Designing and delivering excellent professional development for
our educational leaders will require that consideration is given to the realities
our educational leaders face. The following are four considerations to inform
the design and development of professional learning opportunities for
educational leaders.
1. Balance Content and Context:
Educational author, Jim Knight, reminds us that “people are not
motivated by other people’s goals.” It
is essential that educational leaders have the opportunity to transfer their
learning to the unique context of their school district or building. Effective professional learning must strike
the right balance between building capacity in our leaders and supporting them
to customize it to their unique situation.
While information and expanding knowledge is important, it is readily
available. However, the opportunity to
apply that understanding to each person’s unique situation is essential to effective
implementation.
2. Differentiation Isn’t Just
for Students: Professional learning offerings for our educational leaders must
be differentiated in both design and delivery.
Dr. Phil Lewis, Executive Director of MASSP, recently described
professional learning that supports leaders from “aspiring to retiring.” In addition, differentiation must be
integrated into the delivery of our professional learning, offering options
aligning to individual needs.
Opportunities for leaders to receive individual feedback specific to
their unique set of skills is essential to professional growth.
3. The Importance of a Strong PLN: Supporting educational
leaders to expand their Professional Learning Network (PLN) allows leaders to
access knowledge, perspectives, and feedback on an ongoing basis. Investing in
building relationships and communicating with those in a PLN, provides the
opportunity for just-in-time support when leaders need it most. Educational
leaders with strong PLNs feel less isolated and more capable of addressing the
challenges they face.
4. Time is of the Essence: The most valued currency to
educational leaders is time. Therefore,
considering how best to leverage technology to support professional learning is
essential. This allows educational
leaders to participate in spite of their busy schedules and without having to
leave their district or school for long periods of time. Considering this
reality when designing professional learning will increase participation and therefore
enrich the quality and value of the opportunity.
These considerations should inform the design and development of
the professional opportunities that are offered to educational leaders. In addition, it is essential that educational
leaders receive quality professional development, no matter where they work, or
where they are in their career.
