Improv for Educators

by

Stevie Ray

How can a centuries-old art form help educators? Improvisation—or improv—is more than a form of comedy entertainment, it is being taught as part of MBA programs at Duke University, MIT, and UCLA. The CEOs of Apple, Google, and General Electric credit improv training for their success as business leaders. But before we dive in, let us first identify what improv is and where it came from. The first recorded use of improvisation was in ancient Greece. At a time when all theatrical performances consisted of a chorus reciting the plot, a man named Thespis stepped out of the chorus to actually act out the story. Being the first, he had no script to follow, so he extemporized. This was quite a risk, given that disapproval for his actions could have resulted in an encore of drinking hemlock. To honor this trailblazer, actors to this day are called Thespians.

Fast forward to 16^th Century Italy, where commedia dell’arte troupes of touring actors perform plays for townsfolk that are based on loosely designed plots called scenarios. The scenarios provide a basic framework for the performances, but the dialogue is improvised. Even though commedia is still celebrated at festivals throughout Europe, it is not widely performed.

The modern version of improvisation was developed at various places around the world from the late 1930s through the ‘50s, most notable in the US, UK, and Canada. But, while most people associate improv with comedy, many of the techniques were actually designed to foster teamwork, self-expression, speaking abilities, self-confidence, and positive interactions. These skills are directly connected to success in all areas of life, both personal and professional. When Stevie Ray’s Improv Company first opened its doors in 1989, many of their students were more interested in personal or professional growth than in becoming the next Belushi or Radner.

For educators and education leaders, the application of improv can be a game-changer—sharpening skills to better interact with students, parents, and colleagues. This is because improv works different mental muscles than other types of training. To that point, when the folks at Google wanted to develop their own Personal Digital Assistant to compete with Apple’s Alexa, they wanted to take interacting with a PDA one step further. When you ask a typical PDA a question, “What is the temperature outside today?” you get a straightforward answer, “The temperature is 78 degrees.” Google execs wanted Google Assistant to be more conversational, offering responses like, “It is a beautiful 78 degrees and sunny, a perfect day to dress light and take a walk in the sunshine.” But how do you program AI to be conversational without repeating the same response to the same question? To solve this dilemma, every member of the Assistant coding team was put through improv training. Why? Because, by its very nature, improv is a tool for building communication one block at a time, with each participant adding the next layer.

In a time when conversation seems to involve simply waiting for the other person to finish talking, cooperative, building block interactions produce much better results. Improv training accomplishes this by first focusing on deep listening skills, then crafting responses that respect all participants. There are eight classic rules of improv that have been handed down since the 1950s. In future articles, I will examine each with respect to educators.

I will also suggest ways to make improvisational thinking and communicating part of your daily routine. Simply reading about new techniques is worthless unless they can be put to use. To that end, I will borrow principles from my other great passion, the martial arts. There is an old Samurai adage, The more you sweat in practice, the less you bleed in battle. To help you be more successful in the next battle, I will be asking you to sweat by making improv techniques a daily practice.

I look forward to sweating with you.

Dear Readers

Student engagement in schools seems increasingly difficult to focus attention on learning, keeping parents and communities informed, and using technology to our advantage.  So, what are some possible solutions?  Let me introduce you to a former colleague who is way beyond my technology skills and has been able to use technology for the positive involvement of students, staff, and communities.

Brenten Magee is the vice principal in an elementary school. I encourage you to view what he is contributing to his school community.  Check it out at  https://sites.google.com/view/brentenmageedesigns?usp=sharing

I really like the term Learning Experience Designer Brenten uses to describe what he does.  The term ROI usually refers to return on investment related to money.  Dan Heath, in his book, ‘The Power of Moments,’ and others are starting to talk about ROX,  Return on Experience.  I believe the most effective perk for schools in the future to attract and retain quality professionals will be the culture.  The culture that creates a positive ROX, where people want to be there and make a contribution to learning, students and staff.

I hope you check Brenten’s link and find ways to engage your students and each other. Thank you Brenten for developing attractive learning experiences for your kids,

As a long-time principal, I hear parents and community members saying, referring to our schools, “it was good enough for me, it is good enough for my kids.” Unfortunately, that is not true in this rapidly changing world.  I heard this statement at a workshop years ago, I paraphrase, ‘we need to teach our kids for their future, not our past.’ There is content and strategies that are still valid and helpful for the future like collaboration, knowing facts that help us problem solve, writing, etc.  Consider some facts do change with new information.  Newton was taken as the gospel until Einstein came along and found special cases that didn’t align with every rule. With scams, promoted by technology, why aren’t we teaching digital ethics.  Teach kids how to know if something is true or not.

A friend and colleague in New Zealand is an expert in teaching strategies and recently wrote this article.  I think it is time start to reframe what the future learners will need for a better life.  Business is already dealing with VUCA (volatility, Uncertainty, Complexity, and Ambiguity). How will schools respond to prepare our students to add value to this environment.  It is time we start preparing students for a future that we can’t describe or know.  As Neil Postman wrote years ago, “Children are messages we send to a future we will not see.” 

Let’s keep what is important (integrity, being open to consider more possibilities, etc.), which I call the meta curriculum and start creating young people who will lead us to navigate an  unknown future.  I encourage you to read Karen Tui Boyes article below.

The System is Still Failing Our Students: It’s Time to Teach Them How to Learn

Traditions – Transitions – Transformation

By

William Sommers & Brandon Mergard

“If you don’t like change, you’ll like irrelevance even less”

General Eric Shinseki

Many of the processes still in place today are grounded in past philosophies.  Frederick Taylor – Scientific Management, Theory X – Command and Control, and a reliance on the past as predictors of the future are examples.  There were good strategies when the world moved from agricultural to industrial ages.  The question: Are these practices going to lead us to adapt to an ever changing and faster paced world?  As the title of Marshall Goldsmith’s book indicates, What Got You Here Won’t Get You There.

Some traditions will still be applicable as we move forward into the information age, leading with more knowledge workers, and moving toward future outcomes. A possible future is ROX (Return on Experience), not only ROI.  Organizations that are moving forward are  building positive learning cultures. The organizational culture is, and will be, the attractor for the best talent.  Leadership in creating those cultures will be key.

• The need for leadership with a vision and the ability to attract knowledge workers to a desired future. Leaders with Courage, Humility, and Discipline are needed.  (Stakeholder Centered Coaching has 95% success rate for leaders)
• Continuous knowledge acquisition by reading, sharing information, and seeing new applications. New knowledge requires new processes to create new results. What do you see that no one else sees?
• Collaboration of diverse teams with multiple perspectives to mine the minds of those closest to the work. Simon Sinek wrote Leaders East Last. No leader can be successful alone. Most work requires collaboration, not necessarily hierarchy.
• Running experiments to see if a new approach works. If it does, tell everybody.  If it doesn’t, tell everybody. We learn from our colleagues.  (This is the reverse Las Vegas Effect)

Most of the business and educational literature suggests new thinking about how we get from where we are, to where we want to be, will be required.  A few that are in use by forward thinking leaders and organizations are:

• Systems thinking v. individuation of job requirements
• Polarity Partnerships v. only one solution, single issue thinking
• Leadership skills for an evolving future v. Management only
• Stakeholder Centered Coaching leadership v. Command-and-control leadership
• Navigating a VUCA world which is increasing v. Stable world based on the past

Some Thoughts on the Transition Period

Most people know ‘why’ they do a job that attracts their passion.  Even more know ‘what’ they want to see when they help accomplish the task.  The question is ‘how’ do we close the Why-What Gap.  That is the HOW.  The authors are committed to leadership behaviors of Stakeholder Centered Coaching developed by Marshall Goldsmith and Frank Wagner

Few of Our Basics for Leaders & Organizations during this transition

Leadership is social.  It is about relationships and defined by how others experience the leader.

• Coaching must focus on how the leader is perceived by others, not just how they feel.
• If no one around the leader notices a change, the change doesn’t count.
• Perception isreality in leadership—and reputation is the scoreboard.
• Leadership is about influence not always about decision-making.

Change must be visible to matter.  Unseen change is functionally equal to no change.

• Behavior change without stakeholder validation is meaningless.
• Leaders must follow up, ask for feedback, and make their growth observable.
• We don’t coach for insight—we coach for visibility, traction, and trust.
• “Leadership is action, not position” Donald McGannon

Coaching is a system—not a session. Transformation doesn’t happen during the coaching—it happens between sessions. It is what the leader does, not necessarily what they say.  Watch their feet not listen to their tongue

• The session is the setup and the foundation for a change in behavior.
• Without structure between sessions, momentum dies.
• Coaches must engineer systems that keep behavior change alive after they’re gone.
• As Deming pointed out, you are getting the results the system is designed to deliver.

Stakeholders are the mechanism for change.  Stakeholders aren’t observers. They are the system.  Words can be rumors.  People who are directly affected by leadership behavior are the best judge.

• Involve stakeholders early, consistently, and visibly.
• Their perception determines whether the leader is truly improving.
• Coaching that doesn’t engage stakeholders isn’t systemic—it’s anecdotal.
• Conductors of an orchestra do not play an instrument.

Coaches should create interdependence, not dependency.   If your coaching requires you to stay present for progress to continue, you’ve built a dependency—not a system. No leader we know can make all the decisions and be in every room all the time.  Noel Tichy, GE Crotonville projects said leaders have two goals.  Be the head learner and develop other leaders.

• The goal is not brilliant sessions—it’s sustainable behavior.
• The best coaching ends. The systems stay.
• Real coaching scales without the coach.
• Be the ripple in the pond. Influence travels after the pebble sinks to the river bottom.

Leadership development must align with business outcomes.  Coaching isn’t a perk—it’s a business growth strategy.

• Strong leadership drives trust, culture, and execution.
• A leader’s brand, reputation, and influence shape succession planning and promotability.
• Coaching should make leadership operational—not just insightful.
• Successful organizations plan for succession of leaders.

Our Basic ASSUMPTIONS

Leadership is defined externally, not internally.  The reality of a leader’s effectiveness lives in the experiences of others, not in the leader’s self-assessment.  Creating and sustaining a learning culture is assessed by those who are receiving the leadership

Measurable change is superior to subjective change.  Perception data is a more credible measure of growth than personal insight or emotional reflection.  ‘Cardiac assessment’ in my heart I know is WRONG. What do the stakeholders who are receiving your leadership say?

Systems are more reliable than willpower.  Sustainable behavior change requires a structure. Left to intention alone, change decays. Newton’s first law of motion applies here.  The organization will stay on its course or remain at rest unless it is acted on it by an external force.

Stakeholders are not neutral—they’re integral.  Real transformation depends on the feedback, reinforcement, and accountability of those impacted by the leader.  Without stakeholder feedback, how would the leader know if the behaviors and culture are having a positive effect?

Coaching should be practical, not philosophical.  If it doesn’t lead to real-world behavioral improvement, it’s not worth doing. Pfeffer and Sutton wrote The Knowing-Doing Gap.  When talk substitutes for action, not many changes.  Oliver Wendell Holmes said, and I paraphrase, ‘what you do speaks so loudly people can’t hear what you are saying.’

Visibility creates credibility.  Leaders build trust not by changing quietly, but by changing transparently.  Ray Dalio, in his book Principles says the leader must focus on two goals: radical transparency and radical open-mindedness. Leader presence signals accessibility and openness.

What actions are you willing to take?  When will you start?  How about today?

“If your job is waking up the dead,

GET UP, TODAY IS A WORKDAY

Angeles Arrien

References:

Edmondson, Amy. (2019). The Fearless Organization. Hoboken, NJ: John Wiley & Sons

Goldsmith, M. (2007). What got you here won’t get you there.  New York: Hyperion

Goldsmith, Marshall, Lyons, Laurence, & McArthur, Sarah. (2012). Coaching for Leadership. (3rd ed.)  San Francisco:  Wiley & Sons

Johnson, Barry. (2020). And: Making a Difference by Leveraging Polarity, Paradox or        Dilemma. Volume One.  Sacramento, CA:  Polarity Partnerships.

Kellerman, Gabriella Rosen & Seligman, Martin. (2023). Tomorrowmind. New York: Atria

Saphier, Jon. (1985).  Good Seeds Grow in Strong Cultures.  Alexandria, VA:  ASCD PublicationsSheridan, Richard. (2018). Chief Joy Officer.  New York: Portfolio/Penguin

Ward, Rosie & Robison, John. (2020). Rehumanizing the Workplace.  Denver, COConscious Capitalism Press.

Dear Learning Omnivores

Heather Lageman and I are reading the book, “The Power of Mattering.”  Students need to know they matter, and they are smart.  With the current uncertainty in schools and communities we think it is equally, if not more important, to make sure teachers, custodians, food service, bus drivers, educational assistants, administrative assistants etc. know they matter too.

Please click on the link below to read Heather’s article of birthday celebrations.  You might use this as a guide to celebrate students who volunteer in many non-profits and community services.  We might find ways to celebrate those staff members who go above and beyond to help students who may not have support for learning.  In our experience there are many people doing exceptional jobs under difficult situations and celebrating them is especially affirming.

In an urban high school, during spring awards ceremony, we gave a “beat the odds” award for those students with the  persistence to overcome many challenges and graduate.  Bill visited a school in New Zealand that had “golden heart” award for students helping students, staff helping staff, and positive relationships between staff and students.

We ask, what kind of culture do you want to work in?  How might you contribute to a life of contributing to yourself and others.  NOTE:  don’t forget administrative leaders.  Sometimes leadership can be a lonely position.

Thank you, Heather, for reminding us to take time to celebrate and make sure people know they matter.

The Birthday Celebration Revolution

How Educational Leaders Can Transform Summer into a Season of Growth and Joy

by

Heather Lageman

While we focus on preventing “summer slide” in student learning, educational leaders have their own opportunity for transformation. Instead of viewing summer as recovery time, what if we approached it as a “Summer Surge” – a deliberate period of professional growth that energizes us for the year ahead?

Learning from Joy Inc.: Building Joyful Leadership Practices

This spring, a conversation with Rich Sheridan, author of “Joy Inc.,” planted the seed of the life-changing nature of joy and how that applies to growth and development in the field of education. Now that the summer months are in full swing, it is the perfect time to dive into the ripple effect of his concept and how creating workplace cultures centered on joy leads to sustainable results and growth (Sheridan, 2013). His principles from Menlo Innovations translate powerfully to educational leadership, offering a framework for summer professional development that goes beyond traditional approaches.

The Ripple Effect

When educational leaders approach summer intentionally, the effects spread throughout their communities. As Sheridan notes, joy in the workplace isn’t about constant happiness – it’s about creating meaningful work environments where people can do their best while feeling valued and energized (Sheridan, 2013).

Teachers notice when their leaders return energized rather than just rested. Students sense when adults in their environment are genuinely excited about learning. Families are drawn to educational settings led by people who radiate authentic enthusiasm for their work.

Sustaining Your Surge

The true measure of your Summer Surge isn’t how you feel in August – it’s maintaining that energy when challenges arise. Build sustainability through:

• Regular Joy Check-ins: Monthly assessments of your team’s energy and engagement

Sample Monthly Joy Check-in Activity: Schedule a 15-minute “Joy Pulse” meeting with your team each month. Ask three simple questions:

1. “What’s been bringing you joy in your work lately?” (2-3 responses)
2. “What’s been draining your energy?” (1-2 specific examples)
3. “What’s one small change we could make this month to increase our collective joy?”

Record responses without judgment and commit to implementing at least one suggested change within two weeks. Follow up on the previous month’s commitment before starting the new discussion.

• Community Networks: Connections with other leaders committed to joyful leadership
• Transparent Practice: Share your experiments and learning with your community
• Meaningful Metrics: Track cultural health alongside academic outcomes

Start Your Surge

Your “Summer Surge” is an investment in everyone whose lives you impact through your leadership. This summer, don’t just prevent the slide – create a surge that transforms how you approach educational leadership. Your intentional summer growth makes it possible to approach the year with joy, creativity, and sustained energy.

Reference:

Sheridan, R. (2013). Joy, Inc.: How We Built a Workplace People Love. Portfolio.

Available at: https://menlo-innovations.myshopify.com/products/joy-inc

Dear Learning Omnivores

I hope this finds you getting some rest during the summer. I want to focus your attention that Heather Lageman posted call the “summers surge.” https://www.linkedin.com/feed/update/urn:li:activity:7354980645355298816/

Many times we focus on the summer slide for students and our colleagues who are educators.  Applying some of the work of Richard Sheridan, CEO of Menlo Innovations and the author of Joy, Inc. Heather has offered learning focused activities to energize and engage other professionals who work in education.

As Art Costa years ago told me, if we don’t create mentally stimulating environments for teachers [and all staff], why do you think they will do this for students.

Thank you Heather for providing ways to increase Joy in education.  Thank you Rich for sharing your positive vision for organizations.  This ROX (return on experience) will be the new best fringe benefit for educators to attract and retain our best learners to education.

Mahalo, Bill

Being in my 70s, I am having more trouble navigating the world of technology. Yes, technology has provided many positive changes.  The medical field, security, and robotics.  I remember switching to technology when computers came into the school system.  It helped do scheduling and manage attendance records.  Writing and editing documents were much easier to manage.  Technology continues to evolve, and I find many more practical uses that make things easier. Yes, I do zoom, word processing, and excel spreadsheets.

At the same time, I am finding challenges.  I hope I am not alone with the experience I am going to share.  I bought a new car in 2023 (ok, my engine blew up on my previous vehicle, so I had to make a change!).  I was used to getting an oil change and lube every 3000 miles, and I proudly pulled into the service department and was told I didn’t need an oil change until 7000 miles. Are you sure? So, I adjusted to the new schedule.

Last Monday 4.28.25 I pulled into the service department with 21,000 miles to schedule my third maintenance.  I was told that they could not schedule a service appointment.  I had to call a number to schedule.  I said, “I am here, just give me an appointment for next week.”  The service person, who was very nice, said he couldn’t do that, and I would have to schedule by calling a number. What?  I want you  to know this service department in the past has been wonderful to work with and I trust them.

I said the car, or someone, sent me an email that it was time for service.  My car keeps informing me on my dashboard I need service!  The sticker you put on my car said it was time for service. That is why I am here! None of this made any difference. The service person politely said he could not make an appointment for me.  However, he dialed the number on my smart phone to help me make appointment for the exact place where I was parked.

The person on the other end of the line asked, “how many miles do I have on the car?”  I replied, 21,000.  She said come back when you have 23,000 miles.  I will not report what I said. #$%^&*  To the person I was talking to I stated, “so let me get this straight.  I shouldn’t believe the car which tells me I need servicing, I should not believe the dealership who said every 7000 miles, I can’t believe the sticker the service department put on my car at the last service appointment.”  Can you tell me why I get these nasty grams  by email telling me I need servicing when you won’t schedule an appointment?  Answer: no, we will tell you when you need servicing.  ARE YOU KIDDING ME?  Am I going to get a personal phone call?

So, I can’t make an appointment in person, I can’t believe emails I get, I can’t count on the sticker put on my car from the last appointment, and I can’t believe the car which keeps telling me I am overdue for servicing.  And I am supposed to be enamored with technology? Give me a break!

So, I left, angry, disappointed, and frustrated by the technology gods.  I then went to get my car washed.  Two places had big machines, a gate, and nobody to help me figure out how to get my car washed at the price I am willing to pay.  I backed out of both places since I wasn’t sure what package I would be buying, and nobody was out front to help me.  I didn’t want to pull forward and get soaked, literally and figuratively.

So, I went to the pharmacy I have used for 15 years.  They have all my records and have been great to deal with.  New procedure! I can’t walk up to the counter, retrieve my prescription, pay, and walk out.  I have to sign in and they will call me.  There were only two of us there, neither knew of this new procedure.  The person working the counter could see us.  I finally asked, can I just get my prescription and leave?  No sir, you have to sign in.

Not to cause a scene with my insides burning up with disbelief, and the third encounter with technology in an hour, I went home to contemplate (and kick something)…how I can register my resistance to being driven by technology that won’t get me arrested.  The scene from ‘Father of the Bride’ where Steve Martin started tearing hot dog buns out of the package did occur to me! Of course, he landed in jail.

I feel like I was born on another planet. I don’t know which one, but it wasn’t this one. Am I alone?

While reading ‘Tomorrowmind’  by Kellerman & Seligman, we started thinking about how this relates to the Habits of Mind.  Assuming all past thinking processes will suffice for future problems is probably not a good bet.  The faster technology, globalization, and time restraints increase, the pressure to perform increases.

Five psychological powers , the most critical for workplace thriving in the 21^st Century is PRISM.

1. P – Prospection: The meta-skill positioning us ahead of change.
2. R – Resilience and cognitive agility: The bedrock of thriving through change
3. S – Rapid rapport to build social support: The connection we need to flourish
4. I – Creativity and Innovation: Our uniquely human gift, restored to workplace prominence today after its assembly-line decline.
5. M – Meaning and mattering: The motivation to propel us forward.

The ability to think about the future is called prospection.  HOM: Remaining Open to Continual Learning. As Karen Clark said, “Life is change, Growth is Optional, Choose Wisely.”

“For my generation we were more like a sailboat.  Today we need whitewater kayakers, quickly analyzing and responding to an everchanging flow.  We must be able to read the environment, scanning broadly for threat and opportunity.  We evolved to be generalists who could seize on local opportunity with great agility.  The same recipe for success applies to the unknowns of today’s market.”

HOM:  Taking Responsible Risks.  We all must assess the risk reward dynamic.  Taking a responsible risk means considering the safety of the system.  Amy Edmondson (2023), The Right Kind of Wrong wrote about trying solutions that inform future directions.

Wicked Problems have multiple causes and lack a single “right” answer. Terrorism, poverty, and global warming are all examples of wicked problems. [Bill’s note:  See a source for VUCA and Pachanowsky wrote about Wicked Problems]

“For every complex problem there is an answer that is clear, simple, and wrong”

HL Mencken

            Confucius, 500 BCE said, “the more many of us meditates upon good thoughts, the better will be his world and the world at large.”  HOM: Managing Impulsivity.  Kahneman in Thinking, Fast and Slow talked about two ways.  System 1, quick responses to immediate concerns or threats and System 2, slow and more reflective consideration. This is a decision of short-term and long-term thinking.  We contend most major decisions are System 2 which requires reflection for future outcomes.

            Another HOM: Applying Past knowledge to New Situations.  Former solutions may not work as well, AND learn from the past while addressing the newer problems.  This involves reflecting on the past, consideration in the present, and formulating possibilities in the future.

In Seligman’s prior book (2011), Flourish provides five keys to being successful in professional and personal life.      PERMA:

P:  Positive emotions

E:  Engagement – engagement is work, love, and play

R:  Relationships

M:  Meaning and Matters

A:  Accomplishment, achievement, and mastery

Here are some more possible connections from the Habits of Mind research:

P:  HOM – Listening with Understanding and Empathy

E:  HOM – Responding with Wonderment and Awe

R:  HOM – Thinking Interdependently

M: HOM – Creating, Imagining, and Innovating

A:  HOM – Thinking and Communicating with Clarity and Precision

“The Key to psychological fitness is resilience”

General George W. Casey Jr.

Chief of staff of the Army

      Two of the most important emotional regulations skills are:

1. Slowing down
2. Cognitive reappraisal.

Cognitive Agility gives us options. People in the lowest quartile of cognitive agility scores improve in this capability by 77% in just three months of coaching.    Yes, cognitive agility can be learned and extended by coaching and relationships. Below are suggestions from Tomorrowmind.

Bolstering Meaning at Work: As Individuals – 7 Most common drivers of workplace meaning:

1. Personal Growth – your work contributes to the development of your inner self
2. Professional Growth – You feel your work allows you to activate your full professional potential (knowledge workers want this the most)
3. Shared purpose – you feel that you and your colleagues and your leaders are working toward a common purpose
4. Service: You find meaning in acts of service for other people
5. Balance: You find meaning in the work of balancing your personal and professional attitudes and priorities
6. Inspiration: You feel inspired by your company’s vision and leadership
7. Honesty: You hold as a core value straightforward communication and the realistic assessment of work

      The presence of a companion makes the task ahead less daunting to our mind’s eye.   Again, HOM – Thinking Interdependently is a value-added habit to our own thinking.  Find your thinking partners and learn from and with them.

Synchronicity – In a  minute or two we can significantly strengthen relations.  Kindness performed asynchronously, via email or test or social media creates significantly less positivity resonance.  Being together in real time is an essential ingredient for depth of connection.  Shared time, shared experiences, matter.

“Cultures that don’t position every employee as an innovator will rapidly fall behind”

            Conscious attention is essential to creative output.  

“The unconscious generates the pieces. Consciousness puts them together.  Interfere too much with consciousness and creativity suffers.

Roy Baumeister

      Two unique superpowers are

• Prospection
• Creativity

Prism Powers of Prospection, Resilience and agility, innovation and creativity, social connection by way of rapid rapport, and mattering.

Rehumanizing and reconfiguring our organizations to stop splitting workers’ attention between work and personal needs. The movement to an innovating workplace will require a learning culture. There are estimated costs of $400 billon of training and $15,000 per employee in related health care costs.

The Habits of Mind are transferable skills that tend to be consistent as new learning and new applications emerge.

            “We need to grab hold of the tools that exist and put in the work to develop our Tomorrowmind,  Change is coming faster every day.   HOW WILL YOU RESPOND?”

References:

Costa, Arthur & Kallick, Bena. (2008).  Leading and Learning with Habits of Mind:16 Essential

            Characteristics for Success.  Alexandria, VA:  ASCD Press.

Edmondson, Amy. (2023). Right Kind of Wrong:  The Science of Failing Well.

New York:  Atria

Kahneman, D. (2011). Thinking, Fast and Slow. New York: Farrar, Straus, and Giroux.

Kellerman, Gabriella Rosen & Seligman, Martin. (2023). Tomorrowmind. New York: Atria

Seligman, M. (2011). Flourish.  New York:  Free Press

Ward, Rosie & Robison, John. (2020). Rehumanizing the Workplace.  Denver, CO:

Conscious Capitalism Press.

“In the long run, the only sustainable source of competitive advantage is your organization’s ability to learn faster than your competition. “

PETER SENGE, The Fifth Discipline

            So, HOW do we learn faster, deeper, and more creative?   HOW do we create cultures for learning?  We are competing with technology and vying for attention of young people and adults in the global world that is becoming more challenging.  Believing that Simon Sinek, author of Start with Why, is correct, let’s start with WHY. Most people can get clear about their personal and/or professional WHY.  As a longtime educator, my why is contributing to my own learning and to the learning of others.  I also think when engaged in a conversation people can describe WHAT results they want to see, hear, and feel. What remains is to close the gap between WHY and WHAT… the HOW.

Richard Sheridan, CEO Menlo Innovations has a great mission statement, to “end human suffering in the world as it relates to technology” by returning joy to his organization. Menlo is a software development company; technology teams create for others to use. His books, Joy, Inc. and Chief Joy Officer provide examples of the Menlo culture and how it contributes to the Joy of working in that culture.

As I reflect on the education today, I wonder, what if our mission was to end human suffering caused by schools?  The environment in communities has changed from the industrial age to the knowledge worker age.  Educators are on the frontline of a changing world and working in structures that were operational in the past. Some students do very well under the current organization.  More students are having trouble fitting into the existing way schools are structured and in the testing culture. Art Costa told me over thirty years ago, if the staff is not in a mentally stimulating environment, why do you think they will provide it for students?  His question to me has kept me learning and leading in many schools.  Mahalo Art!

Here are a couple of quotes from Dr. Sheridan:

• “If You Want a Culture of Leaders, Build a Culture of Systems Thinkers.” Michael Ayers, 3M Professional Development and also a parent of students in a school where I was principal years ago, invited me to a ‘systems thinking’ workshop he was leading at 3M.  What a gift for me!  This provided new connections to business models that could be adapted to education.  Neither business nor education has THE answer; they both have multiple answers.  For more knowledge about systems, read Upstream by Dan Heath.
• “Fear does not make bad news go way. Fear makes bad news go into hiding.” Most leaders are more afraid of what they don’t know than what they do know. If bad news is hiding, the future will hit us in the side of the head, not in the forehead.  For more knowledge creating a great psychologically safe culture, read Amy Edmondson’s The Fearless Organization.
• Trust is a necessary component of leadership. Without trust, organizations can become toxic.  Read https://learningomnivores.com/rules/build-trust-or-become-toast/ on my website

“The most exciting breakthroughs of the 21^st century will not occur because of technology but because of an expanding concept of what it means to be human.”

JOHN NAISBITT, Megatrends

I am not sure all high-tech people believe this.  Naisbitt’s book in the late 90s proposed the idea that high tech needs high touch.  I believe the human element is currently losing the battle.  I attended a workshop about AI. The host showed Morgan Freeman making some statements.  The convener asked, ‘isn’t that wonderful what we can do?’  Then, told us that the image was not Morgan Freeman, and the voice was not Morgan Freeman’s voice.  She asserted that this is a great use of technology.  I said, ‘what you have demonstrated to me is that I can’t trust anything, because it could be fake.’  Crickets!

I do want to honor the advancements technology has accomplished in the medical field, etc.  For me, the question becomes, ‘how do I know it is true?’  I suggest the idea of digital ethics for our young people (and older people like me).  Read Anxious Generation by John Haidt for more recent research.  I am reminded of Bo Diddley’s quote below.

“Before you accuse me (take a look at yourself)”

Bo Diddley

So, How do we move forward?  I am suggesting we synthesize information, simplify strategies, and strike while the iron is hot.  (yes, some older sayings still have meaning)

Synthesize

When I asked Richard Sheridan, how do you hire those who will fit your culture?  He said, the first requirement is “Do they play well with others?”  Our collaborative environment requires working with others, not separation by cubicles. The culture at Menlo drives learning and sharing information throughout the organization.  This        SAVES TIME.

Another characteristic Menlo looks for, are they readers?  LEARNERS ARE READERS. Bring all ideas to the interactions and see what works.  The more broadly the associates acquire knowledge, the more leadership potential and experience they can bring to the table.  Creating a culture of learning is paramount for Menlo. RUN THE EXPERIMENT is one Menlo’s favorite strategies

Our leaders and aspiring leaders must be active learners. We must continually deal with a changing world, or we may disappear. How many dinosaurs do you see walking around? If an idea doesn’t work, don’t relapse, adapt. Much of the literature currently talks about being emotionally and intellectually agile to deal with a VUCA world (volatile, uncertain, complex, and ambiguous).  The world is changing. Keep moving forward or fall behind. Marshall Goldsmith coined the term ‘FeedForward.’  Basically, you can’t change the past, you can change the future.

“Fear is the mind-killer. “

BENE GESSERIT

Kupersmith and Hoy wrote about trust and provided three elements: Be a person first, a role second, and take responsibility. No blaming, and no manipulation of others by fake words and actions.

Stan Slap in his book Bury My Heart in Conference Room B has a great activity that he led our Learning Omnivores group through.

1. Identify your most important values. Three at most
2. How did you get the value. We all talked about teachers, mentors, coaches, etc.

We all have stood on the shoulders of giants to recognize Isaac Newton’s quote.  How we navigate our current reality is important.  Can we manage conflicts that emerge along the way.  Slap included the following quote in his book. Leadership is walking on and in fire sometimes.  Do you have the repertoire and the emotional agility to deal with daily and life issues?

“What matters most is how well you walk through the fire.”

CHARLES BUKOWSKI

Simplify

            At Menlo, they are looking for able learners with maximum intellectual curiosity. They can teach skills all day long.  This is consistent with Herb Kelleher, CEO of Southwest Airlines.  Herb said, ‘We hire for attitude.  We can teach them to take tickets and most of the necessary tasks. And, we want staff to have fun.  Of course, a pilot would need a license.’

Mary Barra, CEO General Motors arrived to find multiple issues between the union and management.  One example was the dress code.  I forget how many pages in the contract were necessary to define the code.  Mary reduced it to two words: Dress Appropriately.

Contracts do have to spell out necessary legal requirements, safety issues, pay scales, etc.  At the same time, as I reflect on my years as a principal and assistant superintendent, I realize a contract can restrict a deviation that makes sense.

In one district, an extraordinary English teacher had a chance to accompany her spouse on a fully paid week trip to China.  The contract gave two days for personal leave.  This was a teacher I would want my own child to have as a teacher.  So, do you adhere to the contract so the teacher can’t go, make her lie about being sick, etc.  No, you work out two days personal and three days unpaid leave for a great experience.

Doing what is right is not always easy.  What is easy isn’t always right.  When asked why we accommodated this teacher, I said, ‘when you get a fully paid trip to China, you will get the same offer.’

Getting Better Together. “Don’t wait for permission or bureaucratic buy-in. Don’t ponder all the possibilities. Try it and see what happens.”

Strike

            Take Action.  Make Mistakes Faster is a poster on the wall at Menlo. I know many organizations take a “burn the boats” approach.  Sometimes hat shocks the system to change. Sometimes if depresses the people to give up.  Leaders must work with a both/and approach.  Barry Johnson and Polarity Partnerships have great strategies available.

Communicate what is not changing, what will change, and HOW we will make the necessary adjustments.  If the organization has had many false starts in the past with new ‘silver bullets’ it will be harder for the people in the organization to trust change will stick. Michael Ayers told me years ago when dealing with change, ‘People have to believe change is possible before they will embrace it.’

Life is Change

Growth is Optional

Choose Wisely

Karen Clark

Attempt to implement strategic or organizational change, and you’ll get one of two kinds of resistance from your employee culture:

1. OVERT – It’s too late to prevent it.
2. COVERT – You don’t realize it’s too late to prevent it.

Never misinterpret lingering cultural silence as agreement, compliance, or an indication that the culture has nothing to say.

”Anyone who has had a bull by the tail knows five or six things more than someone who hasn’t”                   

Mark Twain

You can’t rest on past success if the world is changing. Let’s continuously look for a better way. Never stop learning or challenging yourself and others. Finally, persist in taking risks. Doing all of these takes courage. A lot of it. Anybody can change, but they must want to.

Nobody ever changed for the better by going to a training session.

Marshall Goldsmith

It is action, not position.  What are you waiting for.  Today is a workday.

References:

Goldsmith, M. (2007). What got you here won’t get you there.  New York: Hyperion

Johnson, Barry.  (1992).  Polarity management.  Amherst, MA:  HRD Press, Inc.

Johnson, Barry. (2020). And: Making a Difference by Leveraging Polarity, Paradox or       Dilemma. Volume One.  Sacramento, CA:  Polarity Partnerships.

Sheridan, Richard. (2013).  Joy, Inc.  New York:  Penguin

Sheridan, Richard. (2018). Chief Joy Officer.  New York: Portfolio/Penguin

Slap, Stan. (2010).  Bury My Heart at Conference Room B.  New York:  Penguin.

Slap, Stan. (2015). Under the Hood.  New York:  Penguin.

Wagner, Frank. (2015). The Power of Total Commitment.  SCC Marshall Goldsmith