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• W842583186 abstract "[ILLUSTRATION OMITTED] When you find yourself juggling new programs and the latest technology or safety protocols on top of the day-to-day concerns of students, teachers, parents, and budgets, you become overwhelmed. With ever-increasing demands--mandated by law or by parents--you're pressured to deliver an even higher quality education. In light of challenges and resource constraints, you might ask, What's required to build strong schools and smart students? We suspect and much of the current research suggests that great teachers make the difference. Perhaps more than just smart teachers, schools need smart leaders who inspire and engage faculty and staff ability to their fullest. The problem is that smart leaders don't always bring out the smarts in others. Many leaders, having spent years being rewarded for their intelligence, never look beyond their own capability to see and use the full genius of their team. Consider the superintendent who invites community input on the latest prekindergarten initiative, nodding and acknowledging suggested ideas, and then subsequently marches ahead with the exact plan he originally presented. Or the principal who dominates staff meetings with her diatribe on the school's priorities, never pausing long enough to take the pulse of the staff. You know these people because you've worked with and for them. These leaders are diminishers who underutilize people and leave talent on the table. At the opposite end of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of people around them. When these leaders walk into a room, light bulbs go on, ideas flow, and problems get solved. These leaders inspire employees to stretch themselves and to deliver results that surpass expectations. These are leaders like Erik Burmeister, principal of Hillview Middle School in Menlo Park, Calif., and 2013 California Principal of the Year. Burmeister unleashes creativity and energy in his staff by challenging them to dream without limitation and then responding to those dreams with a yes, before no attitude. Or Linda Aceves, an assistant superintendent in the Santa Clara County Office of Education and seasoned educator, who could have easily solved a troubled school's problems. Instead she used her knowledge to guide staff through a process of discovery, asking questions that stimulated thinking and sparked natural curiosity. These leaders seem to make everyone better and more capable. These leaders are multipliers--intelligence multipliers. Our recent research, including more than 100 interviews with educators and more than 330 survey responses covering 49 leadership competencies, led us to a new model of leadership. In this model, leaders use their smarts to amplify the intelligence of people around them. We saw the magnitude of the challenges that can be tackled when everyone is operating to their fullest. Even more vividly, we saw that a change in leadership can facilitate a change in capability. A leadership change It was the summer of 1989, and Stephanie, wearing her brand-new interview suit and clutching her newly minted master's degree from Stanford University's Graduate School of Education, soared through the doors of her new employer, the internal training department of a private college. She was full of passion and brimming with ideas, ready to put her skills and education to use in her first big job. However, by early spring, her excitement dimmed. She found, as many of us did early in our careers, that her entry-level job as a training coordinator involved a daily grind of routine tasks like scheduling classrooms, copying class evaluations, and distributing them to the deans. But Stephanie's source of discouragement extended far beyond her mundane, narrow role; she also was the prey of a smart but micromanaging boss, Diane, who had a knack for creating stress all around her. To Diane, it wasn't good enough to make the copies and get them distributed on time. …" @default.
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• W842583186 date "2015-04-01" @default.
• W842583186 modified "2023-09-24" @default.
• W842583186 title "Multiplying Is More Than Math-It's Also Good Management: Schools Have an Abundance of Untapped Potential That Should Be Harnessed for the Betterment of Both Students and Employees" @default.
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