by andrew@learnedleadership.org | Oct 30, 2012 | The Leadership Project
There’s been a lot written in education theory lately about the power of play and its ability to form students who are creative, inquisitive and thoughtful. In his book Creating Innovators, Tony Wagner highlights this when he notes that the common thread between numerous successful innovators he interviewed was play, passion and purpose. As we begin to see more schools move away from a curricula that has over emphasized high test scores, towards one that focuses on encouraging students to find their passions, it will be critical to find educators who can model this to the students. After my interview with James Dalziel, Head of East Campus at United World College South East Asia in Singapore, it’s clear that he is one of these people. Passionate and purposeful about his work Mr. Dalziel adds “I really see work as play…there’s rarely a day where I wake up and don’t think I can’t wait to get at it. For the most part it’s really energizing and enjoyable.” Situated on two campuses in Singapore, UWCSEA provides values-based education to nearly 5000 students from kindergarten through Grade 12 (ages 4 to 18). UWCSEA is committed to the mission of the UWC movement to make education a force to unite people, nations and cultures for peace and a sustainable future. UWCSEA reflects the diversity of Singapore with an anticipated student population peaking at 5400 by 2015, many of whom come from very different backgrounds. Although managing a large campus poses many challenges it’s obvious that with the leadership of Mr. Dalziel and his colleagues, the UWCSEA East team is focused on taking advantage...
by andrew@learnedleadership.org | Oct 8, 2012 | The Leadership Project
At the end of each of my interviews, I always make sure to ask the question “What advice do you have for the next generation of international administrators?” The answers have varied from cliché, to practical, to deeply philosophical, but all have served the purpose of providing a small window into a career filled with hard-earned wisdom. However, few have gone as far as Elsa Lamb, Director of the Association for the Advancement of International Education (AAIE), to preserve practical and functional lessons for leaders in international education. With Ms. Lamb’s leadership AAIE has created the online Institute for International School Leadership to help provide practical lessons and support for international school heads and leaders. With help from other experienced leaders in international education, including fellow Leadership Project interviewees Harlan Lyso, Monica Greeley, and Sherry Miller, the AAIE institute will be one of the few formal places leaders can get relevant teaching, advice and mentoring for leadership in international schools. (If not specifically quoted, Ms. Lamb’s answers to these questions have been paraphrased) After working overseas for a number of years and in three different countries, does it feel odd to be back in the states? It really depends on the situation. There are some things about living in the states that can be great and certainly things are more convenient “[because] whatever you need, you can find it somewhere…[However], it was harder to come back than it was to go overseas…because when you’re in a school you’re [also] in a community. I came back to the USA never having lived in Florida…so there was no community. The other...
by andrew@learnedleadership.org | Sep 23, 2012 | The Leadership Project
We all say we want to become a better leader, but what steps have you taken to see whether you’ve improved. Sure, you’ve read books, gone to conferences, and maybe even have a leadership degree, but have you ever asked others? Hopefully we are all open to some feedback, but how much? If you’re James MacDonald, Head of School at Yokohama International School, you want as much feedback as you can get. So much so, that he created an anonymous committee whose job it was to meet and discuss his strengths and weaknesses as a leader. I’d like to think that we’re all that open to the opinion of others, but to my knowledge I’ve never met another head of school to do the same. However, it’s not just a desire to develop as a leader that led Mr. MacDonald to create such a committee. More important than increasing his effectiveness as a leader, it’s an example of the style of learning and growth that he believes YIS should be known for. Simply put “you can’t have a culture of leadership different then the culture you’re trying to create in the classroom.” Perhaps it’s this openness that has allowed YIS achieve great results while also creating a spirit of openness and risk taking. (If not specifically quoted, Mr. MacDonald’s responses to these questions have been paraphrased) You moved from the deputy head to head of school in 2010, what were the advantages of moving into the headship internally? “Being internal [has been] fantastic in many respects because I [already] knew the people…[which is crucial because] a lot of the...
by andrew@learnedleadership.org | Sep 13, 2012 | The Leadership Project
When was the last time you told your school what you like about it the most? Or have written a piece of poetry or a love letter to describe your feelings for your school? Whether we realize it or not our schools as a whole are more then just a setting or a stage that we work in. More then just doors, widows, and walls our schools and the communities that envelop them take on a life of their own. This is why life in a school can be so messy and chaotic, and why creating healthy and flexible change seems to elude many of us. However, effective change isn’t elusive for all schools, and there are many great and effective change leaders who have helped schools find their right path. Dr. Sherry Miller is one of these people. With a diverse background of experiences working and leading schools in the US and overseas, Sherry currently works with schools and other organizations to create positive change through Empowerment Unlimited, a consulting company she helped found that uses Appreciative Inquiry (AI) as it’s main tool for change. It was with Sherry’s guidance and the use of AI that helped Jakarta International School come together during its Dream Summit in early 2011 to redevelop it’s vision for the school. With 150 representatives from the school including students, parents, faculty, staff, alumni, community members as well as “Valentine Cards” to the school written by many other stakeholders who couldn’t attend, the Dream Summit has set a new, bold, and dynamic course for JIS which among other things is to be the best...
by andrew@learnedleadership.org | Sep 4, 2012 | The Leadership Project
Few school leaders have worked at as many high performing international schools as Ed Ladd, Head of School at the American School in Japan. With a career that includes leadership positions in London, Israel, Taiwan, Qatar and Japan, Mr. Ladd’s experience has undoubtedly been a vital component in returning ASIJ to normalcy after the devastating earthquake, tsunami, and nuclear crisis that struck Japan in March 2011. Before meeting Mr. Ladd, I had heard his leadership style described as sometimes aggressive and demanding, but often effective. What I found in our interview was an innovator who is passionate about “pushing the envelope” and a detective for genuine learning, something we should all hope to see in our schools but don’t always. With obvious enthusiasm for positive change, it’s not surprising that Mr. Ladd has helped transform international education while others have been left watching. (If not specifically quoted, Mr. Ladd’s answers to these questions have been paraphrased) You’ve held overseas positions in many locations do you have a favorite? “They’ve been so different I’ve really liked them all. [I guess] my wife and I would probably say London because it was our first experience, and because I went there as a teacher and not as an administrator.” When and why did you decide to step into leadership? “Quite frankly I don’t think I was thinking ‘I want to be a leader’ or ‘I want to be an administrator’.” It all started when I had an opportunity to apply to become the dean of students in London, but didn’t get the position. Fortunately, a few years later I was asked to...
by andrew@learnedleadership.org | Aug 20, 2012 | The Leadership Project, TLP EARCOS
One of the benefits of working in education is the opportunity to work near artists everyday. Whether in the ELC or the upper school, it seems like most schools are always filled with student art. For an art novice like myself, it’s hard to describe what makes a piece of art great; it just is. Although I have little artistic ability myself, I can relate with the process of creation that drives an artist. It may not feel like it all the time but in many ways administrators are like artists with schools as their canvas. I spoke with Dr. Don Bergman, Head of School at Nido de Aguilas in Santiago, Chile, who used this analogy to describe his work in schools. Like great artists, great administrators often get that way through experience, something Dr. Bergman has no shortage of. Dr. Bergman has worked in some of the best schools in international education including Cairo American College, Jakarta International School, Singapore American School, and International School of Manila, among others. When asked how he knew what to add or subtract to the school’s canvas at Nido he explained,” I don’t think it’s a unique talent, it’s more a combination of experience and having kind of a gut feeling about what building blocks are necessary to help that occur in very diverse setting.” Although I think he’s right in describing the value of experience, I argue that having that “gut feeling” is often what separates the good artists/administrators from the great ones. (If not specifically quoted, Dr. Bergman’s responses to these questions have been paraphrased) You’ve worked continuously overseas for...
![Learn[ed]Leadership Pages](http://redesign.learnedleadership.org/divi/wp-content/uploads/2015/01/Logo3.jpg){kind=logo}
Recent Comments