Growing Personally and Professionally Produces Meaningful Results

A few times every year, I get to lead a professional development event known as “Writer’s Stylus.” Each time, including just last week, it proves to be an exciting experience. We begin the week thinking we already teach writing. We end the week as writers, producing an essay that has undergone multiple waves of revision. We end the week as writing teachers with a vision for developing young writers, not just students with good writing skills. We end the week as different individuals and professionals, and as a different community than when we started.

The week of training illustrates three principles that transfer to any area: personal growth aids professional growth, professional growth often requires re-evaluating long-held beliefs and practices, and when combined, personal and professional growth produce meaningful results.

Personal growth aids professional growth.
“At the beginning of the week, I would never have worded this sentence like this,” the teacher explained. “But by learning how to revise my own writing, I can see the difference structuring it this way and using the stronger verb, ambushed, makes.”

“I needed someone to tell me to make it personal—that it was okay to write in my own voice,” explained another teacher. “That turned what was a very direct and didactic essay into something that makes its points through simply relating my experience.”

For all of us, the first noticeable growth was personal. We learned how to revise our own writing. We examined texts crafted by master writers. We noticed things in good writing that we’d never seen before, and we implemented those ideas into our own drafts. We grew as writers.

Our ideas, first either overwhelming or overly sketchy, developed into clear and clever expressions of ourselves. As a group, we got to know each other through rough drafts, coaching sessions, and moving final versions of our essays. The process of writing created a community of writers.

But we also grew as teachers. Because we knew what characterized and went in to crafting good writing, we recognized the weaknesses of our instructional approaches. We began to identify skills we needed to teach our students, but teaching in new and more effective ways means letting go of less effective habits.

Professional growth often requires re-evaluating long-held beliefs and practices.
Our growth as writers changed how we examined our instruction. In looking through writers’ eyes, we recognized much of what we call writing instruction fails to teach writing at all. We have students do too much drafting and not nearly enough revising. We spend too much time having students mark up pre-printed sentences and not nearly enough time crafting original ones. And we get hung up on students forming diagrams for other people’s sentences to the point that we value a correct diagram over a well-constructed original sentence.

Our old ways of thinking argued with us. What would our teaching friends who love diagramming say if they knew we were not going to overemphasize it? If we spent more time in writing and revising, what would happen to the dozens of practice activities and worksheets our textbooks provided? Would coaching young writers as individuals mean that our classes would cover fewer uses of quotation marks than we had in years past?

We asked these questions, and often we ended up laughing at ourselves. Wait, we kept reminding each other, we’re teaching writing. To learn to write, students must write. They must revise. They most journey through the full process. No one ever expressed themselves clearly and in ways that deserve attention by diagramming or underlining preprinted sentences.

Re-evaluation told us the truth. Yet, even with our new eyes, the results astonished us.

Personal and professional growth produce meaningful results.
“I felt like I was trying to hug an elephant.” We worked all week on the essays, and what started as “hugging an elephant” ended up a piece of writing that would rival anything Erma Bombeck ever wrote. “I called my essay, ‘Lettuce. Rejoice!’” she explained. Then she read, “I relished walking the rows of my neighbor’s garden…”

Look at that. Just look at the verb choice in that first sentence! Relished! Would any other verb have brought gardening and vegetables to mind nearly as well?

Several volunteers shared their revised essays, and the quality of each one surprised and delighted us. From essays on adopting and raising children to those detailing personal mission experiences, the results were meaningful—valued, important, significant—both to the writer as an individual and to us, the community, as writers.

Growth is a beautiful and productive process. We need to seek it for ourselves, both personally and professionally, and we need to let it influence our educational practices. When we do, the results may allow us to stand back an say, “Lettuce. Rejoice!”

Learning from Mistakes Takes the Right Feedback

I slammed my foot and, to my surprise, picked up speed. The lawn mower headed straight for the newly planted apple tree in our backyard. The sound of mower blades slicing through a thin tree trunk caught my father’s attention. He strode across the lawn, and I prepared to be banished from the riding lawn mower. But my father laughed.

“Do you know what you did?” I nodded and explained I had stepped on the clutch rather than the brake, freeing the mower to roll downhill and over the sapling. “Okay,” he said, “where’s the brake?” I showed him which was the brake and which was the clutch. Chuckling, he explained, “You’ve got it. Don’t worry about the tree. It was dead anyway. Now we won’t have to look at it. Keep going.”

Mistakes, claims Jonah Lehrer, “should be cultivated and carefully investigated.” To the brain, “Disappointment is educational.”1

Dopamine, a neurotransmitter that influences emotion, provides a sense of pleasure when what we anticipate happening matches reality, but when our expectations are not met—when our actions do not produce the desired result—we feel disappointment. Through disappointment, we gain an opportunity to literally rewire neuronal connections, to learn, but only if we attend to our mistake: “Self-criticism is the secret to self-improvement.”2

Since we learn, in part, by attending to our errors, what kind of feedback should we, as teachers, give to our students?

Stanford psychologist Carol Dweck contrasted the results of two different types of feedback. One group of students were praised for their intelligence: “You are smart at this.” A second group of students was praised for their efforts: “You worked hard and look at the results.”

The findings? Students praised for their intelligence became easily discouraged when they encountered difficult tasks and lost 20% of their achievement between pre- and post-testing. These students were only content when they could compare their results with students who preformed worse on tasks or tests. In contrast, students praised for their efforts sought challenge, welcomed mistakes, and increased achievement an average of 30% between pre- and post-testing. Lehrer explains:

The problem with praising kids for their innate intelligence—the “smart” compliment—is that it misrepresents the neural reality of education. It encourages kids to avoid the most useful kind of learning activities, which is learning from mistakes. Unless you experience the unpleasant symptoms of being wrong, your brain will never revise its models.3

Dweck’s findings mirrors those of Dr. Jennifer Mangels: individuals who believe intelligence is a fixed entity (i.e., you get the intelligence you’re born with) focus on performance and respond to negative feedback (i.e., the identification of an error) by withdrawing and extending little effort. In contrast, individuals who believe intelligence is malleable (i.e., smart is something you become not something you possess) respond to negative feedback with a mastery-orientation, seeking means of correction and learning. Such learners are resilient, responding to set-backs with renewed energy directed toward learning.4

How can we direct student response to feedback so that the mastery-orientation overcomes the performance-orientation? How can we guide student disappointment to careful investigation of mistakes?

Dr. Robert Brooks (2007) suggests couching feedback in “we” statements. For example, rather than telling a student that a response is incorrect and to “try harder,” Brooks suggests, in one-on-one conversation, saying, “This strategy you're using doesn’t seem to be working. Let's figure out why and how we can change the strategy so that you are successful.” Such a response invites a careful investigation of the mistake and makes the interaction a problem-solving experience. A classroom environment that welcomes error as a gateway to learning contributes to better feedback responses.5

My dad responded in a way that kept me moving forward in my learning and mowing the lawn successfully for several years. Disappointment led to reflection and investigation, correction, and renewed interest in getting it right. Guess I learned more than where to find the brake that day.

1. Lehrer, J., How We Decide (Boston: Houghton Mifflin, 2009), 51, 48.
2. Ibid., 51.
3. Ibid., 53-54.
4. Brooks, R., Mindsets for School Success: Effective Educators and Resilient, Motivated Learners. Presented at Learning and the Brain: Using Brain Research to Enhance Cognitive Abilities and Achievement (Nov. 2007).
5. Mangels, J. A., Motivating Minds: How Student Beliefs Impact Learning and Academic Achievement. Presented at Learning and the Brain: Using Brain Research to Enhance Cognitive Abilities and Achievement (Nov. 2007).

"What" and "Where" Enable Learning and Higher Thinking

While their research and associated technology can be complicated, the discoveries of neuroscientists often reveal simple principles of brain functioning.

For example, neuroscientists recently traced the flow of auditory data through the brain. As sound waves spark our nervous system into action, auditory data gets sent from lower functioning areas of the brain to higher functioning areas via two “routes.” One route, the “low road,” carries data through the temporal lobe and enables us to identify what we are hearing. Simultaneously, data traveling the other route, the “high road,” moves through the parietal lobe and enables us to identify where the sound was produced.1

Visual data follows very similar routes. The “low road” flows through the temporal lobe and extracts information about what is being seen. The “high road” flows through the parietal lobe and extracts information about where objects are located.2 What and where precede deeper thinking about new data.

What does this have to do with learning? If students are asked to think critically about or apply new information without an opportunity to establish what and where, their efforts will likely yield poor results.

For example, I often observe teachers presenting a sequence of steps that students need to follow to achieve some result. As students practice, the teacher roams the room and checks student work. A student with an incorrect result is often reminded that the steps “are listed on the white board,” and directed to look there to find his mistake. But whose brain processed what and where as the teacher wrote the steps in order on the board? The teacher’s. The student’s brain focused on the what and where of the teacher’s movement and voice, not the material. As a result, the student still lacks the processing of the material necessary to enable higher functioning, such as using the sequence of steps to achieve a result.

However, if the teacher has the students write the steps of the sequence onto index cards and then arrange them in the correct order, the students process the what and where of the new material. Additionally, the teacher can assess the students’ knowledge before they begin making application. Instructive feedback at this point prevents incorrect practice.

Professional literature often refers to this processing of what and where as comprehension (not to be confused with reading comprehension), and some instructional design models recognize its role in effective teaching. Including opportunities for students to identify and sort new instructional material—to identify what and where—enables the higher functioning, such as constructing understanding and engaging in critical thinking, that we’re pursuing.

A simple principle of brain functioning; a necessary element of learning.

1. How Brain Processes Speech. ScienceDaily. http://www.sciencedaily.com /releases/2009/05/090526140733.htm
2. Berns, G., Iconoclast: A Neuroscientist Reveals How to Think Differently (Boston: Harvard Business School Publishing, 2008).

Self-Regulation Supports Student Learning and Achievement

You sit in a room with almost nothing in it. It’s just you, a table, and a single cookie. The researcher who left a moment ago said you could eat the cookie—two chocolate wafers connected by a cream filling. Or, you can wait until he returns in a few minutes and have two cookies. You sit, thinking, “One now? or two later?”

Oh, one more detail: you are four-years-old, and whether you eat one cookie now or wait for two later may predict many aspects of your future.

Thanks to recent Radio Lab episodes, coverage on news programs, and attention from bloggers such as writer Jonah Lehrer and educator Aaron Eyler, self-regulation has become a hot topic. Much of the attention has focused on the original study, often called the “Marshmallow Test,” conducted by Walter Mischel in the 1960’s. (The researchers switched to cookies shortly after launching the experiment.) But more recent research provides insights into the relationship of self-regulation and academic achievement.

Also known as self-discipline, researchers describe self-regulation as the ability to consciously suppress or delay responses in order to work for a higher goal. Examples include “deliberately modulating one’s anger rather than having a temper tantrum, reading test instructions before proceeding to the questions, paying attention to a teacher rather than daydreaming, saving money so that it can accumulate interest in the bank, choosing homework over TV, and persisting on long-term assignments despite boredom and frustration.” Self-regulation predicts academic success better than IQ. It also better predicts GPA, standardized test achievement, homework completion, the potential for GPA gains during the course of a year, and even SAT scores.

Because it significantly influences student achievement, it makes sense to develop students’ self-regulation capacities. But how? How can teachers and schools aid their students’ strengthening of self-regulation? Self-regulation is much like a muscle. It can be exercised and strengthened. Any task that requires ignoring and delaying reward or that requires persistence through boredom or challenge exercises the self-regulation “muscle.” For example:

• Exercise students’ “muscles” of self-regulation. By engaging students in activities that require delayed gratification or perseverance, we provide a self-regulation workout. Just like exercising yields slow but steady results, gradually increasing the amount of self-regulation required for tasks slowly builds capacity. As Aaron Eyler suggests, engage students in complex assignments that require time spent thinking about how ideas connect instead of separate, quickly-completed assignments focused on individual ideas.
• Teach students stick-to-it and wait-for-it strategies, such as self-talk. The messages we consciously “speak” to ourselves influence our thinking, and our thinking influences our actions. In several recent studies, researchers have found that “mental tricks,” motivational and instructional self-talk has “small but significant effects” on “physical exertion…[and] performance” and help us stay “focused.”
• Teach students “cognitive transformation.” Cognitive transformation involves distracting the mind by shifting the focus. For example, in the famous “marshmallow test,” some children managed to avoid eating the marshmallow by imagining it as something else—a cloud, a table, a chef’s hat. This “distraction” prolonged their ability to resist eating the marshmallow.
• Engage students in attention training, such as listening for details, observing closely, and solving complex puzzles. Again, increasing the level and duration of attention required for success can strengthen the self-regulation “muscle.” Reading aloud to students is one of the best ways of accomplishing this. Throughout a school year, increase the amount of time you read to children and the complexity of the texts you read.
• Implement a school FITNESS program. The emphasis needs to be on fitness, not on competition or learning a specific sport. Students engaged in regular physical activity score higher on self-regulation measures.

Some may argue that because self-regulation is non-academic it should not be addressed in school. This perspective fails to recognize the strong connection between self-regulation and learning. Perhaps a metaphor can help. Imagine a suspension bridge, such as San Francisco’s Golden Gate or the Bristol Channel’s Severn. If the road, carrying travelers from one shore to another, represents a student’s learning, the cables, the roadway’s essential support, represent self-regulation. Weak cables limit the roadway’s depth and distance. Strengthening students’ self-regulation capacities supports the academic learning we’re seeking through our teaching.

Duckworth, A. L. (2008). Self-discipline, IQ, and academic achievement. Presented at Learning & the Brain: Using Emotions Research to Enhance Learning. Boston (Fall 2008).

Duckworth, A. L., & Seligman, M. E. P. (2005). Self-discipline outdoes IQ in predicting academic performance of adolescents. Psychological Science 16(12), 939-944.

Duckworth, A. L., & Seligman, M. E. P. (2006). Self-discipline gives girls the edge: Gender in self-discipline, grades, and achievement test scores. Journal of Educational Psychology 98(1), 198-208.

Eyler, A. (2009). Hybridizing education. Stretch our minds (May 22, 2009): http://stretchourminds.blogspot.com.

Who Should Coach? Three Essential Traits for Professional Development Coaches

“Who do you think should be our coach?” I get this question from administrators in schools that invite me to lead professional development events. There is an assumption that after a few days of working with teachers I’ll have a good sense of who could coach colleagues effectively. Sometimes I do, but often I don’t feel confident in making a recommendation. I’ve had teachers in these events who seemed resistant but on a return visit had become a new initiative’s supporter and best practitioner. Conversely, I’ve experienced teachers who seemed receptive and motivated during training but who resisted actually making changes to their practice. The training event is not the best setting for identifying potential coaches.

What, then, should we look for? What traits does a successful coach possess? While a lengthy list could easily be developed, let’s examine three that are critical.

First, an effective coach possesses a passion for and a deep understanding of the new initiative. Genuine passion is contagious. It acts like a magnet, drawing others to its energy, but it rarely manifests itself as a cheerleader. A quiet dedication to doing something right, to working with excellence even while learning, marks the teacher who attracts others to a new initiative. An effective coach will help colleagues see the value of new ideas through actions more than words. Does the teacher take an initiative to make changes to her practice? Does she seem concerned about getting it right, about trying out the initiative as designed? Does the teacher pursue more knowledge and better ways of implementation?

Implementing a new initiative is an act of transfer—the applying of new ideas and methods to actual classroom practice. Coaching others is a step beyond that: equipping and enabling others to be successful in their transfer of new ideas and methods to their classrooms. “The first factor that influences successful transfer is degree of mastery of the original subject,” conclude Bransford, Brown, and Cocking. “Without an adequate level of initial learning, transfer cannot be expected. This point seems obvious, but it is often overlooked…Transfer is affected by the degree to which people learn with understanding rather than merely memorize sets of facts or follow a fixed set of procedures [italics added].”1

Just attending the same training event everyone else attended does not equip someone to coach colleagues successfully. Deeper understanding must be constructed so that the coach can adapt the initiative to various teachers, various classrooms, and to best serve various students. An effective coach seeks additional learning and, if available, additional training in the new initiative.

Second, an effective coach knows how to strategically handle difficult conversations. If the training event went well and the administration has been open with teachers prior to it, difficult conversations may be few in number, but they will still happen. At some point, the coach encounters a colleague who is overwhelmed and feels stressed and defensive about making changes, or a colleague who feels threatened by the idea of having a coach in the classroom, or even a colleague who would like to be left alone to use the same approaches that have been used before. All these conversations occur in every type of school.

After explaining the importance of self-respect and respect for one’s counterpart, Holly Weeks, author of Failure to Communicate, explains how a successful coach perceives difficult conversations:

Self-respect and respect help us frame the problem between us and figure out how to talk about it. Meanwhile, respecting the landscape of a tough conversation assumes there will be problems ahead. Rather than put our heads down and start to plow through, we will do better to step back, take a satellite view, and think about the lay of the land. That is, think about the problems we are likely to encounter and look for a good path through them.2

A good coach will approach difficult conversations with such a “satellite view,” rather than a perspective of “the problem is you.” A good coach stays focused on solving problems and supporting progress, avoiding and ignoring personal attacks.

Finally, a good coach focuses on improving thinking. The goal with any major professional development initiative should not be to produce robots who follow formulas to plan teaching. The goal should be to help teachers understand what works and why it works, to deepen teacher thinking about teaching and to increase teacher intentionality. A good coach aids colleagues’ thinking, often using questions to support teacher thinking rather than short-circuiting thinking by always giving answers. Questioning helps others discover insights for themselves. David Rock, author of Quiet Leadership, explains:

…it’s time to give up second guessing what people’s brains need and become masters of helping others think for themselves. The best way to do that is by defining solutions rather than problems, and helping people identify for themselves new habits they could develop to bring those solutions closer. Pivotal to all this is the art of enabling other people to have their own insights. Once people have had new insights for themselves, our job as quiet leaders is to provide the encouragement, ongoing support and belief in people, over time, to ensure they develop the new habits that are possible. Then we will be truly bringing out the best in others.3

Certainly more contributes to successful coaching, but these three traits are where I’d begin my search, either for a coach or to determine my potential as a coach. Here are some guiding questions based on these thoughts:

• With whom does the new initiative seem to resonate? Who holds the same values as those advocated by the new approach? Who shows an authentic dedication to the new ideas?
• Who is skilled at navigating difficult conversations? Who can calm others in the midst of heated interaction? Who maintains a focus on finding solutions? Who seems capable of equipping and encouraging colleagues?
• Who is skilled at engaging others in thinking? Who asks great questions? Who can use questioning to help others think things through for themselves? Who works with colleagues to think things through rather than assigning blame or taking resistance personally?

The professional development event may be great. The presenter may be dynamic, engaging, and informative. But after the event, the real work begins. The coach plays a pivotal role and directly influences the success of a new initiative. Effective coaches know the program, know the people, and know the processes that will optimize success. When asked for my recommendations, the best advice I can offer administrators is, “Choose wisely.”

1. Bransford, J. D., Brown, A. L., & Cocking, R. R. (Eds.), How People Learn: Brain, Mind, Experience, and School (Washington, D. C.: National Academy Press, 1999), 41, 43.
2. Weeks, H., Failure to Communicate: How Conversations Go Wrong and What You Can Do to Right Them (Boston: Harvard Business Press, 2008), 45.
3. Rock, D., Quiet Leadership: Six Steps to Transforming Performance at Work (New York: HarperCollins, 2006), 27.

A Missing Piece of the Professional Development Puzzle

Growing up, my older brother loved jigsaw puzzles. He’d sort the pieces and bend over our card table looking for the next fit.

I only enjoyed one piece of his jigsaw puzzles—the last piece. When my brother left the room I’d sneak a piece away and hide it in my sock drawer. The puzzle would remain incomplete until I showed up and proudly placed the last piece.

We often approach professional development without all the pieces in place. We schedule a training event rather than strategizing how to support the changes we want to see in our classrooms. As a result, the training becomes a memory rather than a springboard.

A good coach can carry the professional growth from the training event into the classrooms. With coaching, a great training event becomes a launching pad for greater instructional excellence.

Why? What does a coach do that aids professional growth?

A coach activates reprocessing of new concepts and skills. Most likely, the training event featured a wealth of information. Unless the presenter intentionally planned time and activity to think through the material, many teachers left without constructing a deep understanding of new ideas. A coach engages teachers in thinking through the material and ways of using it to improve teaching.

A coach provides resources for success. Success motivates continued effort, but lacking the resources necessary to implement new strategies frustrates and defeats. A coach monitors teacher needs and works to provide the tools, materials, and support that will enable success.

A coach directs focus toward solutions. If we’re honest, we all tend to resist growth and change. It can be easy to find every reason why something will not work, and this perspective quickly defeats new initiatives. A coach can redirect thinking away from finding problems to designing solutions that enable a new initiative to progress.

A coach helps transform thinking to reality. Let’s move to the gym for a moment. Imagine a basketball coach who meets with the team once at the beginning of the season for a day-long seminar held in the school library. After that, the players are on their own to achieve excellence throughout the season. How successful would this approach be? Not very. The team needs the coach nearby to help them implement the vision and ideas on the court. (Even professional basketball teams need coaches.) Similarly, the coach in the classroom helps the teacher experience success with a new initiative.

That puzzle piece in the sock drawer drove my brother crazy. An incomplete puzzle is unsatisfying. It shows potential unrealized. Don’t let this be the description of your professional development efforts. Recognize the important role a good coach can play in supporting instructional success.

Of course, many questions remain. What traits do successful coaches share? How can a coach establish relationships that will promote optimal effectiveness? Future postings may discuss these and other related ideas.

One final note: a coach can only be helpful to the degree that a teacher welcomes the dialogue. It never feels comfortable to have a colleague observing our instruction because we think the focus is on what we’re doing wrong. A great coach will work for your success and celebrate your success. Let’s welcome such input. As we grow, our teaching improves. As our teaching improves, our students’ learning increases. And that’s a piece we all want in place.

Now on The Edurati Review!

Just a note for readers: some posts from this blog will now be published simultaneously on The Edurati Review, a blog with several contributors. You can read my introduction and first post and follow the interesting discussions at this great resource.

All my blog postings will continue to be published here.