I recently have had the privileged to reflect on this topic for the national educational magazine, Independence. You will be able to read the full article later this term at the following url:
I provide the following snippets from the article and encourage you to read the full article when it becomes available:
As Stephen Covey eloquently expressed in his book “The Eight Habit”, the key to the effectiveness and sustainability of an organisation, and the underpinning to any structure and process, is the capacity to find your voice and to inspire others to find their voice.
Lead learning begins with being clear and honest about your vocational purpose (an unapologetic, explicit and persistent focus on student learning and wellbeing) and personal wellbeing (resilience, contentment and fulfilment). The quality of the relationships and level of trust you have within your community then underpins the ongoing culture of learning you distribute widely. This is obviously supported by the programs, structures and processes that are clearly defined, consistently enacted and broadly owned. A concurrent cohesion of these elements provides great synergy for a learning community.
I think three key things flow from this approach for students:
- Students being more engaged with feedback and learning rather than being simply results focussed
- You develop much more self-directed and empowered learners.
- There is enhanced empathy for, and improved relationships with staff. There is a greater sense that we are in this learning journey together.
It is very important to have clearly defined and structed mechanisms to articulate, drive, measure, celebrate and review learning, but people and relationships must come first, middle and last if you want a sustainable and deep culture of learning. In general, this comes down to three broad considerations – the value you place in people, the care you show and the voice you give them.