by andrew@learnedleadership.org | Jun 9, 2012 | The Leadership Project
Dr. Bill Gerritz, Head of School at the International School Bangkok, is a self-described “nerd” who views much of his work with the eyes of an engineer. In fact much of what Dr. Gerritz has achieved while leading various international schools around the world could be described as visionary engineering. Most recently he’s helped to pioneer the ISB invention Center, which will create a “system for kids who are interested in science and math [a place to] actually create new machines” and think like engineers. After 11 years at ISB, and over two decades overseas, Bill is ending his international school career to make room for new endeavors. When asked about retirement he was quick to explain, “I’m not calling it retirement, [because] retiring implies going to sleep or going off somewhere. I’m calling it being on the loose or a very long summer.” So if you happen to be in Estes Park, CO this summer watch out for Dr. Gerritz who will be officially on the loose and anxious to start his new adventure. Thankfully before he takes off, I had the opportunity to listen to him reflect on his leadership experience in international education. (If not specifically quoted, Dr. Gerritz’s responses to these questions have been paraphrased) You’ve had the opportunity to work all over the world, what’s surprised you the most about working in Bangkok? “Thai culture is very peaceful, gentle, and funny. This is the most humorous place I’ve ever worked at…[there’s] a lot of joking and laughing and fooling around.” Are there other schools or administrators that inspire the way you lead ISB? I...
by andrew@learnedleadership.org | May 31, 2012 | The Leadership Project
As I’ve had the opportunity to meet with peers at other international schools, it seems that so many international educators come from either Washington, or Minnesota, my home state. Although I’m sure the world of international ED benefits from all the high-IQ WA expats, Minnesota and the Midwest continue to export good-ole fashion kindness. Where I’m from we actually call it “Minnesota-nice.” Although Dr. Kerry Jacobson, Superintendent at Shanghai American School, originally comes from Wisconsin, he spent a large chunk of his career in Minnesota before moving overseas, and it seems some of the state’s niceties have “rubbed off.” Despite a demanding schedule overseeing a school population above 3000, Dr. Jacobson was not only nice enough to meet with me in the busy month of May, but also put-up with a weak Skype connection—and he did it all with a big smile. As we talked Kerry spoke of the importance of bridging the complex differences between stakeholders at our schools. He went on to explain that although it’s important to be focused in our execution of purpose, so much of what we do relies on our ability to connect, empathies and be nice with others. As a proud Midwesterner, I’d like to think his success as a leader might be traced back to his time in Minnesota. You’ve spent most of your career in US public Schools, what has been the most drastic difference between leading a public school and an international school like SAS? First off, I have to say that I am a big advocate for American public education “[in fact] I think American public education is...
by andrew@learnedleadership.org | May 27, 2012 | The Leadership Project
If you pay any attention to the status of international education in Southeast Asia, you know of the tremendous growth that has taken place. Despite this growth, areas like Hong Kong continue to see demand outpace supply. Some schools see this as an opportunity to expand. Hong Kong Academy, currently located on Hong Kong Island, is not that kind of school. It’s true that HKA will increase its enrollment from 470 to 600 students when they move to their new location in Sai Kung in 2013, but this is by no means a mega-school; and that’s exactly the point. I had the pleasure of speaking with HKA Head of School Steve Dare, and what struck me most in our conversation is how he has helped shape a clear mission and vision that drives the school. At the core of this vision is a focus on building an intentionally diverse community, which from what I could tell aligns well with Mr. Dare’s values as a leader. Describe your leadership style? “It’s hard to say one has a style, [instead] I try to be aware of what my strengths are and the challenges I have…[I believe] I have the capacity to bring people into the leadership conversation.” I realize building a school isn’t just about my ideas as a leader, but it’s a conversation between stakeholders. “[One of my greatest roles] is as an ambassador for the school and because I have a clear vision and sense of direction for the school, I want to bring as many people in as I can who share that vision.” In this process...
by andrew@learnedleadership.org | May 19, 2012 | The Leadership Project, TLP EARCOS
It says something interesting about Tim Carr’s personality that he describes his arrival at Jakarta International School as a homecoming. What’s interesting is Mr. Carr has never lived in Jakarta, Indonesia, or SE Asia before accepting the role of Head of School at JIS. The homecoming that he’s referring to is less tangible, but more of spirit and connection with the developing world that was lacking at his last position at ASIJ in Tokyo. It’s clear that the energy and vibrancy of Indonesian culture has connected with Mr. Carr as he sets out on his journey, which has already included the creation of a new and exciting school wide vision that connects to this spirit. (If not specifically quoted, Mr. Carr’s responses to these questions have been paraphrased) You’re relatively young for your position, what convinced you to go into leadership at a young age? My father was in education so I think some of my interests in schools and students come from there. “I was often drawn towards how schools worked, and I’ve always been fascinated with schools as an organism.” Early in our careers, my wife and I decided to take the step into international teaching, and “I decided at a relatively young age to walk through doors [to leadership] that were opened, even if I wasn’t qualified to do it.” In fact a lot of my opportunities have come from people who trusted me to do things I didn’t know how to do, but was willing to try. What or who has been most fundamental in your development? “Learning…that’s the main thing…I can’t imagine conjuring a...
by andrew@learnedleadership.org | May 6, 2012 | The Leadership Project
In international education, like any industry, it doesn’t take long to build a reputation amongst your colleagues and peers. This is no different for Mark Ulfers, Head of the American School of Paris, who has been described by others as knowledgeable, dependable and a change-maker. Mr. Ulfers’ storied career stretches around the globe including headships in Frankfurt, Taiwan, Cyprus as well as leadership positions in Singapore and the USA. Last week, I had the opportunity to speak with him and what struck me the most in our conversation was his commitment to making others around him better. This is a valuable skill to have in Western Europe, where he explained the challenge of labor laws has encouraged him to develop talent within and across the school. (If not specifically quoted, Mr. Ulfers’ responses to these questions have been paraphrased) You became a Principal at 27, what made you decide to step into school leadership? “I think it was a sense that you could bring a little more rationality than what you had been witnessing…[although] I’m not sure I’ve been able to do that.” You’ve worked in schools all over the world, how is working in Europe different from your experiences in Asia? “[Actually] I find more commonalities at our schools than differences. Clearly culture has a tremendous influence…[but] the needs of young people seem to be so much the same [anywhere in the world]…their desires, needs, aspirations…” I suppose the biggest difference is that labor laws are refined to a science in Western Europe compared to Asia…”I hear people whine, moan and complain about the labor laws in Europe, but...
by andrew@learnedleadership.org | Apr 18, 2012 | The Leadership Project
“Give your people responsibility, mentor them…and oversee their work so you can see that they’ve been successful.” This simple philosophy has shaped the careers and education of countless students, faculty and staff at the schools where Dr. Harlan Lyso has worked. It’s this uncomplicated and principle-based leadership style that has guided Dr. Lyso through nearly 40 years of international ED experience throughout the world. Most notably, Dr. Lyso oversaw Seoul Foreign School as Head of School for 16 years as well as principal for the four years prior. In 2008 he was award International Superintendent of the Year by AAIE, the Association for the Advancement of International Education. Now partially retired Dr. Lyso consults for ISS and represents EARCOS on the WASC Commission, which allows him to keep his hands in the part of the world where he raised his family and built a career. He was kind enough to meet with me and discuss his observations on international education, qualities of effective leadership and the challenges that lay ahead for the industry. What changes have you noticed in international education over the last 10 years? For teachers and administrators? Overall “parental expectations” have changed drastically over the last decade. Just a few years ago parents moving abroad were satisfied if an international school even existed, but now the expectation is that the school will be at least as good as the one they left and should be better. In addition to higher expectations, the greatest change has come simply from the explosion of schools. It’s believed that there are currently 5000 international schools worldwide and this will...
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