In 1 Word, Define your PLC of Excellence

Excellence is a goal that all schools aspire to achieve, and when schools approach their quest for excellence by operating as a PLC at Work, excellence can be attained.  So what does it take to be a high-functioning professional learning community that works and learns interdependently to achieve this common yet illusive goal we refer to as "Excellence for All"?

Well, it depends on 1-word.  In one word, define what a PLC of Excellence look like.  What does it sound like? Feel like? Work like? Think like?

Go to my Menti to give your Input.

A PLC at Work is a group of people working interdependently to achieve a common goal for which they hold one another mutually accountable.  The team of excellence demands that its members work differently, think deeply, respond with precision, and demand excellence from themselves, as well as from their colleagues.  Excellence will only become a reality when every member of a team identifies their one word and then treats that word as the missing piece of the puzzle that will lead the team and ultimately every teacher to excellence.

The Best Growth is Within

Source:  Simon Sinek's Instragram post

Growth is a personal endeavor, and it happens differently for every person.  Some people start physically growing before others do, while others don't grow at all and then overnight, they grow 5 inches.  There is one inevitable truth about growth, and it is this.

IT WILL HAPPEN.

That is why it is important that we remind our students that it is not always best to compare ourselves to others through the lens of standardization especially when it comes to their current state or proficiency in learning.  It is, however, very healthy for students to analyze their unique progress over time and determine if they are making the necessary growth that pushes them toward mastery in learning.

One thought that we must always remember about growth is that it's not a race.  It is, however, a journey.  Some will grow faster while others will grow slower.  Furthermore, we must convince our students to believe that growth shouldn't be based on speed, but on their commitment to owning their growth and personal development, for that is how we ensure that we convince kids to set their sights on making lasting growth instead of growth that is fast and more likely unnecessary or even unsustainable.

Are you Finding the Fix or the Fault?

Today's world conditions us to find something wrong with virtually everything, and finding fault is easy. Point out the problem; blame someone for it, and you're done. Status quo solidified.

Organizations on the grow, however, fix their eyes beyond the problem and even the people responsible for it. They go one step further and find the fix. Now this one step is much bigger than you might think. It requires analysis, and it demands reserved patience in order to discover a solution that resolves the issue permanently.

What are Fault Finders?

• Fault finders point out problems without finding a solution. 
• They are quick to place blame on others. 
• They pride themselves on being the first to illuminate problems and the people who may create them. 
• They create a culture of fear and inhibit risk-taking. 

What are Fix Finders?

• Fix finders identify the problem and its causal factors. 
• They identify supports that need to be in place to prevent the problem from reoccurring again. 
• They take ownership of the problem and engage others in order to learn from the problem so that it can be eradicated. 
• They protect and reassure people who may have caused or are associated with the problem. 
• They nurture a culture of experimentation and exploration.

The Fix and the Fault: It's a Matter of Excellence

Mediocre leaders find faults because it justifies their role and gives them a sense relevance. Excellent leaders, however, quickly look past the fault to the fix simply because they know that an overemphasis on the problem stalls organizational momentum. Faults don't improve the organization. They stifle them. Only resolution can build organizational efficacy.  

Are you fixed on the problem or the solution?  The answer to that question possesses greater implications than you know.