Headmaster - Reflection #2

In the first part of Headmaster it talks about one of the staples of Deerfield was that all 500 students who wanted to play sports all got to be on team (no cuts).  This was a staple of the school and built their culture.  What at Brilla should be something that we make sure all are involved in that is "extra curricular"/ non academic?  How will we be able to do this?

Headmaster - Reflection #1

Why do you want to be part of a founding team?

Good to Great - Reflection #7

This week we are wrapping up Good to Great and crazy to think a little over 2 months our inaugural class will show up for their first day.  We have discussed traditions we want to see, goals we have for ourselves and Brilla and the values of our school.  As we go into our monthly meeting call on Wednesday and shape up for Brilla to become a reality I want us to think about the following:

*This is a FRESH start for all of us to create something not just good but great! As we come together as a team bringing so many different experiences to the table I want you to reflect personally on what mindsets you will need to move past to truly start with a clean slate. 

Instead of writing this I want you to just take 5-10 minutes and truly think about what environment you want in a school and what mindset you will have to walk in with to make this happen.  For all of us this is different but only you know truly what it will take to make Brilla an amazing place for you.  Everyone sets out to create greatness but few achieve (how will Brilla do it?)

Once you have reflected and maybe wrote some personal notes to yourself you can look back on when times get tough to remind you why you wanted to join the Brilla team all I want you to do is write 3-5 words to capture it all.

Good to Great - Reflection #6

Collins mentions throughout the book great companies have benchmarks and goals they hold each other accountable for. What is one big goal you have for Brilla (academic or non) that can be quantifiable and what is one personal goal you have for yourself at Brilla (that can also be quantifiable)?

Good to Great - Reflection #5

Today, many businesses have come to depend upon technology to increase efficiency, reduce overhead, and maximize competitive advantage. However, Collins cautions that technology should not be regarded as a potential panacea for all that ails a company. 

In a blended learning school, Brilla will be blessed with technology at our finger tips.  However, technology is NOT a substitute for a teacher.  What do you think the biggest advantage of having technology int he classroom will be and how do you see yourself using the data the computers will produce

Good To Great - Reflection #4

At this point you should be over half way through Good to Great.  When you take a look back for some of you a few months and others only a few days since you joined the Brilla Team I want you to think and answer this question.  EVERY organization sets out with inspirations to become great and while we have done a ton of work already to set ourselves apart and get ahead what our some ideas you want to see Brilla do to make our school not just good but GREAT.  I want to gather a ton of ideas of what all of you amazing people have built into your heads for amazing ideas.  It could be related to anything: academics, culture (dances, discipline systems), sports, parent involvement ideas, traditions you had at your own school growing up, ways field day should be run, anything that you could put out there for us to consider.

Good To Great - Reflection #3

Another defining characteristic of the companies that Collins defined as great in his study was an overarching organizational culture of discipline. He is quick to point out that a culture of discipline is not to be confused with a strict authoritarian environment; instead, Collins is referring to an organization in which each manager and staff member is driven by an unrelenting inner sense of determination. In this type of organization, each individual functions as an entrepreneur, with a deeply rooted personal investment in both their own work and the company’s success.

As a leader I do NOT want to micro manage people.  I have a firm belief in hiring people I trust and empowering them to thrive.  I also know we must have accountability (some schools have set due dates for lesson plans, a set number of personal and sick days you can use, or other policies around minor issues).  

Another example of this is in many work places people sit around and wait for others to do something or think they have to ask permission for everything instead of being proactive.  

How can we create this environment of individual entrepreneurs at Brilla?