Foster a professional community of teachers and other professional staff to promote each student’s academic success and well-being. Education leaders promote each student’s academic success and well-being by creating and supporting a professional community of teachers. Building a community of teachers and other professional staff includes creating effective workplace conditions, promoting collective engagement and responsibility, and mutual accountability. Creating professional communities of teachers and other professional staff includes job-embedded opportunities that promote collaborative examination of practice and focuses on improvement of programs and practices. Effective leaders:
Foster supportive workplace conditions for teachers and other professional staff that promote effective professional development, practice, and student learning.
Empower and entrust teachers and staff with collective responsibility for meeting the academic, social, emotional, and physical needs of each student, pursuant to the mission, vision, and core values of the school.
Establish and sustain a professional culture of engagement and commitment to shared vision, goals, and objectives pertaining to the education of the whole child; high expectations for professional work; ethical and equitable practice; trust and open communication; collaboration, collective efficacy, and continuous individual and organizational learning and improvement.
Promote mutual accountability among teachers and other professional staff for each student’s success and the effectiveness of the school as a whole.
Develop and support open, productive, caring, and trusting working relationships among leaders, faculty, and staff to promote professional capacity and the improvement of practice.
Design and implement job-embedded and other opportunities for professional learning collaboratively with faculty and staff.
Provide roles, structures, opportunities, and norms to support collaborative examination of practice, collegial feedback, and collective learning.
Encourage faculty-initiated improvement of programs and practices.
Use data, including student performance data, to evaluate the impact professional learning has on the faculty and staff, the school/district, and student learning.
Creating a strong team culture is one of my top priorities. I’ll foster collaboration, honest dialogue, and shared decision-making so that everyone has a voice in our school’s growth. I want to build a place where teachers support one another, challenge each other to think critically, and celebrate each other’s contributions. We will be better together.
Leading the Geometry PLC has given me the opportunity to collaborate with other teachers at different levels of experience. It has also helped me understand the level of detail and guidance that is necessary to effectively work together to ensure that students are getting consistent instruction and resources in and among classrooms.
This five-year journey has exposed me to resources, venues, and connections that have strengthened my effectiveness as a teacher in the classroom and a future teacher leader. My lived experiences have helped me make a better transition from Corporate America to the educational arena.
The NEA RA was a true demonstration of the democratic process it action. I was deeply moved to hear educators speaking passionately and intelligently about issues that affect us, our students and our schools. I did not realize how important the NEA is in the lives of educators and I am glad that this has been added to my lived experience.
In addition to engaging with students in my program, the chats allowed me to engage with other students at GSU and other educational professionals on the platform. I was able to share my perspective and reflect on the perspectives of others.