Does anyone not want to get better at classroom management? Even the most experienced teachers can find ways to make their classrooms more welcoming and productive places. But for new teachers, classroom management can feel make it or break it.
If you’ve had a rough year, congratulations on getting through it!
This summer, let’s settle in and learn how to get better at classroom management.
My first year as an instructional coach was a learning year.
I was experienced as a department chair, but the role of an instructional coach was a bit different. For starters, I was in a different district. The District of Columbia Public Schools have a robust approach to coaching called LEAP — Learning together to Advance our Practice. This method of coaching almost mirrors how assistant principals observe, except for the evaluation component. It was an adjustment at first, but LEAP has helped me to hone my craft as an intentional observer.
The school where I coach and teach, the historic Paul Laurence Dunbar High School, was America’s first Black public high school. In the first half of the twentieth century, this school was an elite institution, which attracted an extraordinary faculty. (Watch as I give a tour of the school’s museum.) Today, we remain a committed and extraordinary faculty; however, like many urban public schools, Paul Laurence Dunbar High School is a high-poverty school that has historically experienced high staff turnover. Nearly half of my ELA department is either new to the building or new to teaching.
Finally, understanding the human dynamic present within the feedback cycle is something that has to be experienced to be appreciated. Teachers are humans, just like every other professional, and their humanity must be maintained throughout the observation and feedback process. At the same time, however, instructional coaches and other school-based leaders must see the potential in each teacher and design learning opportunities that help them to see potential in themselves as well.
I learned a new word: kuleana. It’s a Hawaiian word that means one’s personal sense of responsibility. I accept my responsibilities and I will be held accountable.
As an educator, having a vision is important. We have a great responsibility to our students and to society. I’m privileged to be an educator, and part of my vision is to teach children not only academic skills, but social-emotional skills that will prepare them to master this concept of kuleana and use it throughout their lives.
This same personal sense of responsibility is naturally embedded in the work I do every day. I’m part of a community of educators who believe in the principles of the Responsive Classroom, a K-8 approach to teaching and learning which includes specific tools, strategies, and practices to help teachers provide a high-quality education to every student, every day. It’s not an add on nor a stand-alone program. These principles, woven into everything we do, how we speak, and how we model behavior, are based on research that shows a strong link between academic success and social-emotional learning.
This entry is the fifth post in the series #TchWellness.
This year, as I continue to focus on issues that impact teacher wellness, I had the opportunity to interview an expert in how we build trusting relationships: Nan Russell, author of Trust Inc.: How to Create a Business Culture That Will Ignite Passion, Engagement, and Innovation. My goal for the interview was to better understand the concept of trust and then work to increase the development of trust in my professional relationships.
Why do I trust some people and not others? As I pondered this question, I initially thought the answer may be connected to likeability. Do I trust people whom I like more? Yet, thinking back to coaches who challenged me during my days as an athlete, I realized I often trusted the coaches who pushed me the most, even if this was at the expense of a more comfortable, lighthearted relationship. I knew it had to be more complex than likeability.
As I interviewed Nan, I asked how teachers could build trust in a world that focuses heavily on performance evaluations that so often work from a deficit model, focusing on what needs to be fixed in our instructional practices.
This entry is the fourth post in the series #TchWellness.
As part of Teaching Channel’s #TchWellness series, I’m connecting with a series of authors who are helping me — and you — understand issues impacting teachers. Our first, Nan Russell, author of Trust, Inc.: How to Create a Business Culture That Will Ignite Passion, Engagement, and Innovation, recently sat down with me for an interview. Her work, not limited to education, explores how trust is developed and sustained.
Editor’s Note: Interested in Culturally Responsive Teaching? Listen to our #anewkindofPD podcast episode featuring Zaretta Hammond. Subscribe here on iTunes or Stitcher for reminders of new podcast launches.
This school year, I have the privilege of working shoulder to shoulder with teachers who are rolling up their sleeves and asking hard questions about how they can better serve their under-performing students who are disproportionately English learners, poor students, and students of color. They are working to incorporate culturally responsive practices into their classrooms.
I believe culturally responsive teaching (CRT) is a powerful method for accelerating student learning. But truth be told, most educators are not really sure what it is or what it looks like. For some, it seems mysterious. A number of leaders discount it because it seems too “touchy feely” or only focused on raising students’ self-esteem, when they need to raise achievement levels. But CRT is so much more than that. It’s the reason why I wrote Culturally Responsive Teaching and the Brain.
Two of the biggest challenges I see teachers struggle with when first embracing CRT, is understanding the role culture actually plays in instruction and how to operationalize culturally responsive practices. They worry that they have to learn 19 different cultures — everyone’s individual customs, holidays, foods, and language. This simply isn’t true. Here are four other big ideas about culturally responsive teaching to keep in mind: Read more
Over the course of the last week, I watched in horror as the imaginary world I live in, or lived in, came crashing down around me. I built myself a world where discrimination was largely a thing of the past. A world where people worked together to achieve equal rights for all. I can’t tell you how many times I’ve told my daughters, and even my students, that things are different now. I lied. I lied to the children; I lied to myself. We still live in a country where it is open season on black people.
The life of an instructional coach is a balancing act. On the one hand, you are still a teacher. You still plan lessons, they’re just called agendas. You still assess the effectiveness of your instruction, but now refer to the process as follow-up professional development sessions. On the other hand, you are a part of the instructional leadership team with the assistant principals and principal of the school. You have “crossed over” to the other side, to use teacher parlance.
This straddling of two perspectives can help you craft initiatives for great teaching that work for both teachers and the instructional leadership team. The beauty of this duality is that it allows teachers and leaders to work together to determine what the initiatives will be. The improvement of teaching is best realized when teachers are involved in the conversation, rather than summoned to the table. Here are four ways I’ve worked with teachers and administrators to create room for teacher voice and collaboration:
My first example of love was from my parents, which is probably true for most people. Their care and attention to my moral, spiritual, and physical development provided the template for what I hope to achieve with Laila and Joshua, my two children. In the space between the example that I saw and the habits I hope to repeat, learning took place. This relationship is essential to creating an infrastructure that allows great teaching to flow.
You must set a vision of excellence that is visible, practical, and impactful. For many, this vision requires an intentional shift. Throughout my work at Paul Laurence Dunbar Senior High School, it has become clear that there are three high-leverage actions that begin to facilitate this change: establishing common language and expectations, building a standards-based foundation, and maintaining a tight feedback loop. Here are some dos and don’ts to consider when engaging with each action:
Super reader teaches her mom how she uses pointer power when she reads
The classroom is filled with parents, siblings, and grandparents eager to learn from kindergarten super readers. All around the room, students dressed as their favorite reading superpower are sitting alongside their their families, immersed in stacks of books, teaching their families how to use superpowers as they read.
When they get to challenging “kryptonite” words, students demonstrate how they use picture power to study the picture and think about what word might make sense. This is how we celebrate reading. It’s an opportunity for students to demonstrate their growth and for families to learn about how they can continue to support their child’s reading at home. It’s a bridge from school to home. This is one of the many ways that we engage families at our school.
Engaging in meaningful school-family partnerships is foundational to improving student outcomes. Families are an essential resource as we strive to work together to best support our students. Over the past few years, our school has grappled with this question: How do we build meaningful school-family partnerships? While our practices are always evolving, I’ll share some of the ones that have successfully enriched our school-family partnerships that you might try in your own school: