On assessment: measure what you value instead of valuing only what you can measure.
What we want for our students we should want for our teachers: learning, challenge, support, and respect.
Change is easy to propose, hard to implement, and especially hard to sustain.
The quality & morale of teachers is absolutely central to the well being of students and their learning.
High performing organizations have cultures of creativity and risk. They encourage workers to innovate and play.
Teachers create and transform energy. They are the dynamos of educational change.
Improvement is about doing something better; innovation is about doing something new.
A successful school has to engage all the people, all the powers, and all the capacities within it.
Teachers who believe they can make a real difference in their students lives REALLY do.
A first class system of early childhood education is the hallmark of a caring and civilized society.
Lateral trust among colleagues is as important as vertical trust within the hierarchy.
We must use collegiality not to level people down but to bring together their strength and creativity.
Education leaders must have the will at times to release leadership to the teachers the parents and the students.
Don't raise the bar and narrow the gap, but narrow the gap to raise the bar.
Courageous leadership is not fearless leadership. What makes you a leader is how you deal with your fears.
It's important to be innovative when times are prosperous. It's essential to be innovative when they are not.
Teaching is a never-ending story. The work is never over; the job is never done.
The bags that teachers carry home symbolize their guilt about the endless care they have to give.
Blame and betrayal are the emotional enemies of improvement.
One or two bad teachers is a problem with the teachers. A school with many bad teachers is a problem of leadership.
Capacity building originally meant helping people to help themselves. Now it means required training to deliver imposed policies.
You cannot switch teachers on and off as if they were PowerPoint presentations.
On school culture: It's hard to eat something you've had a relationship with.
High performance leaders capitalize on crises to galvanize the motivation and actions of people in the organization.
If one foot is in a bucket of steam, and the other is in a bucket of ice, you are not, on average, comfortable.
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