High performing organizations have cultures of creativity and risk. They encourage workers to innovate and play.
The bags that teachers carry home symbolize their guilt about the endless care they have to give.
The quality & morale of teachers is absolutely central to the well being of students and their learning.
What we want for our students we should want for our teachers: learning, challenge, support, and respect.
Teachers create and transform energy. They are the dynamos of educational change.
A successful school has to engage all the people, all the powers, and all the capacities within it.
Courageous leadership is not fearless leadership. What makes you a leader is how you deal with your fears.
High performance leaders create an inspiring future by connecting with a classic and honorable past.
Every learner has special needs.
You cannot switch teachers on and off as if they were PowerPoint presentations.
If one foot is in a bucket of steam, and the other is in a bucket of ice, you are not, on average, comfortable.
Capacity building originally meant helping people to help themselves. Now it means required training to deliver imposed policies.
One or two bad teachers is a problem with the teachers. A school with many bad teachers is a problem of leadership.
Schools cannot shut their gates and leave the outside world on the doorstep.
Improvement is about doing something better; innovation is about doing something new.
On school culture: It's hard to eat something you've had a relationship with.
Evaluation schemes that implicate 100% of the staff to detect a small % of incompetents are a waste of time.
Adolescence is about digging out the iron inside irony.
Without optimism & self-belief among teachers, classrooms become wastelands of boredom & routine and schools deserts of lost opportunity.
Teachers who believe they can make a real difference in their students lives REALLY do.
Sustainable leadership does not compromise the future by expanding and accelerating too quickly in the present.
It is those who have the distinction of privilege who set the standards of disgust with failure.
High performance leaders know they have to breathe out when they are coming up for air.
Implementation of technological change must involve critics as well as advocates.
Too often, shared visions really mean, "I have a vision; you share it!"
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