that works for the success of all students on campus.

Vision and values are expressed multiple ways, and in multiple spaces. It’s not enough to print the vision in a handbook.  It’s not enough to announce the revised vision in a staff meeting. The vision must be pronounced, over and over as a guiding light, a battle cry and a welcoming charge. It belongs in meetings with parents, on the front of the school, atop meeting agendas, and plastered all over the website. It’s the one thing everyone must know about our school.

Know that color and pizzaz does matter. We are visual beings. A fresh coat of paint can do wonders. Just ask my wife. Our dining room, with the help of some paint plus minor shifts in decor, feels like a whole new room. It’s rare when a school leader gets to open a site from ‘scratch.’ It’s also rare to get budget allocations that allow for major construction/ facelifts. Nevertheless, there are ways which we can refresh our schools, our logos, and our color schemes in ways that don’t ‘break the bank.’ When paired with real observable change, these efforts are always impactful.

Employ multimedia. We have lots of tools at our disposal. Consider making a brochure, a short movie. Think about blank walls that could be communicating messages. T-shirts with compelling messages communicate a lot. Traditional approaches to communication with parents, like newsletters, “Coffee with the Principal” and blacktop assemblies still possess fidelity. Think ‘outside the box.’ Figure out the most effective modes of communication, per subgroup. Open up new lines of communication. Develop a social media strategy. Stay with a consistent message. Tweet, post, and paint away!

Leverage principles of economics and motivation. Something about the human psyche, responds to the concept that resources are finite. When the store is closing, our shopping decisions become concise. When parents countdown from three, their children move to compliance. When the gas light in the car turns on, we veer off to the gas station.  

I believe this principle applies to school choice. Schools flourish where families feel fortunate to be a part of a particular learning community.  Finite space is one variable that reinforces the truth that children are fortunate to be at a particular site. Parents experience this in waiting lists, lotteries, and requirements of parent involvement. Where quality teaching and learning exists behind the barriers to enrollment, demand actually increases.  

At my site, we plan to crystalize demand by communicating how many spots we have remaining at each grade, scheduling tours for families, and making the “School Choice” process more pronounced.

Make every interaction matter. Branding happens with every interaction we have. When we smile at parents coming in the school gates, develop interventions that increase learning for kids, or sign off for UPS packages with kindness, we are branding the school. For all who are paying attention, every day, we are answering people’s most pressing question, “Does this school care about me and my kids?” 

Rely on word-of-mouth. The most impactful action we can take to brand a school is to create raving fans. Individuals who are impressed cannot help but share with the people they love.  

Highlight your “wins.” Everyone loves a winner.  Everyone wants to know “Are we are winning?”  When I coached college basketball, the answer was far clearer.  When leading a school community, it is important to know there are multiple scoreboards. As the leader, I take seriously the role of telling our story and announcing our wins! In truth, our teachers and students are winning all the time. They are making impressive academic gains that matter so much but just might show up on the norm referenced state-administered tests. They are making social-emotional gains that will lead them to improving the lives of others. They are demonstrating habits of mind and grit that will propel them to future successes we cannot even see yet. These successes matter. All parents wish for them. And it’s up to us to share them.

When Budget Cuts Impact Real People

When Budget Cuts Impact Real People

Our governor set a budget to keep our state afloat.

Our district responded with necessary cuts.

Our school community was faced with very challenging decisions.

All year, I’ve been beating the “We are family!” drum.  As the instructional leader, I now I am faced with responding in ways that 1) preserve our mission to be a quality neighborhood school that serves children and families well 2) care for a staff family, especially those most impacted by cuts.

I’ve already made mistakes along this road.  But this is a reflection that will serve to: 1)Remind me of what’s most important and 2) Keep me accountable in maintaining alignment between my core beliefs and actions.

I want to:

  • Remember that all families go through challenging times.  A helpful perspective is to see the challenge as an opportunity for the family to come together. After all, that’s what families are for.
  • Maintain transparency. It’s important to be transparent in budget-related decisions that are made by site governance and administration.  Staff should know of relevant changes as immediately as possible.
  • Get to the point. Share changes with individuals affected in clear and empathetic terms.  
  • Check-in often with effected employees.  Ask “What do you need in this time?”  Then, help them get any information they might need.
  • Acknowledge the loss.  It’s important to acknowledge that our community’s loss is real.  
  • Remember that people process change and loss in different ways. When facing loss some of us need space, while others need comfort.  It’s important to follow their lead.
  • Provide material support for staff who are excessed. As leaders, we can activate resources to help in efforts that are daunting.  Effected staff may need help training cleaning out classrooms or tying up ‘loose ends.’  Any help we can provide matters.
  • Honor staff contributions in the days preceding the transition.  We are choosing to host a luncheon that honors staff who are transitioning. For us, it is a time to celebrate their impact in the words of both students and colleagues.
  • Maintain sensitivity with forward planning conversations. While plans for the coming academic year may be upon us, it is important to attend to the reality of the moment. For example, some staff may be able to be excused from planning meetings.

At the end of the day, educational leadership is about people.  While change, budget cuts, and staff transitions are a part of our current reality, how we lead is important.  Leading well means doing right by the individuals we lead.

Image by Blower Montano via Flickr
When Feedback is Hard to Hear: Part 4

When Feedback is Hard to Hear: Part 4

This week, I circled back with the staff member who originally delivered feedback that was hard to hear.

Transitioning the conversation from superfluous sports talk, I dove right in,”I want you to know that I’ve been thinking about the feedback you gave me a whole lot.”  

After pausing,”I want to thank you again for having the courage to share honest feedback with me the other day.”

She began to apologize. Maybe she didn’t anticipate I would take it so seriously.

Please don’t apologize. I have blind spots. We all have them.”   

And then,“I’m glad you pointed them out to me. I want feedback so that I can grow and become a better leader.”

Moving into the practical, “One change I commit to going forward, is clearly communicating where I am at on a decision, before asking for your input.”  

“I would like that, she bounced back.

It was unfair and confusing when I would ask for your ideas, and then move us in a different direction. I am sorry about that.”

I added,Another thing I want going forward, is for you to keep giving me feedback. I really value it.”

She just smiled. Then she said, “You are a great leader.”

Ironic.
Profound.
Humbling.

I’m not a great leader (yet). I am rapidly growing in my proficiencies as a school leader. But what I am hearing and learning is anecdotally true; People want to follow a leader who is real and willing to listen. This is perhaps my greatest takeaway.

 

Finally, I’d like to share some of the greatest takeaways Donny Ebstein’s book. I devoured this audio book while driving to and from work on the interstate, over the course of a couple weeks.

Learning: “I Hear You: Repair Communication Breakdowns, Negotiate Successfully, aI-Hear-You-Book-Covernd Build Consensus…in Three Simple Steps”

 

1. Adopting a proactive, optimistic approach is the secret to making a change. We always have the power to change things by behaving differently. The dynamics can be changed, just by one of the parties doing something differently.

2. Changing your behavior without changing your perspective will not work. People can spot a fake. Just using the right buzzwords “I hear you. I empathize with you.” ultimately backfires if we are not willing to flex our minds.

3. Flex your mind. Our lack of awareness is greatest in the “stuck” situations that give us the most trouble. But building the capacity to stand between two perspectives is transformational. We have to see more than our own story. We don’t have to lose our own perspectives, in exchange for the other person’s. But when we work to look at things from a variety of perspectives, we find multiple ways to respond. When we don’t. we can become imprisoned by our own point of view.

4. Show people you’ve listened and absorb their feedback. Share reflections on what you want to do different. Ask for help on improving on your blindspots. Apologize for unintended impact of your words.

5. Don’t hide from your own feedback. Use it to grow. To reverse your perspective, ask “How might it be me, after all?” “If what I am being told is true, would be the worst part of that? What would be scary about that? What would I need to do?

6. We can always get unstuck. Gaining a better understanding of the situation, experiencing improved dialogue, making peace with the status quo, and walking away, are all within our own control.

Image by Tihn Te Photos via Flickr
When Feedback is Hard to Hear:  Part 3

When Feedback is Hard to Hear: Part 3

As leaders who are committed to growing, we should crave feedback.  The problem is, most of us shy away from it.
When we are surprised by feedback that points to our weaknesses, we tend to take things personally. We get defensive. We rationalize the critique away.  When we do this, we may be missing out.

If we are courageous enough to respond differently, then honest feedback can become our greatest teacher and source of professional growth.

Being reminded that the best leaders bravely seek feedback, I ‘doubled down’ at my school.  In addition to leaning into the recent feedback conversation I had with a staff member, I decided to push further. This week I asked my instructional leadership team, “How could I lead better?”  What I learned was invaluable.

1. The feedback wasn’t as bad as I feared. While there were moments that I had to bite my lip to keep myself from responding, affirmation came as well.
2. The feedback gave me actionable items for follow up.  Getting actionable items provides me an opportunity to show that I am listening.

My real-time learning has been accelerated by some of the best leadership thinkers in the industry. Dr. Goldsmith has been called one of the world’s most influential leadership thinkers (2011, 2015). His experience coaching executives, particularly in the field of business, carries into the educational leadership context.

Advice from Dr. Marshall Goldsmith- “4 Ways to Win Now” Entre Leadership Podcast  &  What Got You Here Won’t Get You There

marshall-goldsmith                WhatGotYouHere-by-MarshallGoldsmith

1. Developing a skill for receiving feedback can take you from near great to great. Leaders like you have “been successful because you do a lot things right, and in spite of doing some things that are stupid.” We all have blindspots.
2. There are 100 bad ways to ask for feedback and 1 good way. When asking for feedback directly, the only question that works is some version of, “How can I do better?”
3. Stop asking for feedback and then expressing your opinion. The first thing we want to do when we ask for input is the last thing we should do: give our opinion.
4. Don’t judge the ideas people give you.  Just listen and say thank you. If you react positively to ideas you immediately like and negatively to ideas that you don’t like, then your colleagues will shape their behavior. Eventually people will feed you exactly what they think you want to hear.
5. Never promise to do everything people say. Leadership is not a popularity contest. “Look, thank you for your ideas. I can’t promise to do everything. I am going to listen and do what I can. I can’t change the past, but I can change the future. I’m going to work hard, involve you, and do the best I can.”
6. Prior to asking people for input, let them know where you are on the decision curve:  A) Is it a done deal? B) Is it nearly decided, but you want to know what could go possibly wrong? C) Do you have a few viable options and want to know which is the most feasible? D) Are you truly open for new and creative solutions? Being clear about this can change the game for you.
7. Tweetable: “Interpersonal behavior is the difference-maker between being great and near great.”

Image by Tihn Te Photos via Flickr
When Feedback is Hard to Hear: Part 2

When Feedback is Hard to Hear: Part 2

It’s never a good time to hear hard things about your leadership.
It can take you by surprise.
It can sting too, like an unexpected tetanus shot at a routine medical checkup.
_________________________________________________

The feedback I recently received from a collegue stung a great deal.
“I don’t feel like you trust me.”
“I don’t think you really want to hear what we think.”

Hearing these critiques, my instinct was to defend myself.
“That can’t be true.”
“Of course I trust you.”
“This person is stuck somehow.”

But I didn’t say those things.
I took a deep breath.
I looked confused.
I stood perplexed.
Perhaps uncharacteristically, I responded, “Tell me more. I want to understand.”

Then I listened.
As it turns out, this was the best move I could’ve possibly made. If nothing else, my questioning put me in a position to learn. I have lots to learn about myself, about leadership, and about getting the most out of others.

With a little more time, and the motivation to become a more effective leader, I turned to the advice of others. I found quality resources on the topic and devoured them. Allow me to share some highlights from this insightful and timely text:

 Thanks for the Feedback: The Science and Art of Receiving Feedback Well by Douglas Stone and Sheila Heen

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1. If we are serious about our own development and growth, we can’t wait around for perfectly delivered feedback. In fact, the majority of our learning is going to have to come from, “…people who are doing their best but may not know better, who are too busy to give us the time we need, who are difficult themselves, or who are just plain lousy at giving feedback or coaching” (18).

2. Receiving feedback well doesn’t mean we always have to take the feedback.  Instead, it means engaging fully in the conversation, navigating it skillfully, and being thoughtful about whether and how to use the feedback for our growth (20).

3. When feedback is difficult, give yourself a second score for how you handle the first score. It’s easy to get discouraged when we hear about our own shortcomings. Giving ourselves a “score” for how we handle the critique, helps us stay focused on the present.  “While the initial evaluation may not be fully within your control, your reaction to it usually is” (181).

4. Separate the different strands of feedback. What do you feel?  What is the story you are telling yourself?  What is the actual feedback?  Those three things are different.  It’s important to tease them out.

5. Nothing affects the learning culture of an organization more than the skill with which its executive team receives feedback.  “If you seek out coaching, your direct reports will seek out coaching. If you take responsibility for your mistakes, your peers will be encouraged to fess up as well; if you try out a suggestion from a coworker, they will be more open to trying out your suggestions” (21).

6. Tweetable: “Is it possible that feedback is like a gift and like a colonoscopy?

I still have more to learn on this topic.  Stay tuned for part 3…

When Feedback is Hard to Hear: Part 1

When Feedback is Hard to Hear: Part 1

Yesterday I was meeting with one of my staff members. I was checking in on the progress of some of our goals when the conversation took a turn.

“I don’t think you trust me.”

My heart began to pound. The wheels started spinning. What was she even talking about? Courageously, and with some hesitation, the staff member expounded.

“Don’t get me wrong, you are the best leader I have worked with. I want you to hear that…”

She continued, “But I wonder sometimes if you really care what we think.”

Now, removed from the conversation by 23 hours, I sit stinging from the feedback but looking to grow from it, even if that means admitting my shortcomings and changing some behaviors. In the end, I want to lead well, to build trust, and positively impact children through other people.

As leaders who are committed to growing, we should crave feedback. The problem is, most of us shy away from it.
When feedback is negative, we tend to take things personally. We get defensive. We rationalize the critique away. When we do this, we may be missing out. If we are courageous and enough to respond differently, then honest feedback can become our greatest teacher and source of professional growth.

I am currently learning from Craig Groeschel on the topic of feedback:

Craig Groeschel: leadership podcast Giving and Receiving Feedback:

Screen Shot 2018-01-14 at 8.28.11 PM

1. Work to develop a culture of honest, timely and helpful feedback. We are the leaders of the organization. It should start with us.
2. A growth mindset helps us handle feedback that is difficult to hear. The feedback is simply giving us direction, for our next steps as leaders.
3. Remember to separate the “do” from the “who.” The best feedback is about what we do, not who we are.
4. When you find yourself getting most defensive, that’s when you need to listen most. This could be an opportunity for growth. “The more I want to push back; the more I need to listen.”
5. Ask clarifying questions to get a better understanding. Remember that general questions rarely lead to specific feedback. Specific questions like, “How can I do better next time?” are far more helpful.
6. Tweetable: “Don’t dread feedback, crave it.”

Stay tuned to hear my inner dialogue (and how I responded) after getting feedback that was hard to hear!

 

Image by Tihn Te Photos via Flickr
Literature Reviewed For Leaders: “Extreme Ownership”

Literature Reviewed For Leaders: “Extreme Ownership”

The 411: Extreme Ownership: How U.S. Navy Seals Lead and Win, Jocko Willink and Leif Babin, St. Martin’s Press, New York, 2015.

My Tweet: My top leadership read in 2017! #extremeownership @jockowillink @LeifBabin

A Leader’s Take:  This book will have your heart pumping, taking you on counter insurgency missions on the streets of Ramadi, Iraq. Then it will have your brain firing, as you make connections between leadership principles and needed moves at your own school site. You will have a hard time putting the book down. And this will happen twelve times as you work through the individual chapters of this sure-to-be leadership classic.

One Take-Away:  Willink and Babin assert: the leadership principles that lead to success on the battlefield, also yield results in the business (or education) field(s). One overarching concept is that leaders who take ownership (“extreme ownership”) of an entire operation, including the setting expectations, reinforcing standards, acknowledging shortcomings, gain the trust of their teams and drive high performance. In their words, “Whether in SEAL training, in combat on distant battlefields, in business, or in life: there are no bad teams, only bad leaders.”  In education, and as leaders, we can get caught blaming district limitations, ineffective employees, or dysfunctional teams. This text reminded me that it is my responsibility to take ownership for our school’s performance, across the board. While there are forces outside of our locus of control, it is my responsibility to provide an honest assessment of where we are, get the staff to believe that improvement is possible, and push towards that mission.

Your Next Move: Get this book to your nightstand ASAP.

It Gets: 5 out of 5 apples!

Open Letter to a Passing Mentor

Open Letter to a Passing Mentor

We lost a great human and educator this week. I lost a mentor from a critical season of my life. Just hours after penning this letter, Lee passed on.  His impact on so many was profound.  Here is how I experienced it:

I was a student teacher and you were the savvy vet.

In a year’s time, I would be teaching ninth grade English, in the classrooms and hallways where you impacted students for decades. You did it through love, literature, and teaching strategies. Love always came first for you. Instinctively, you knew what was most important. Sure, your students needed literacy strategies and tools to communicate effectively. They needed to be pushed to think critically and speak articulately. But what they most needed was a caring adult that believed in them and could bring the best out of them.

This is what you did for me too; You helped bring the best out in me.

By the time I met you, you were impacting students through teachers like myself. Your impact was multiplied, as you coached pre-service and veteran teachers towards effective instruction and positive classroom environments. Your coaching helped me feel successful with students. And knowing that you believed in me, helped me step into some risks:

In 2001, I remember asking my wife to videotape me, acting outside a local liquor store, all to simulate a live simulcast interview of book characters for the next day’s lesson. I remember jumping in the middle of hallway fights, and then walking students towards reconciliation. I remember successfully bouncing between two passionate effective guide teachers, who had a healthy disdain for one another. I remember trying a typical elementary strategy, guided reading, at the high school level, because this is the support our struggling readers needed. I remember turning down a more lucrative job with more privileged students, for a chance to make a greater difference with students at our urban school.

As a student teacher, I remember how you made me feel.

Yours was the face that welcomed me into the profession. Yours was the face I sought out after hard days of teaching, where you affirmed my ability to reach students. Your voice was one I sought out, before making a step away from the classroom and toward school leadership.

In the end, you helped affirm my own calling, my life’s work.

Goodbye dear friend.You have left your mark.You live on through your students.You live on through me.

May I, like you, always lead with the heart.

 

Image courtesy of DePaul UCWbL via Flickr
This Kid is Ours Too

This Kid is Ours Too

Leadership is about keeping deeply held beliefs in alignment with our actions. It often requires pausing to reflect, diving deep into reflection, listening to our deepest voices, and generating the courage to admit that our behaviors and beliefs are out of alignment.

A core belief I hold tightly, is that: “Those Kids are Our Kids.” All of them. I believe it so deeply that I’ve laid stake to this reflective space, with it’s namesake. If a kid walks through our public school gates, we should see them, push them, care for them, support and believe in them as if they are our own.

 This is easy to say. In some cases, it can be trying to live out.

With one of our 430 students, I’m finding it particularly challenging to maintain this posture.

  • When elopement extends throughout the school day, and we can’t get the student back to class, it’s frustrating.
  • When she indiscriminately kicks kids on the playground, my patience runs out.
  • When I hear that she said, “Whoever invented homework, needs to be murdered,” I chuckle and then feel disturbed.
  • When an entire first grade class has to be reassured that they are safe, despite her threats, I step into the space and take a side.
  • When I spend large chunks of days following this student around campus to keep students safe, I think about the other work awaiting me and take deep breaths.
  • When I can’t get parents to pick her up on a day she is deemed dangerous to herself and others, I know we need outside help.
  • When I look into the eyes of my teachers, doing everything they’ve learned to be effective to no avail, I reassure them.

This student is ours. She is smart and bright and kind. But she is struggling mightily at a comprehensive elementary school.  The childhood trauma and developmental breaks are interfering too much. Despite her intentions, she’s not able to calm herself, trust adults, or participate in the learning with any consistency.

So we activated a referral for a different school placement. They assessed. They observed. They agreed. So she will likely transition into a more supportive, restrictive environment.

If I’m honest, I feel some relief. She will get the support she needs. Perhaps we won’t have to lock the school down for a while. She may gain skills that will give her power over the raging internal storms. She will get back to learning. She will have a new school.

But then it hits me: She is still ours.

She was ours in kindergarten when she showed up with uber excitement and brand new shoes to begin a formal education at our site. She was ours when learning got challenging. She was ours when she created a Van Gough replica that wow-ed the entire school building. She was ours when she hit the sub on the leg, with increasing force, testing the limits of acceptable classroom interactions. She was ours when she shared how hard learning was, when she didn’t have a consistent home to live in.

Lest I forget what I deeply believe and communicate a conflicting message to this student, her family, or my staff.  I will remind myself again and again: This child is ours. Because this child is ours, we will call out this reality. From afar, we will cheer her on. We will check on her progress. We will take good care of her siblings. And we will celebrate her return to our school, in a few months or in a year or more.

When we help this child thrive, academically and social-emotionally, we will be reminded of the deep-seated beliefs that motor our work. All kids can learn. We know how to teach them. Together we have what it takes. And all kids at our sites are “ours.”

Even this one.

 

Photo by Pete Prodoehl via Flickr