As an education professional, you’re probably passionate about fostering a love of lifelong learning in your students. But we’ve found that many leaders are so focused on their school and their students that they overlook themselves when it comes to ongoing learning.
We can’t stress enough the importance of professional development for school leaders. It’s a core ISM philosophy that quality, career-long professional development for school leaders directly correlates to higher levels of student engagement, satisfaction, and performance. There are always new things to learn, different methods to try, and gains to be made from personal and professional reflection.
Today we’re going to cover the importance of professional development for School Heads and Leadership Teams, as well as elements you should incorporate into your school’s professional development initiatives.
Professional Development for School Heads
Most Heads find that their roles are 24/7/365 positions. The Head is often the center of it all, making important decisions, working with the Board, directing their Leadership Team, and presenting "the face of the school" to the community.
But we’ve found that when Heads are able to step back, reflect on the big picture, and incorporate new methods into their approach, they’re more effective in their roles and schools.
Andrew Taylor, Ed.D., ISM Consultant, recently shared the importance of professional development for Heads and school leaders. Listen in to hear his recommendations.
Professional Development for the Leadership Team
School leaders, especially those who report directly to the School Head, also benefit from professional development. These leaders must be able to:
- understand how to operate independently, while keeping the school’s mission and strategy in clear focus;
- lead on behalf of the school as a whole, while still furthering divisional and departmental objectives;
- place the professional growth and evaluation of the faculty members who report to them as a top priority; and
- empower teachers to strive for excellence and provide them with resources to do so.
Ongoing professional development will support these objectives.
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How Should Private Schools Approach Professional Development?
We recommend that every private school professional development initiative follow these guidelines.
Professional development should be mandatory.
It’s not enough to encourage professional development—you must set expectations that professional growth is a mandated, ongoing activity designed to improve student learning outcomes. Ensure that professional development is part of evaluations and all employees have the tools they need to help meet their goals.
Professional development should be intentional.
If a leader cannot articulate how his or her professional development relates to employees’ and students’ needs, as well as the school’s mission, it isn’t the best use of time or resources. Every leader must create a plan for his or her own PD journey, identifying how each particular activity fits into the overall scheme. This plan should align with the school’s strategic academic plan and overall direction. While the plan is driven by the individual leader, it is always within the context of the school’s learning community.
Professional development should be individualized.
Despite evidence that personalized professional development is best for helping leaders build on their strengths and correct their weaknesses, we’ve found that many schools send their staff to large, broad learning events. However, goals are individual and learning should be structured accordingly. Small, intimate events where an individual can concentrate on improving one particular concept is a far better use of time.
Professional development should be connected.
Professional development can often be episodic, such as “I did some professional development this summer.” But the best PD initiatives are ongoing, persistent, and relate to the school culture. Help your leaders tie their initiatives to their larger career plan.
Professional development should be in-depth.
Approve investment of time and money for in-depth exploration of a topic. Explore how your leaders can discover new approaches and methods to help further your school’s mission. Require that leaders who attend conferences or workshops report back to appropriate peers and direct reports, enhancing everyone’s understanding and capacity.
As your school evaluates its learning initiatives, we believe an ongoing focus on professional development is critical. Use these tips to structure your professional development to best serve all of your school’s leaders.
