In a previous I&P article, ISM focused on the use of technology to revolutionize the architecture that supports the delivery of education to students. In this article, we expand on the idea of individualizing instruction, and include an example from a student’s point of view. This leads to the fourth characteristic of 21st Century Schools noted in an earlier article—the individualization of the content and delivery of curriculum, meeting the needs and passions of the learner at the rate and speed best suited to that learner, using blended learning.

Some of California’s recent public school horror stories have clouded a previously clear picture regarding elementary class size reduction and its potential to enhance long-term student performance. ISM has previously expressed its viewpoint regarding the state of Tennessee’s remarkable Project STAR (Student-Teacher Achievement Ratio). Based on that project’s procedures and findings, we have for years routinely recommended class sizes of 13-17 in grades K-3. We have also emphasized the marketing advantages that can accrue to those private-independent schools that operate their K-3 programs within that range.

In thinking about your relationship as a direct report to your School Head, an essential career skill involves understanding how to influence upward. Whether you’ve known your Head for a long or short time, and however you came to your position, delivering the mission of the school to the students requires an effective relationship between you and the School Head. Reflecting on how you can effectively carry out your responsibilities is worthwhile. (From the Head’s point of view, this article may be helpful as you consider how to coach your direct reports—whether they are new to the business of management/leadership or experienced in their roles—so that they know your expectations.)

The 20th Century School treats learning in the same way an automobile manufacturer treats making cars. Every student (worker) is assigned particular times (clocking in) and places (workstations) where his/her teachers (supervisors) deliver common curricula (assembly lines) to meet commonly agreed standards (quality control). Teachers who attempt to make the “system” more humane and effective for students are in danger of stunting their careers and being considered troublemakers. Vaunted ideals of life-long learning, independence, and creativity so prized in students (at least in theory), are not as valued in teachers for whom conformity is a critical norm.

All too often, schools plan community service programs thinking – rightly or wrongly – that everyone in the community is anxiously awaiting the generous services of their students. As Head, you kick off your school’s program each year by enthusiastically convincing the students and their parents that community service is a worthwhile endeavor and deserves everyone’s time and utmost attention. The Community Service Coordinator develops mission-driven guidelines and establishes requirements for the program. Forms are prepared for students to have signed, verifying that they have performed the requisite number of hours in meaningful ways.

When community service and service learning are an integral part of life at a school, children come to understand that their help makes a difference. Further, they appreciate that service must be a lifelong commitment. The following article is one in a continuing series on developing your school’s community service and service learning program.

Substitute teachers are essential – and good ones are difficult to find. Over the years, you, as Head, have assembled a key group of talented, reliable substitute teachers. They are the first people called because of their expertise, their teaching skills, and their knowledge of and support for your school. Similarly, your school may be their first choice for work assignments. However, as your programs change or your teachers learn and apply the latest pedagogy, these substitutes may begin to feel out of place in your faculty culture. Consider offering annual orientation and professional development to your core group of substitutes so that they, like your regular faculty members, can maintain excellence in the classroom.

ISM recently conducted its second annual nationwide survey of parents of children attending private-independent schools. Again this year, the survey was designed to address school concerns about the current economic situation and the effect it might have on re-enrollment. A total of 11,385 people responded; last year, there were 13,291 responses.