Giving Compass’ Take:
• Personalized learning is a leading education trend but before schools jump in, administrators must decide how the changes will work within the existing context.
• How many education programs fail because of poor implementation? How can administrators ensure buy-in and success of new programs?
• Find out how personalized learning can lead to educational equity.
Taking a position with a title that includes a buzzword is risky—especially in a school.
It’s not just because the buzzword could go out of style next year. It’s also the fact that when a school hires a singular position to own a large change, it sends a message that one person owns the responsibility to change practices across an entire staff. That isn’t good for buy-in.
After five years of teaching, most recently as a technology teacher at an elementary school, I was recruited for a role outside of the classroom. In 2017, I began a new position as the director of personalized learning at a public charter school serving students in grades 7-12 in Phoenix.
Three weeks into the school year, I was sitting in my still new-feeling office glancing at my inbox—zero emails. I looked at my schedule for the day—zero meetings. As I reflected on my lack of work for the week, I quietly wondered what had gone wrong.
As a classroom teacher, I knew how to move the needle with my students. I could rapidly prototype a new program or model in my classroom and experience improvements in student outcomes.
As the director of personalized learning, I was the mastermind behind the vision, but didn’t have the power to pull the levers of change myself.
Read the full article on hiring a director of personalized learning by Blair Mishleau at EdSurge.
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