Run by Iowa educators, #IAedchat is on Twitter the first, second, and third Sundays each month at 8:00pm CST. We have added #IAedchat LIVE to the fourth Sunday of the month at 8:00pm CST. This will take place in Google Hangout on Air. We will share the invitation and link to #IAedchat LIVE each month.
Mande, tweeting from the comfort of my couch in Ankeny tonight..while attempting to multi-task while binge-watching the 2nd season of 13 Reasons Why this fine evening #iaedchat
Greetings, #IAedChat. Dan Butler, Principal of @EpworthElem and proud to be able to help moderate the conversation this evening. Welcome to all of our friends.
A1: They get the best out of people. Critical feedback is provided by multipliers but not in such a way that tears down the other. Resilient and respectable. #iaedchat
A1: A multiplier is one who takes what they have and turns it into something greater. Typically someone who possess a drive for excellence and a passion for what they do. #iaedchat
A1 A "multiplier" builds capacity by being an effective communicator, intentional, relationship builder, embraces vulnerability, and dedicated to learning. #iaedchat
A1: To be a multiplier you must believe in something bigger than yourself! Risk-taker, passionate, learner, RELATIONSHIPS, connected, shares! #iaedchat
A1: A multiplier is one who takes what they have and turns it into something greater. Typically someone who possess a drive for excellence and a passion for what they do. #iaedchat
A1: When I think about a multiplier, I think about someone who is able to build others up through encouragement, push and challenge, and someone who places people in positions to be successful. This is all about building capacity in my opinion. #IAedChat
A1: A multiplier’s passion and intensity attracts others, builds others up, garners consensus and ownership, and is willing to collaborate for the good of the group. #IAedChat
A1 Multiplier means to take whatever you have and make it not only equal but greater than it's anticipated outcome. Someone that's takes joy in being able to replace themselves by building capacity within. #iaedchat
A1: There is more than one leader in a school at various times. Sometimes we need to multiply opportunities for others to show their brilliance. #iaedchat
A1 a multiplier is someone who communicates and is transparent so that others can move forward in the same direction... being able to enhance the positive outcome that was initially intended #iaedchat
And not only embrace it, but how can we model it, support it, and grow within that state? When we do that we totally embrace everything that comes from being vulnerable...something I'm really working on! #iaedchat
I think that's key. To be able to be pushed and challenged, we have to have a certain amount of respect for the one pushing us. I like this, Brain. #IAedChat
A1 The multiplier is the one who constantly seeks to identify untapped potential, facilitates opportunities for others to demonstrate the potential, and coaches the potential to positively affect others #IAedChat
A1: As Peter Drucker said, “The organizations that succeed will be those that put their employees in a position to be their best. Those that can multiply resourcefulness, intelligence and problem solving.”
When I think of a multiplier, I think of one who adds value. #IAedChat
A1 Multiplier means to take whatever you have and make it not only equal but greater than it's anticipated outcome. Someone that's takes joy in being able to replace themselves by building capacity within. #iaedchat
A1.2: I think another key distinction of a multiplier is the realization that it is not about them. Bringing out the best in others does not diminish them, it, in fact, brings them up as well. #IAedChat
Multipliers lead people by operating as talent magnets, whereby they attract and deploy talent to its fullest, regardless of who owns the resource. They nurture, invest, and develop them, helping them reach their full potential. #IAedChat
A1: As Peter Drucker said, “The organizations that succeed will be those that put their employees in a position to be their best. Those that can multiply resourcefulness, intelligence and problem solving.”
When I think of a multiplier, I think of one who adds value. #IAedChat
Like the problem solving component here, C.J. Important that leaders are able to guide their teams through a plethora of perspectives to see opportunities where others see problems #iaedchat
it's a journey, right! i'm really working on recognizing when I notice others being vulnerable- honoring it! I think that is one way to support it! #iaedchat
And not only embrace it, but how can we model it, support it, and grow within that state? When we do that we totally embrace everything that comes from being vulnerable...something I'm really working on! #iaedchat
BOOM! Talent development is where it's at. I'll take someone with will and a resilient attitude over skill and a diminisher. All about the relationship. #iaedchat
Multipliers lead people by operating as talent magnets, whereby they attract and deploy talent to its fullest, regardless of who owns the resource. They nurture, invest, and develop them, helping them reach their full potential. #IAedChat
Leaders must continually and obsessively investigate where they have their people and in what roles they are serving. It is about getting the right people, but also getting them in the most impactful places. #IAedChat
A1: As Peter Drucker said, “The organizations that succeed will be those that put their employees in a position to be their best. Those that can multiply resourcefulness, intelligence and problem solving.”
When I think of a multiplier, I think of one who adds value. #IAedChat
A2: A diminisher would be the one who brings the negativity. "We never used to do this." "I don't have enough time!" Focusing on the negatives brings everyone down. #iaedchat
A2: They are looking for any chance to sabotage a process. Either because they don't believe in it or it threatens their comfort. They are often vocal and unless challenged, they believe they speak for the majority. #IAedChat
A2 Selfish...I know that sounds harsh, but one who diminishes takes away from others to reflect upon themselves It usually comes down to them, not the students #iaedchat
A2: Diminisher is someone that not only is satisfied with the status quo but goes out of their way to "diminish" the goals and vision of those around them. Very rarely wants to work to improve the system as a whole. #iaedchat
A2 a micro manager, takes away autonomy, keeps information secret, thinks they are smarter then all, negative, stays where they always were, takes away hope #iaedchat
A2: When I hear the word diminisher, I think of someone who crushes the passion of others. This can be purposeful or inadvertent. Either way, it’s not healthy to have a diminisher as a leader. #IAedChat
A2: Negative mindset: focusing on what is wrong rather than what is right. Bringing others down to spread their negativity. Dragging feet on new ideas. As @casas_jimmy would say, an "Awfulizer" #IAedChat
A2: A diminisher spends his/her time trying to break the confidence of those who want to grow and change. They are often unable to detach from the status quo. #iaedchat
A2: Diminisher is someone that not only is satisfied with the status quo but goes out of their way to "diminish" the goals and vision of those around them. Very rarely wants to work to improve the system as a whole. #iaedchat
A2 a "diminisher" sucks the energy out of your culture by seeking for recognition. I love a quote by Albert Einstein "Strive not to be a success, but to be of value." Multipliers add value and impact others around them. #iaedchat
People who lack the vision to see that effort X ingenuity = results. They would rather wallow in self pity, as opposed to being constructive. When they invade your org, they spread like a cancer.
#iaedchat
A2 Limited, restricted, & hindered. As leaders we are charged to identify the sources of this thinking, work with our team members to shift practices aligned with these terms, & develop collective capacity to multiply our efforts to reach our vision #IAedChat
A2) They have a "problem" with every "solution." However it is important to listen to them and bring them into the situation early. Get closer to this person-it takes courage but it will help the organization move forward. #IAedChathttps://t.co/89eB5FxBxl
A diminisher is one who smashes new ideas, one who doesn't like change. It's the way we always done it! No. One who is afraid to try new things. #iaedchat
People who lack the vision to see that effort X ingenuity = results. They would rather wallow in self pity, as opposed to being constructive. When they invade your org, they spread like a cancer.
#iaedchat
A2: In contrast to my A1 answer - Diminishers operate as empire builders, insisting that they must own and control the resources. be done. They operate as know-it-alls, personally giving directives to showcase their knowledge.
#IAedChat
A2 Selfish...I know that sounds harsh, but one who diminishes takes away from others to reflect upon themselves It usually comes down to them, not the students #iaedchat
Like the connection to organizational health here. Imperative that leaders understand that we must feed our teams with vision, encouragement, and resilience. These nutrients help our teams to grow and solidifies strength #iaedchat
A2. Diminishers are the opposite of the Multipliers. Multipliers let ideas and concepts flow between people. Diminishers drain that flow between people. They need to have that need to be in control. #iaedchat
Q3: The author of #Multiplier (@LizWiseman) says, “The critical skill of this century is not what you know but your ability to tap into what the people around you know.”
What a are some strategies to “tap into what people around you know”? #IAedChat
When we communicate w/diminishers we have the opportunity to bring them along w/the positive nature of the whole group They are important to a school, can have a lot of swing #iaedchat
A2: In contrast to my A1 answer - Diminishers operate as empire builders, insisting that they must own and control the resources. They operate as know-it-alls, personally giving directives to showcase their knowledge. Micromanagement is a hallmark of a diminisher.
#IAedChat
A2: a diminisher makes me think of those who tend to make excuses and focus on the negative - rather than building others up, they bring the group down. They are resistant to change and opportunities to move forward and improve. #IAedChat
To a diminisher, I don't think they would find it to be exhausting to feel like everyone around you is less than helpful. If anything, they find power in that feeling. #iaedchat
A3: Stopping by their classrooms to start a conversation; talking to mentor teachers; and listening to others throughout daily conversations. #IAedChat
Q3: The author of #Multiplier (@LizWiseman) says, “The critical skill of this century is not what you know but your ability to tap into what the people around you know.”
What a are some strategies to “tap into what people around you know”? #IAedChat
A3: My best strategy as a leader is to talk to our people. I dedicated time this year to sit with all staff members multiple times to have a 30 minute conversation talking about their roles and levels of engagement. I gained tremendous insight. #IAedChat
A3: Create a space that is safe for risk taking. Listen to what people have to say. Don't be so tied to one way that you alienate good ideas and people in the process. #IAedChat
If multipliers do not make the effort to work with diminishers they are not utilizing the full potential of the staff Every member is relevant and important to Ss growth #iaedchat
A3: Utilizing social media and those who share freely their successes and mistakes. Taking a chance on a PD that you won't know anyone else. Putting yourself out there to make the connections. #iaedchat
A3: First of all, you yourself have to be humble enough to realize that you aren't the expert in everything. Without this reflective practice it really doesn't matter how many strategies or conversations you have with staff. #iaedchat
Agreed! There's always someone to blame and shift the focus to. Helping them to see the change is important and to understand the "why." Sometimes that's not enough, though. #IAedChat
A2: a diminisher makes me think of those who tend to make excuses and focus on the negative - rather than building others up, they bring the group down. They are resistant to change and opportunities to move forward and improve. #IAedChat
A3 Build relationships so you can start tapping into the greatness that surrounds you. Be a cheerleader, be vulnerable (that's for you @JillianSchulte ) then connect to keep the learning flowing! The next time there is something they want to share...they will find you! #iaedchat
A3: Don’t be the sage on the stage; instead, build leadership in others by delegating, collaborating, and creating a culture of shared leadership. #IAedChat
A3: watch what they do/how they work and recognize them for their positive characteristics and work habits. Ask them what they think about certain problems/ situations and let them be a part of the solution. #IAedchat
A3: Give those around you a voice. Whether in small groups or one on one, everyone around you is a professional and has a unique perspective that should be valued. #IAedChat
A3) I am not sure who said this but someone said, "I hire people so they can tell me what to do." A strategy is to limit your talk time...speak last..listen first. That way you do bot intimidate the convo and hear even the most reserved person. #iaedchathttps://t.co/Rl7Rg37r1F
Q3: The author of #Multiplier (@LizWiseman) says, “The critical skill of this century is not what you know but your ability to tap into what the people around you know.”
What a are some strategies to “tap into what people around you know”? #IAedChat
A3: In my world, #haea has the best network of people that support continuous relationship building, communication, and constant professional learning. I never realized how big the world of #edu was until I left the classroom #iaedchat
A3 We uncover knowledge about what our team members know by asking questions. When we seek to genuinely engage our team and seek their expertise, this demonstrates an interest in their leadership. As a result, we can collectively apply their wisdom to reach our goals #iaedchat
Q3: The author of #Multiplier (@LizWiseman) says, “The critical skill of this century is not what you know but your ability to tap into what the people around you know.”
What a are some strategies to “tap into what people around you know”? #IAedChat
A3 I love to watch teachers teach and see what kids love to do in school, I also LOVE to talk school and try to make time to do it. I love to have an open door with our staff and just strike up convos about what they see, do, learn and try #iaedchat
A3 talking to others, social media, blogs, doing research on the Internet, using connections made from others, asking others for help and utilizing the support they offer #IAedChat
Q3: The author of #Multiplier (@LizWiseman) says, “The critical skill of this century is not what you know but your ability to tap into what the people around you know.”
What a are some strategies to “tap into what people around you know”? #IAedChat
A3: EdCamps are great way to tap into what others know, and they give you the opportunity to learn from people who are "around you" in the sense that they want to better themselves as educators by learning from other educators as well. #IAedChat
Q3: The author of #Multiplier (@LizWiseman) says, “The critical skill of this century is not what you know but your ability to tap into what the people around you know.”
What a are some strategies to “tap into what people around you know”? #IAedChat
A3.2: As far as strategies go, you have to listen to those around you. Spend your first few weeks, months, etc... just listening to what people have to say. It shows a sign of respect for the people who "do the work" every day! #iaedchat
A3: Don’t be the sage on the stage; instead, build leadership in others by delegating, collaborating, and creating a culture of shared leadership. #IAedChat
A3: watch what they do/how they work and recognize them for their positive characteristics and work habits. Ask them what they think about certain problems/ situations and let them be a part of the solution. #IAedchat
Q2 #IAedchat Diminishers find ways to bring others down, they do not think win-win and do not seek to understand others; often found manipulating others and negative talking
A3: My best strategy as a leader is to talk to our people. I dedicated time this year to sit with all staff members multiple times to have a 30 minute conversation talking about their roles and levels of engagement. I gained tremendous insight. #IAedChat
A2: Diminishers are the leaders that weaken the collective efforts of those around them by requiring constant validation and reverence to their own brilliance. #IAedChat
A3 We uncover knowledge about what our team members know by asking questions. When we seek to genuinely engage our team and seek their expertise, this demonstrates an interest in their leadership. As a result, we can collectively apply their wisdom to reach our goals #iaedchat
Q3: The author of #Multiplier (@LizWiseman) says, “The critical skill of this century is not what you know but your ability to tap into what the people around you know.”
What a are some strategies to “tap into what people around you know”? #IAedChat
@pmlala02 said they’re the “Why me?" instead of the “Try me!” people. Always finding the bummers instead of the celebrations. Loved that language. #IAedChat
Q4: Qualities of a #multiplier and #diminisher are included in these images. In your experience, are more leaders multipliers or diminishers and HOW can we create more of a multiplier culture? #IAedChathttps://t.co/qvnKaXSrZk
What goals do you have for this school year and how can I support you in achieving them? | What do you love about your job? | What is one thing you would change about your job? | What is your unfair advantage that allows you to be successful each day? (this was the first round).
Multipliers leverage the intelligence, skills, and ideas of the people around them to create solutions. Multipliers understand that more voices shape better ideas. #IAedChat
A3. To be a true multiplier and harness the leadership potential in a building, one needs to get out and know the staff. One need to know each member's strengths and how to use these to help the whole building move forward. #iaedchat
Multipliers lead from behind to build a collective leadership capacity and organizational flexibility that can overcome difficult challenges through working together toward a common goal or purpose. #IAedChat
A4: If you're a multiplier, you take the highs and share the glory along with the lows without making excuses or placing blame. Unfortunately, leaders sometimes become diminishers when things go poorly. You can't diminish your team into greatness. #IAedChat
A4 I feel that Ts can be multipliers in one situation/environment & a diminisher in another It could be on a team, dept. gr level, or whole building, but I think many people go back and forth #iaedchat
A4: Create the conditions where collective leadership is the norm. Make it so an individual leader making decisions is the outlier. People will begin to follow the "crowd" engaged in collective leadership. #iaedchat
A4: I've seen both and there is certainly a stark difference. This is wired into district and school cultures in my opinion. Proud to say that I am certainly in a multiplier culture within my district. #IAedChat
A4 You build more multipliers by building a culture of passionate solution-finders. You don't need a title to be a multiplier, you just need a mindset that believes in servant leadership! #iaedchat
A4: Unfortunately, many leaders are managers & aren’t able to develop a multiplier culture. I don’t believe, mostly, being a diminisher is intentional. Leaders CAN attempt to be more intentional to take on more #multiplier characteristics to build capacity in teams. #IAedChat
Q4: Qualities of a #multiplier and #diminisher are included in these images. In your experience, are more leaders multipliers or diminishers and HOW can we create more of a multiplier culture? #IAedChathttps://t.co/qvnKaXSrZk
A4: I believe more are multipliers. Especially when we have the mindset that we are all leaders, collectively moving the needle forward. Just like there is no one silver bullet in education, no one person can do it all. #IAedChat
A4: It's easy to be a multiplier until something goes wrong or someone disagrees with you. Really begins with the culture and climate of the entire district. Without this multiplier culture built in you will rarely have the ability to be a multiplier by yourself. #iaedchat
A4a To create a multiplier culture there has to be a safe risk taking environment If Ts feel safe they will think outside the box & look for positives #iaedchat
A4: Effective leadership largely is about facilitating a process to build positive relationships and leveraging the talents, ideas, and passions of the people around you to build a structure and organization that is flexible, resilient, innovative, and sustainable. #IAedChat
A2 #IAedchat Man I hate thinking about this! They see nothing but obstacles rather than opportunities and bring excuses to the table, not solutions! A DRAG on the organization that must be grown or eliminated!
A4: To bring more multipliers, there should be more leaders--leaders should encourage others to lead. @GR_Rebels has seen many people step up and so many classroom doors opened this year! Love that culture #IAedChat
Throughout this chat tonight, there has been a lot of discussion related to be vulnerable and creating safe spaces for risk and growth. Don't forget to set the foundation before building the house. So critical for optimal growth. #IAedChat
A4) Great q! I dont think every admin wants to be a "diminisher" all the time. Not every decision can or should be debated. However, if the "multiplier"culture and a better understanding of all stakeholders is there, then it will be an awesome organization. #IAedChat
I agree with this 100%. There are so many examples of leaders who are working incredibly HARD at managing but forgetting about being intentional about the systems that can be put in place to become a multiplier instead. #iaedchat
A4: Unfortunately, many leaders are managers & aren’t able to develop a multiplier culture. I don’t believe, mostly, being a diminisher is intentional. Leaders CAN attempt to be more intentional to take on more #multiplier characteristics to build capacity in teams. #IAedChat
A4: Part of transforming to a multiplier culture, is transforming belief systems- the belief that everyone can be a leader, everyone has a genius. High expectations, creating and sharing. #IAedChat
A4.2: I've said it before and believe it wholeheartedly- hiring and retaining quality talent is among the most critical things a leader must do. You retain them by continuously developing that talent and never allowing status quo to be the culture. #iaedchat
A4. Thankful to be in a place where school leaders are multipliers. We have to seek opportunities to put more teachers into leadership positions. Allow strengths to be seen by all. #iaedchat
A4: More leaders are definitely diminishers. We can create a multiplier movement and culture by spotlighting the fact multipliers represent the archetype of the most successful leaders in the world.
#iaedchat
A4: I would hope that there are more multipliers than diminishers. Leading is not an easy thing and takes time to develop your own style. Learning, observing, listening, and creating are ways we can ensure we have more of a multiplier culture. #iaedchat
Leadership can be a very fleeting thing and its important for leaders to understand the fragility of leadership that is built merely around titles and positional authority. Great leaders realize that they must act in a way to be worthy of followers. #IAedChat
A4 If our goals is to produce more multipliers, we must be explicit with showing future leaders how it is done. This will often require a change from negative habits: threatening to coaching; belittling to encouraging; lambast to guiding #IAedChat
There are quiet multipliers Not all leaders need to be vocal & out front Some strong leaders are the behind the scenes multipliers who keep the energy flowing #iaedchat
A4a. In my opinion the best way to make more multipliers from leaders is to encourage them to go out among the staff and just listen to them. The leaders who best fit the qualities of multipliers are also the best listeners #iaedchat
A4: I think sometimes leaders aren’t recognized and appreciated enough which causes them to pour from an empty bucket, which leds them to being diminishers. Leaders need the same supports and positive relationships as everyone else to be their very best #IAedchat
Leadership isn’t about your own ego. In fact, I believe the great leaders are devoid of ego and hold themselves accountable for results, above anyone else. In essence, they realize that leadership is a calling and its price their own self-interest. #IAedChat
A5: When we focus on more questions, it demonstrates that we are listening to the views of others. I think about getting to root cause with asking five "whys." While this can be annoying, it does lead to a clearer path. #IAedChat
Like the note on changing belief systems here. Investing in the multiplier culture requires a systemic shift to amend thoughts, practices, and reactions to those aligned with building others up as we engage in this work #iaedchat
A4: In trying to create a multiplier culture it’s important not to lose sight of the students and what is best for them. In the end, if the decisions you are making are not having a positive impact on the students, something needs to change. #IAedChat
A4: A multiplier and a leader share many similar qualities. Creating a culture where collaboration is expected, success is celebrated, and relationships are cultivated to promote a strong general culture in the school. #iaedchat
A5: If you're going to lead, you have the responsibility of growing others. There's no better way than asking great questions to guide your work, nurture your team, and listen to the voices in the room. #IAedChat
A5: Answers usually signify the "end." Questions are always getting us to what's next, or what's better. Just as our students heard in their grad message today, don't find yourself complacent. #IAedChat
A5 Continued questioning is continued refinement It causes a "Don't Settle" philosophy in a school The best way to get that done is to model a #questioneverything in the diff environments in a school #iaedchat
A5) The process is more impt than the product. Understanding the "how" and being question oriented will lead to a more reflective organIzation. "You have to be reflective in order to be effective." #IAedChathttps://t.co/dZxgrVlUhi
A5 questions lead to growth it creates an atmosphere of collaboration and partnership not a directive. Question say we are in it together. This empowers people and provides more ownership #iaedchat
Great leaders also realize that they can’t do it alone. They work to build the capacity of leaders around them and empower their followers to become future leaders. They give value to the ideas of their followers, understanding that more voices often shape better ideas. #iaedchat
A5. When we ask questions instead of giving answers we are building capacity in those that we lead. We also grow as leaders as we gain insight on a variety of perspectives. Demonstrates appreciation for others as well! #iaedchat
A5: Answers usually signify the "end." Questions are always getting us to what's next, or what's better. Just as our students heard in their grad message today, don't find yourself complacent. #IAedChat
A5: Only providing answers puts on the impression that you have all of the answers.
Asking questions promotes collaborative inquiry in order to find the answers from within the group.
#IAedChat
A5 Asking questions allows you to process what is happening, what others are seeking to find, and a chance for you to read and value the emotions surrounding the conversation. This opens doors for everyone to weigh options and be a solution finder. #iaedchat
A5. Multipliers are seeing board three steps ahead of the rest of us. They are making plans for next week and the week after, and prepping their colleagues to be ready. #iaedchat
A5: I know it's already been said before...but the smartest person in the room is ALWAYS the room. Digging in and asking questions usually leads to more dialogue and eventually a shared vision moving forward. It also helps you build capacity. #iaedchat
A5: Because asking questions create a culture of continuous improvement. This can be done by not resting on your laurels. You don't have to wait until something is broke in order to fix it. By asking question about current processes and how they can improved, we win.
#iaedchat
A4. Our leaders act as multipliers, bringing forth a positive culture in the school environment extending happiness with the color orange and the story of the "Orange Frog." #iaedchat
A4b. I have seen great leaders who can pull in ideas from a colleague and make it a positive for all of us. Plus it really empowered that staff member, made them feel valued, and gave them a chance to help lead and be part of the process of being a leader. #iaedchat
A5: I know it's already been said before...but the smartest person in the room is ALWAYS the room. Digging in and asking questions usually leads to more dialogue and eventually a shared vision moving forward. It also helps you build capacity. #iaedchat
A5: this practice causes others to think & develop more problem solving skills which enhances the team/school as a whole. This is done through intentional conversations w/ questions like “what do you think” or “what factors do we need to consider to make this decision?” #IAedchat
A5: Have a clear vision and target of how to move forward and be willing do the hard work to get there. Work harder than anyone else around you and be willing to get your hands dirty when needed. #iaedchat
A5: Determining when an answer is needed or whether inquiry is the best method is a sign of a leader. It has taken me a long time and a lot of feedback to discern the difference and the capacity. #iaedchat
A5 Multipliers ask questions because they know that knowledge is not finite. The more we ask questions, the more capacity we have to share information, identify root causes, and craft responses and next steps to help achieve the team's collective vision #IAedChat
A5: When you don't ask questions, it appears you already have the answer, when in fact someone in the room may have an idea or thought that you hadn't already considered. Brainstorm, together for the benefit of the Ss. #iaedchat
A5.2: Questions demonstrate that we are truly curious and value the voices of others. Sometimes it is as simple as taking the time to listen. Not always going to be agreement, but validation must occur. #IAedChat
A5: I know it's already been said before...but the smartest person in the room is ALWAYS the room. Digging in and asking questions usually leads to more dialogue and eventually a shared vision moving forward. It also helps you build capacity. #iaedchat
A5: Break up the patterns of thinking that create stagnation and roadblocks to deeper and more meaningful learning. Out of fragmentation, we search for synergy and seek out an understanding that dives deeper to discover root causes. #iaedchat
Agree on part about digging in, Derek. We have to be invested in making positive changes. This requires collaborative effort from all team members. Multipliers welcome this approach. #iaedchat
A5: The shift from answers to questions causes the one asking the questions to reflection on their practice and grow from the thinking that comes from that. #iaedchat
The two questions we have to ask honestly in education-
Is this best for all kids?
If we're not aiming for 100% and in it for every kid, how many kids are we willing to lose before it becomes wrong?
#IAedChat
A6: "If you're the smartest person in the room, you're in the wrong room." If your answer or idea is the only one that matters and the only one that you listen to, you're probably missing more than you'll ever know and missing what could be. #IAedChat
A6 Holding back will encourage others to add to the process Ts can get complacent if other Ts always have the idea Diff views are needed & holding back will give others the room to lead #iaedchat
A6 Part of being a multiplier is to set the stage for others to own the process and support them. As a leader this is a great way to empower others to go forth and continue to add value long after. #iaedchat
6: Your culture may not be ready for THAT idea. For the idea to succeed it needs the right people at the right time. This may not be the time or the people. Can't afford to lose the idea at this time. #iaedchat
A4 #IAedChat Way more Multipliers, fortunately! Reminds me of Collins, Level 5 Leaders! Unfortunately, you are as good as your best and as bad as your worst! Can’t afford ONE Diminishor!
A6: Similar to question 5, having all of the ideas come from the leader give the impression that the collective group isn’t willing or able to have worthy ideas.
Collaborative thinking from the group puts forth some of the best and most creative ideas! #IAedChat
A6 sometimes multipliers need to allow others to lead and find solutions and answers. Multipliers are also aware of what others need and are ready for. Timing is important with new ideas and programs #iaedchat
A6. When a leader throws out their idea, its easy for everyone to jump on board. Holding ideas back allows us to shed light on new ideas that could lead to so much more. #iaedchat
A6: Because effective leaders understand the importance of flow. Instead of bombarding their org with constant changes and initiatives, they hold back some ideas in order to pace the continuous improvement process. In this way, they avoid burning their employees out.
#iaedchat
A6: It is sometimes most effective for the leader to take a step back and let the ideas develop. This creates ownership, engagement, and empowerment. We are searching for commitment, rather than compliance. #IAedChat
The two questions we have to ask honestly in education-
Is this best for all kids?
If we're not aiming for 100% and in it for every kid, how many kids are we willing to lose before it becomes wrong?
#IAedChat
A6: holding back your own ideas causes quiet space for others to reflect and share out their own thinking. When ppl are vulnerable and share their own ideas it builds trust and collaboration among the group. #IAedchat
A6: A leader can not nurture and grow other leaders if they are only worried about getting their ideas out there. It should not be about "looking good" as a leader. #iaedchat
A6: This type of inclusive approach enables deeper and more meaningful conversations and allows fresh perspectives and new ideas to continually emerge, creating additive value to the school’s current understanding and approach to doing business. #IAedChat
A6: If you're the only one producing ideas, you are the only one doing the thinking. By holding back you allow others to bring their thoughts to the table. It also embraces the idea that it doesn't have to be your idea that moves forward. #IAedChat
A6: Learning happens best in a system where stakeholders share a common vision and purpose. Without both, there is no sense of urgency among the people and the system begins to unravel. #IAedChat
A6: A leader can not nurture and grow other leaders if they are only worried about getting their ideas out there. It should not be about "looking good" as a leader. #iaedchat
A6. Holding back encourages others to open up and submit ideas in the discussion. Sometimes, we save the plot until the end for a purpose in learning! #iaedchat
One of my favorite pieces of advice from my high school English teacher. "It's not about you" can bring just the right light to almost any situation. #IAedChat
A6: A leader can not nurture and grow other leaders if they are only worried about getting their ideas out there. It should not be about "looking good" as a leader. #iaedchat
A7: I'm pulling teachers together this week to help me figure out a better schedule. I asked for volunteers and we've got a good group to solve it. It impacts them more than me, so it's important to listen to their voices. #IAedChat
A7: In my role, it's important to listen to where the district wants to go. It's my job to help them reach their own destination, not tell them where it is. #IAedChat
A6. Effective leaders don't try to impress others by what they know; they listen. Ineffective school leaders try to be the smartest person in the room and showcase what they know. This mindset is really a 'brain-drain' with others in the building. #iaedchat
A7. Put very smart people in places where they can succeed in front of their colleagues. Create a tipping point where the good things happening far outweigh the other stuff. #iaedchat
A7 for me I believe that I will continue to collaborate with Ts and other members of my PLN and ask for their opinions, ideas, suggestions and resources #iaedchat
A7. Put very smart people in places where they can succeed in front of their colleagues. Create a tipping point where the good things happening far outweigh the other stuff. #iaedchat
A7. As the year winds down and we look ahead, I want to try to put students in the drivers seat of what changes they might like and allow them to find solutions. #iaedchat
A7: Simply by using my leadership position to nurture, mentor, and empower those around me, instead of hoarding power for myself. When you help people get what they want, they will give you everything that they have. #iaedchat
A7: encourage problem solving, be patient with others, focus on others’ strengths and contributions, smile & create a trusting, positive working environment #IAedChat
A7: Continue to ask questions, be curious, and listen to others. A few weeks during a sermon at my Church our pastor said that one of the first steps to being more open-minded is to "shut up and listen to others opinions." I try to live that out as much as possible. #iaedchat
A7. I feel like the biggest thing I can do is just walk around the building and listen. Listen to others, ask questions, learn what their strengths, and how can I use these strengths to give others a voice. #iaedchat
A7: Invite a tough questions to enable those working in the system to diagnose, treat, and cure potential problems that emerge within the system, not just at a surface level, but at deeper areas of root causality. #IAedChat
Thanks to tonight's participants and my partners in moderating @danpbutler and @duffysclassroom! Don’t forget to bookmark our #IAedChat google site which houses an archive of these chats, our live chats, and resources! https://t.co/RDe0s53sQ5
A7: Simply by using my leadership position to nurture, mentor, and empower those around me, instead of hoarding power for myself. When you help people get what they want, they will give you everything that they have. #iaedchat
So impressed with the group of educators we pull together each week. Thanks to two awesome multipliers- @townsleyaj and @danpbutler for moderating with me tonight. Keep being the change! #IAedChat
