Here’s What Superintendents Should Include, and Avoid, in the Dreaded Back-to-School Letter

By Stephen Sawchuk on the ED Week site.

In the annals of documents that need to be crafted carefully, you can list the superintendent’s back-to-school letter to parents alongside things like résumés, break-up texts, and condo association bylaws.

The dreaded back-to-school letter has to strike a fine balance between being pleasingly warm and being hokey; between giving parents information they need to know, and overwhelming them. So Education Week hunted down a few superintendents to share their insights into what they think should make the cut—and what the letters absolutely shouldn’t include. 

Their big takeaway: The back-to-school letter typically arrives in a packet with a bunch of other stuff, like bus routes, bell schedules, and permission slips. It is not going to go up on the fridge next to the kids’ collages from summer camp. So don’t put a million things in it.

But the letter should briefly sketch out any major changes parents will be encountering somewhere along the lines in the school year. And it absolutely should convey the district’s values, they agreed.

Keep it short, focused, and practical. 

 “A single sheet of paper, between one to two sides,” said Jeanné Wright, who’s entering her sixth year heading up the Rutland NE school district in Vermont, a consolidated district serving a number of towns. “It’s really all you want: a brief reminder of what we do, and this is why we do it, and this is where we’re headed, and we invite you to be part of the journey.” 

It’s a fine place to introduce parents to the new faces in the district, new resources, or any change that’s materially going to affect how parents get kids to and from school. It could, for instance, mention the new director of transportation, highlight the district’s new website, or point to an initiative that will alter school schedules.

“For example, in the past I introduced the idea of early-release Wednesdays for teacher learning time. That would be an example of a change in practice or schedule that we would have included,” she said. “Or a particular curriculum that we’re introducing—all of that can be spoken to in the introductory letter.” 

“I cut out 75 percent of what I would normally want to put into a letter; we want them to read the whole thing,” said Larry Spring, the superintendent in Schenectady, N.Y., who has led the district for eight years. “What you’re sending them is delivery of information, but that’s fairly fleeting: The letter is gonna go in the garbage. So what you really want to make sure comes through in the letter is this notion that schools were built for your kids. And we want it to feel that way when your kid comes through the doors: We’re here for you.”

Keep it upbeat … 

This can be a challenge if your district has gone through staff cuts or a bond failure or some other major problem. But rehashing what didn’t go well the prior year is generally a no-no, the superintendents all said. 

“Keep it light, but positive and enthusiastic,” said Joseph Maruszczak, the superintendent of the Mendon-Upton Regional School District in Massachusetts, now in his ninth year. “You have to stay focused on what your mission is as a district and what is the thing that drives your work.” He said it helps to open with a little bit about his own family—as he did last year, when he talked about the difficulty of seeing one of his daughters off to college: “The human element of that correspondence is really, really important as well.”

Absolutely don’t use the letter to justify or bring up something from the prior year that upset parents, especially if it’s something you botched. The letter should be resolutely forward-looking. It can be especially tempting to rehash personnel changes, especially if they were sudden or unexpected, noted Spring.

“I’ve had a convo with a supe who wanted to put in this letter that these new admins were joining, but felt like it was out of place because he hadn’t had a conversation about why the former ones left. And I was explaining that he’d already dropped the ball on communications,” Spring said. “You don’t want to try to do that retrospective processing in the letter.” 

Summed up Wright on Vermont: “A ‘Don’t do this, don’t do that, the sky is falling’ message is not going to be taken well in this letter.” 

… But stick to your guns on the big stuff.

The 10,000-student Schenectady, N.Y., district serves many disadvantaged students and students of color. It’s doing a lot of work on trauma-informed schools and equity, and on reducing disproportionality of suspensions and explusions for students of color and students with disabilities. Though such discussions make some parents uncomfortable, Superintendent Spring uses his letter to reinforce the district’s work on equity.

“You want to give parents that comfortable, warm feeling that these schools are really accepting and welcoming places for [their children],” he said. “But inside that is this message: We are intentionally working on issues of equity, and we work hard on ensuring race, economics, and disability are no longer predictors of student achievement. This is not necessarily a message that everyone likes, because part of it [acknowledges] that schools have traditionally not always been welcoming places, and some students in particular have found them to be unwelcoming.” 

Don’t reiterate every detail of the strategic plan … 

Superintendents take the long view. They know the ins and outs of the the master facilities plan. They know how far they’ve gotten in the strategic plan, and where they need to press harder. But this is not the place to lay out a whole bunch of bullet-pointed initiatives.

“People on Aug 15 don’t want to be mired in the details,” said Maruszczak. “I see the letter kind of being able to highlight what the big ideas are, what the priorities are, but not doing it in an overwhelming manner, or doing it in a way that a staff member reading that is going to feel overwhelmed. Keeping it light is important, and keeping it super, super positive about the possibilities.”  

… But it’s OK to highlight core themes.

Maruszczak’s district has been putting a lot of work into social-emotional learning and developing six attributes that comprise the “portrait of a learner”; he’ll play those themes up in his back-to-school letter.

In Rutland NE, one of several districts in that state that has recently consolidated, Wright said she continues to look for opportunities to reinforce the theme of co-operation and union among the schools that used to belong to different school systems. “We are finding we do need to find new ways to reiterate that we are unified and not seven different schools or eight different communities,” she said.

It’s also a good time to signal staff appreciation.

Most of the superintendents said they host a welcome-back meeting just for staff early in the school year. Still, the back-to-school letter can also be a good place to send the message to staff that they’re valued.

Wright said she likes to stress that while school’s been out, teachers haven’t been sitting idly by. 

“I think it’s important to stress the ongoing learning that teachers do over the summer to change that paradigm that teachers only work nine months out of the year, which is a common perception from non-educators. It’s a different work schedule that teachers have, it’s a different intensity, and once the teacher steps in the classroom at 8 in the morning they’re really on stage until 3 or so,” she said. “Summer is their opportunity to refresh their learning and create new ideas and update their curriculum. That’s not well understood outside of the education sphere.” 

To sum up…

An obscure Victorian novelist once famously described his philosophy for engaging the reading public: “Make ’em laugh, make ’em cry, make ’em wait.”

Basically, superintendents, when they’re dealing with parents, should ignore that advice completely.

Got any additional thoughts, tips, or sample letters? Go ahead and join the conversation below! Also, see District Dossier’s advice for new principals series. 

School of Opportunity

The criteria are: At the most basic level, a School of Opportunity must strive to ensure that all students have access to rich, challenging and supported opportunities to learn. This means that the school’s best opportunities cannot be exclusive or rationed. For this reason, we will recognize a school as a “School of Opportunity” only if it declines to restrict or stratify student access to those best opportunities. In addition, we seek to highlight schools with strong and welcoming cultures, therefore we will only recognize schools if they reject “zero tolerance” policies and other discipline policies that unnecessarily exclude students from opportunities to learn.

Accordingly, all applicants need to address the first two practices, Criterion 1 and 2. Then applicants may choose which four of the remaining eight criteria they wish to highlight in their application.

Criterion 1: Broaden and Enrich Learning Opportunities, with Particular Attention to Reducing Disparities in Learning Created by Tracking and Ability Grouping 

This criterion is mandatory

Criterion 1 (a). Does the curriculum include a range of subjects, activities and experiences that provide a full, high-quality education? Is it designed with the particular needs of the students in mind? Research shows that having a rich and diverse array of subjects, including social studies, science, art, music and physical education, and other interesting electives available throughout the school year improves student learning and academic success. Do students at this school have access to broad and meaningful learning experiences?

Criterion 1 (b). Research also shows that de-tracking reforms help increase student access to challenging curricular materials and high-quality instruction. Has the school taken steps toward universal access to accelerated and supported learning opportunities? Do all students have access to honors, IB and AP courses? Has the school abolished low-track classes with low expectations? To what extent do all groups of students participate in college counseling programs and in PSATs, SATs, and ACTs? 

Required Supporting Documents: 

Course guide and 2016-2017 master schedule that lists course names and sections. Please also include any flowcharts that explain course progressions.

Additional Supporting Documents: 

Evidence that the school has eliminated low‐track classes and, more generally, evidence of the steps the school has taken to increase the access of students to challenging curricular materials and high-quality instruction (e.g., letters sent to parents and regular outreach by teachers or counselors). Evidence that all students have access to accelerated and supported learning opportunities and communications to students inviting participation. Evidence of a high rate of inclusion of low-SES students and students of color in honors, AP and IB classes and, more generally, evidence of course enrollment by sub-population.

Download/View criterion 1 rubric

Criterion 2: Create and Maintain a Healthy School Culture, with Attention to Diversity and to Reassessing Student Discipline Policies 

This criterion is mandatory

Criterion 2 (a). Schools where students feel oppressed or face bullying, harassment or discrimination also hamper students’ ability to learn. Has the school taken steps to create a safe, welcoming school environment for all students, including students from all racial, ethnic and religious groups, genders and sexual orientations? To what extent has the school developed clear plans to proactively include the culture and identity of all students on campus and in the curriculum? How does the school prevent discrimination for different sub-populations, and how does it equitably and effectively resolve  bullying or discrimination when it occurs? What national or local resources and curriculum does the school use to support the academic, social and emotional well-being of students? How does the school include parents as partners in the development of school culture? 

Criterion 2 (b). A critical component of creating a healthy school culture is having a positive, restorative and non-exclusionary approach to school discipline. Students cannot access rich learning opportunities when they are excluded from school through suspensions, expulsions, and similar approaches to discipline. While suspensions are sometimes necessary and appropriate, these policies are particularly troubling when they disproportionally exclude students of color, special education students or lower-SES students. What does this school do to ensure that student discipline is approached equitably? Is as non-exclusionary as possible? Does the school have an active and successful plan to help students learn positive behavior and maintain self‐control? Does the school provide learning resources for suspended students so that they do not fall behind? Do suspended students and their families understand their rights and obligations, and do they have knowledge of and access to a clear appeal process?

Required Supporting Documents: 

Code of Conduct; Documentation of Positive, Restorative and Non-Exclusionary Discipline Plan; Evidence of equal implementation of school discipline across student sub-groups; Evidence of learning resources for suspended students.

Additional Supporting Documents: 

Statements of Inclusivity for All Students; Evidence of programs described; Evidence of community partnerships to address school climate; Document that informs parents of right to appeal discipline decisions.

Download/View criterion 2 rubric

Criterion 3: Provide More and Better Learning Time During the School Year and Summer 

This criterion is optional (include four between criterion 3-10)

While higher-income students receive expanded learning opportunities (such as music lessons, museum visits, or hands-on science or social studies experiences) at school, afterschool and in the summers, lower-income students disproportionately lack such opportunities. These enrichment opportunities engage students in learning and help prepare them to succeed in college, in work and as participants in our democracy. Has the school engaged in initiatives to extend or enrich learning time? How does the school ensure that all students access these opportunities? Does the expanded time focus on broadening and deepening students’ knowledge and understanding of curricular topics and engagement in learning? Does the school partner with external organizations in implementing the plan?

Required Supporting Documents: 

Evidence of a whole-school plan for increasing and improving learning time, including the amount of increased learning time and a description of how quality of learning has improved (e.g., a time audit, expanded learning time plan, or program description evaluation report); A list of partner organizations and their roles; Evidence that all student sub-groups have access to expanded time.

Additional Supporting Documents: 

Additional relevant documentation of specific programs, resources and approaches.  

Download/View criterion 3 rubric

Criterion 4: Use a Variety of Assessments Designed to Respond to Student Needs 

This criterion is optional (include four between criterion 3-10)

Does the school design and use assessments of students’ work, knowledge and skills to help teachers understand how well their students are learning and to provide feedback that improves curriculum and teaching? Are assessments student centered, and do they provide prompt and useful feedback? Do teachers have the time and resources to use multiple forms of assessment to analyze student learning? Has the school resisted the current push to place standards-based accountability testing toward the center of teaching and learning and evaluation of its teachers? 

Required Supporting Documents: 

Evidence of assessments and description of teacher evaluation system.

Additional Supporting Documents: 

Evidence of collegial time spent on achieving these assessment-related goals, such as PLC or department notes, and relevant professional development materials.

Download/View criterion 4 rubric

Criterion 5: Support Teachers as Professionals 

This criterion is optional (include four between criterion 3-10)

Does the school employ a variety of collegial and sustained professional development activities (e.g., mentoring relationships between new teachers and experienced teachers, high-quality teacher induction programs, professional development drawing on school-level expertise, professional learning communities, collaboration among teachers, and relationships between teacher teams and social service support providers that serve students and families)? Does professional learning promote instruction that is culturally relevant and develop a cadre of well-trained

eachers who have a deep understanding of students’ strengths, needs, and diversity? Does the school support efforts to develop healthy and beneficial attitudes and beliefs among administrators, teachers, and school personnel (and students) regarding teaching, learning, and student capabilities?

Required Supporting Documents: 

Documentation of professional development and mentoring activities for the 2016-17 year. Evidence of outcomes and/or products of PD.

Additional Supporting Documents: 

Relevant documentation of long-term professional development strategies.

Download/View criterion 5 rubric

Criterion 6: Meet the Needs of Students with Disabilities in an Environment that Ensures Challenge and Support 

This criterion is optional (include four between criterion 3-10)

Does the school provide fully resourced programs designed to support students with special needs in the least restrictive learning environment? Is inclusion the norm, and does the school avoid inclusion classes that are low-track classes filled with high-needs learners? Does the school provide supports for all modifications and provide layers of support for students with special needs (from moderate to severe)? Are special education students actively engaged in the social life of the school? Does the school fully comply the word and spirit of the Child Find mandate while taking care to avoid inappropriate over-identification of low-income students, students of color, and English language learners.

Required Supporting Documents: 

Documentation of the types of special education services provided within the school (e.g., pull-out, push-in, inclusion, self-contained classrooms), with the percentages of students (excluding out-of-district students) receiving each service over the total school population.

Additional Supporting Documents: 

Parent guides or other public materials describing the school’s approach to meeting the needs of students with disabilities.

Download/View criterion 6 rubric

Criterion 7: Provide Students with Additional Needed Services and Supports, Including Mental and Physical Health Services 

This criterion is optional (include four between criterion 3-10)

Research documents that students’ basic needs for things such as food, housing and stability impact their ability to learn. While students in low-income communities often have a greater need for these supports, including physical and mental health, they often have the least access to them. Does the school create partnerships to provide for unaddressed health issues such as physical and mental health, eye care, and dental care, as well as nutrition needs of the students and/or their families? Are families in need of housing, clothing or legal advice connected to service providers? Does the school understand and respond to additional basic needs? Does the school provide these services on campus? Are off-site physical and mental health dental, vision and nutrition providers easily accessible to students and families? Are there efforts to coordinate between academic and non-academic supports? Do families have adequate transportation to access the services?

Required Supporting Documents: 

Please submit written descriptions provided to parents of the services provided, documenting how those descriptions are disseminated. Please delineate the staff or outside service providers (with contact information) who deliver the services or have a relationship with the school.

Additional Supporting Documents: 

Any other relevant documentation of specific programs, resources and approaches.

Download/View criterion 7 rubric

Criterion 8: Enact a Challenging and Supported Culturally Relevant Curriculum 

This criterion is optional (include four between criterion 3-10)

The school’s curricular and pedagogical approaches should consciously and deliberately build on the interests, strengths and home cultures of the school’s students. When instructional practices and content are aligned with students’ experiences, they value students’ communities and engage them in learning. Culturally relevant (or “responsive”) pedagogy can be evidenced through literature, projects, assignments, events and field trips, ethnic studies courses, connections to families and communities, interventions and other resources. Further, these curricular experiences should be accompanied by supports for students and their teachers, to ensure that learners are challenged and successful at a high academic level.

Required Supporting Documents: 

The course guide and 2016-2017 master schedule that lists course names and sections, provided along with Criterion #1, will document curricular offerings. Please highlight courses in that course guide that are relevant to Criterion #8. Please also included copies of syllabuses for applicable courses.

Additional Supporting Documents: 

Relevant documentation of specific programs, resources and approaches.

Download/View criterion 8 rubric

Criterion 9: Build on the Strengths of Language Minority Students and Correctly Identify their Needs 

This criterion is optional (include four between criterion 3-10)

Closing the opportunity gap for Language Minority (LM) students begins by approaching these students as emerging bilinguals and building on the language strengths they bring to school. Does the school start from this asset-based approach? Does the school employ effective strategies such as providing all teachers with professional development about the unique needs and strengths of LM students, implements strategies that provide students with access to multi or bilingual support as needed in core content classes, and including LM students in all aspects of the academic and social life of the school? Does the school support the LM students’ academic learning in all subject areas as they move toward fluency? Does the school communicate with language minority students and their families to ensure that student needs beyond language are met?

Required Supporting Documents: 

Documentation of programs that build on first language strengths and that support students through the range of fluency levels. Descriptions of relevant professional development programs.

Additional Supporting Documents: 

Documentation of student access to qualified bi-lingual teachers. Samples of correspondence in parents’ first language(s).  Evidence of how quickly and effectively student progress towards fluency while advancing in all academic areas. Descriptions of social services designed to support LM students.

Download/View criterion 9 rubric

Criterion 10: Sustain Equitable and Meaningful Parent and Community Engagement

This criterion is optional (include four between criterion 3-10)

Engaging parents and communities in schools requires more than just good intentions and unidirectional communications. It takes planning, structures, and shared trust. Does this school have formal and informal policies and structures in place to engage parents and communities in school decisions about programs, curriculum or budgets? Do teachers and school staff receive professional development about how to work with diverse families and communities? Do parents feel welcome on campus to support their children and to help guide the school? Are parent and community meetings held at multiple times so working parents can attend? Are childcare and live translation provided during meetings, parent conferences and school events? Is there a translator on campus to support daily parent communication? Is there trust between the school and the larger community? Are there formalized partnerships with community organizations to bring additional resources and programs into the school?

Required Supporting Documents:

Evidence of the school’s commitment to parent and community engagement. Please provide documents that describe the different parent and community leadership organizations at your school, and the leadership roles and responsibilities of parents and communities in each one.

Additional Supporting Documents:

Relevant documentation of specific programs, resources and approaches.Download/View criterion 10 rubric

How to Take Minutes at a Board Meeting

Written by Jeremy Barlow

Taking good meeting minutes at a board meeting is an important and fulfilling role. Board meeting minutes are more than a general accounting of board discussions; they serve as an official and legal record of the meeting of the Board of Directors. Minutes are used in a variety of ways including tracking progress, detailing future plans, and serving as a reference point. Among other things, your meeting minutes should reflect a record of motions, votes, and abstentions.
Taking Board Meeting Minutes – Step by StepIn your role as secretary, you’ll essentially have four steps involved with recording effective meeting minutes. You’ll need to spend a little time planning before the meeting, take notes during the meeting, and write a formal report after the meeting. You’ll also be responsible for filing and sharing the minutes of each meeting.
1: Preparation for the Board MeetingEvery organization records their minutes a little bit differently. Have a discussion with the board president about any current or expected formats that you are expected to use. Review past meeting minutes to use as a template. Ask the board president for a copy of the meeting agenda, including the names of all attendees, including guests or speakers.
2: Taking a Record of the Board MeetingUnless your organization requires you to type notes at the meeting, you can either type them out or write them longhand. The two most important things to know when taking the record of the meeting is what information to record and how to present it.Meeting minutes should include:

  • Date of the meeting
  • Time the meeting was called to order
  • Names of the meeting participants and absentees
  • Corrections and amendments to previous meeting minutes
  • Additions to the current agenda
  • Whether a quorum is present
  • Motions taken or rejected
  • Voting-that there was a motion and second, and the outcome of the vote
  • Actions taken or agreed to be taken
  • Next steps
  • Items to be held over
  • New business
  • Open discussion or public participation
  • Next meeting date and time
  • Time of adjournment 

How you detail the discussions during a board meeting is as important as making sure to include all of the information in the bullets shown above. For each agenda item, write a short statement of each action taken by the board, along with a brief explanation of the rationale for their decision. If there are extensive arguments, write a succinct summary of the major arguments.
Record discussions objectively, avoiding inflammatory remarks and personal observations. A good way to do this is by avoiding adjectives and adverbs whenever possible. Check your language to be sure that it is clear, unambiguous, and complete.
As noted earlier, minutes are an official and legal record of the board meeting. In a legal arena, meeting minutes are presumed to be correct and can be used as legal evidence of the facts they report. Document board discussions to accurately reflect the actions and intentions of the board directors. Boards have legal liability, so keep information basic and language simple to avoid any legal complications that place the organization at a disadvantage in any legal proceedings. Use names only when recording motions and seconds.
After the meeting, you will want to write the formal record when everything is still fresh in your mind, so prepare the record as soon after the meeting as you possibly can.
3: Writing the Official Record of Board Meeting MinutesReview the agenda to gain the full scope of the meeting. Add notes for clarification. Review actions, motions, votes, and decisions for clarity. Edit the record so that the minutes are succinct, clear, and easy to read.It’s better to attach meeting handouts and documents that were referred to during the meeting to the final copy, rather than summarizing the contents in the minutes.
4: Signing, Filing, and Sharing MinutesOnce your meeting minutes are fully written, you are responsible for making them official by having the board secretary sign them. Your organization may also require the president’s signature.Follow your organization’s by-laws and protocols for storing minutes. It’s a good idea to have back-up copies either in print, a hard drive, or (best case) a board portal.The secretary also has the responsibility for sharing minutes. Make sure the president has approved the minutes before sharing in print or online.Helpful Tips for Taking Board Meeting Minutes

  • Use a template
  • Check off attendees as they arrive
  • Do introductions or circulate an attendance list
  • Record motions, actions, and decisions as they occur
  • Ask for clarification as necessary
  • Write clear, brief notes-not full sentences or verbatim wording
  • Maintain the same verb tense

Common Mistakes in Taking Board Meeting Minutes

  • Failure to document a quorum
  • Ambiguous description of board actions
  • Including information that could harm the board in a legal sense
  • Lengthy delays in providing minutes after a meeting
  • Delays in approving minutes from past meetings-missing mistakes
  • Failing to file and manage documents
  • Failing to get documents signed so they serve as an official and legal record

Always be mindful that the purpose of taking meeting minutes is to reflect the true intentions of the board and that they are an official and legal record. Given the breadth of detail and complexity of process associated with proper documentation of meeting minutes, many organizations find using a tool, such as board portal software, helps make this work easier and more efficient, and can ultimately elevates organizational performance. As serious as the job is, the task of taking and preparing minutes is a rewarding and edifying experience. 

The Superintendent’s Priorities for a Typical Week

The Superintendent’s Priorities for a Typical Week by some Outstanding (former) Superintendents

Edited by Jack Mckay

What started out as a suggested list for a school superintendent should do during a typical week has turned into an interesting variety of good ideas.

Here is the original list:
If I am the school superintendent, here are five things I would do each week:
1. Each week, visit at least one classroom, interact with the students and teacher, and followed up with a “thank you” note and some photos taken while visiting.
2. Each week, on Facebook or Twitter, write a brief article about something good happening in the school or classroom.
3. Each week, visit a principal or supervisor and ask how things are going and how you can help them and they can help you.
4. Each week, visit with the leaders of the parent and employee groups and ask how they think things are going and how you might help to resolve those issues.
5. Each week, visit with the school board members as ask them what their concerns are from their perspective.

The last suggestion, “visiting with individual school board members.” Don Thomas, former superintendent of the Salt Lake (UT) Schools suggested that a superintendent should not be meeting with individual school board members, but rather have them respond to your weekly “notes to the board” if they have questions. 

Dr. Thomas went on to write “I sent a review of district activities and future items to be discussed to each board member. Their opinions were requested. Some called, others wrote about a particular item. I received their opinions, but I never met with individual board members.”

Others have suggested meeting weekly with only the board president to get feedback on how things are going. 

Dr. Bill Mathis, former superintendent in Vermont had these words of wisdom.

1. Buy a packet of gold stars and stringently pass them out for exceptional work — as if they were the Medal of Honor. Meanwhile, lavish ecumenical praise on leaders and staff for less exceptional work. Do not leave any group feeling left out.
2. Be visible. Attend funerals even if you didn’t know the honoree. Go to road races, football games, painful music concerts, etc.
3. Practice Zen and the Art of School Administration. Think macro, carefully and wisely. 4. Hire good people and give them latitude. This multiplies your effectiveness.
5. Be the learner. Be the lighthouse. Write for both the NY Times and the weekly shopper, study, read, speak and convey the most important and significant research and knowledge about education. 
5. Be the leader. Be active and visible in a professional venue(association, politics, etc.). 
6. Avoid in-service programs about “leadership.”
7. If the state aid formula harms the poor, don’t whine about it — Sue the bastards!

Dr. Terry Grier, former superintendent of the Houston ISD, suggested the following seven points:
1. Each week, I would reflect on what my staff and I did last week to help meet the one or two BIG goals the organization had set for the year.
2. Each week, I would make sure that I took time each day to meditate or engage in a physical workout session.
3. Each week, I would ask key questions of my associates and assistants about their work-progress and roadblocks.
4. Each week, I would visit schools and ask teachers whether the administrative staff was visiting their classroom and providing them with needed support. 
5. Each week, I would review attendance data (especially for the primary grades), and dropout data from middle and high schools.
6. Each week, I would commit not to be at evening events more than two nights. I’d delegate attendance at others to staff (putting the job ahead of family and faith will cause you to lose both). 
7. Each week, I would meet with the board president and hold a separate meeting with another member of the board. It would be a breakfast meeting to save time. I would always end the meeting with the question, “How do you think I’m doing?”
What do you think? Any other suggestions? Send them, Jack McKay. Your comments will be appreciated. 

Some of my favorite school leadership quotes:

“Don’t tell me what you value. Instead, tell me what you do and I will tell you what you value.”

“Friends come and go, but enemies seem to accumulate.”Corollary: You have enemies? Good. That means you’ve stood up for something, sometime in your life.

“From the perspective of a visitor, sometimes it may be hard to tell if you are leading the parade or being run out of town.” 

Making a Motion at a Meeting

Making a Motion

Presenting Business to the Assembly

The most common way to present business to the members at a meeting is to make a main motion. An idea is not discussed first and then a motion made; instead, a motion is made and then the idea is discussed. This chapter explains the basic steps in presenting a motion: how to make a main motion, how to discuss it, and how to take a vote on the motion. It also explains when a motion is out of order. For example, motions are out of order when they conflict with the rules of the organization or the laws of the land, or when they propose action outside the scope of the organization’s objectives.

BASIC STEPS IN PRESENTING A MOTION

Before you present a motion, make sure that it contains all the pertinent information, including who, what, where, and when. Word the motion in the positive, not in the negative. Here is an example of a main motion:

Member: Madam President, I move that we have a picnic on Saturday, June 15, at 3 p.m. in the park.

This motion includes all the necessary information and states it in a positive manner. It is ready to present.

  1. A member stands and addresses the chair, saying:Member: Mr. President [or Madam President]orMember: Mr. Chairman [or Madam Chairman]
  2. The chair assigns the member the floor by stating the member’s name or nodding at the member.The member states the motion:Member: I move that . . .orMember: I move to . . .

Member: I move to . . .

Member: I move to have a picnic on Saturday, June 15, at 3 p.m. in the park.

  1. Another member seconds the motion by calling out:Member: I second the motion.or simplyMember: Second.
  2. The chair restates the motion and places it before the assembly by saying:President: It is moved and seconded that . . . . Is there any discussion?President: It is moved and seconded to have a picnic on Saturday, June 15, at 3 p.m. in the park. Is there any discussion?
  3. The members now have the right to debate or discuss the motion.
  4. When the discussion is finished, the chair puts the motion to a vote by saying:President: All those in favor say “Aye.” Those opposed say “No.”
  5. The chair announces the vote and who will carry out the action if it is adopted.President: The ayes have it, and the motion is carried. We will have a picnic on Saturday, June 15, at 3 p.m. in the park. The Social Committee will take care of the details.orPresident: The noes have it, and the motion is lost. We will not have a picnic on Saturday, June 15, at 3 p.m. in the park. Is there further business?

Now let’s look at the steps for making a motion in detail.

MAKING A MAIN MOTION

To make a main motion, a member must obtain the floor. To do so, stand and address the president, saying:

Member: Mr. President [or Madam President]

or

Member: Madam Chairman [or Mr. Chairman]

This is the correct parliamentary terminology. Many people want to say chairwoman or chairperson, but these terms are incorrect. The English language does not have feminine or masculine words, as do the Latin-based languages. The word chair in English is the neuter gender, neither masculine nor feminine. It refers either to the person or the place (chair) occupied by the person. The word man at the end does not mean a masculine person but stands for the neuter gender all mankind, including both men and women. So in English, to acknowledge the gender of the person presiding in the chair, use the honorifics Mr. or Madam, as follows: Mr. Chairman or Madam Chairman.

After the chair is addressed, the presiding officer recognizes the member by saying his or her name or nodding at the member. This means that the member is assigned the floor and can speak.

The correct way to state a motion is:

Member: I move that . . .

It helps to memorize and practice this phrase. Here’s an example:

Member: Madam President, I move that we have a picnic on Saturday, June 15, at 3 p.m. in the park.

State motions in the positive, not the negative. Write the motion on a piece of paper and give it to the president after you state it. This helps the chairman (or chair) repeat the motion to the assembly exactly the way it was moved. The way in which the presiding officer states the motion to the assembly is the official wording of the motion, and it’s recorded in the minutes. Many times, presiding officers do not repeat the motion exactly as the member has stated it. If you put the motion in writing and give it to the presiding officer, the officer can repeat it exactly as you presented it, and the secretary can record it correctly in the minutes.

After you make the motion, sit down. Another member must second the motion. A second simply means that another member thinks the motion should be discussed. It does not mean that the member is necessarily in favor of it.

The person who seconds the motion does not need to rise and address the president but can call out the second from where he or she sits. The member can say:

Member: Second.

or

Member: I second the motion.

If no one seconds it, the president can ask:

President: Is there a second?

Member: I second it.

If the motion does not get a second, members can’t discuss it and the president goes on to the next business in order. The president can say:

President: Without a second, the motion will not be considered.

Avoid using the phrase “dies for lack of a second.”

If the motion is seconded, the president restates the motion to the members. This is called placing the motion before the assembly. The president must do this so that members can discuss the motion. The president says:

President: It is moved and seconded that we have a picnic on Saturday, June 15, at 3 p.m. in the park. Is there any discussion?

The president needs to memorize the following phrase in restating the motion:

President: It is moved and seconded that . . . . Is there any discussion?

DISCUSSING A MOTION

Members always have the right to debate or discuss a main motion. After the president asks for discussion, members can give reasons why they think having a picnic is a good idea or a bad idea.

The person who makes the motion has the first right to speak to the motion. To do that, the member rises, addresses the president, obtains the floor, and then speaks to the motion. After the member is done, he or she sits down so that someone else can speak to the motion – either for or against it. In discussing the motion, everyone gets to have a turn to talk, but everyone must wait his or her turn. A member can speak to a motion only when no one else is assigned the floor. If two people stand to speak at the same time, the president designates who should speak. The member not recognized sits down. When the other member finishes speaking, the member who did not speak can then stand to speak.

In debate, members address all remarks through the chair. Cross talk between members is not allowed, and mentioning other members’ names is avoided as much as possible. All remarks are made in a courteous tone.

In most meetings, each member may speak two times on a debatable motion, but the member does not get the second turn as long as another member wants to speak for the first time. A member is not permitted to speak against his or her own motion. However, if the member changes his or her mind after hearing the motion discussed, the member may vote against it. (For more specific rules of debate, see Chapter 4.)

When speaking to a motion that you haven’t made, a common courtesy before you begin your remarks is to say:

Member: I speak for the motion.

or

Member: I speak against the motion.

This way, the assembly knows which side of the issue you are supporting. It also helps the president keep a balance in the debate. If there are more people speaking against the motion, the president may ask if anyone wants to speak for the motion.

In debate, everyone has the right to speak, and the president must be just and impartial in assigning the floor, allowing all sides of the issue to be heard.

Discussion continues until the president realizes that the membership is ready to vote.

TAKING THE VOTE

When no one rises to speak to the motion, the president calls for the vote. Most voting takes place via a voice vote. A majority vote adopts main motions, which means that more than half of the members voting favor the motion.

President: Is there any further discussion? [Pause and look around the room to see if anyone wants to speak.] Hearing none, the question is on the adoption of the motion to have a picnic on Saturday, June 15, at 3 p.m. in the park. All those in favor say “Aye.” Those opposed say “No.”

The president always announces the result of the vote. If the affirmative wins, he or she announces the vote this way:

President: The ayes have it, and the motion is carried. We will have a picnic on Saturday, June 15, at 3 p.m. in the park.

If the negative wins, the president announces the vote this way:

President: The noes have it, and the motion is lost. We won’t be having a picnic on Saturday, June 15, at 3 p.m. in the park.

The president asks only for the yes and no votes and does not ask for those who want to abstain. The president always takes the no vote, even if the yes vote sounds unanimous.

The members must feel that any vote taken is a fair vote. If any member doubts the results of a voice vote, the member can call out:

Member: Division.

or

Member: I call for a division.

or

Member: I doubt the result of the vote.

In this one instance, a member does not have to rise to obtain the floor but can call out “Division” from wherever he or she is sitting. It does not need a second.

The president immediately retakes the vote as a rising vote by asking the members to stand. The chair makes a visual judgment and does not count the vote. The president says:

President: All those in favor please rise. Be seated. Those opposed please rise. Be seated. The affirmative has it, and the motion is carried.

Or, if the majority of members were opposed, the president states:

President: The negative has it, and the motion is lost.

If the president is in doubt as to which side wins, he or she can retake the vote and have it counted. If a member wants the vote counted, the member makes a motion to have a counted vote. The motion requires a second, is not debatable, and must pass by a majority vote.

In addition to a voice vote, the organization can take a vote by general consent, a show of hands, a rising vote, or ballot. The chair can choose to take the vote by voice, show of hands, or rising. To take a ballot vote, a member must make a motion to do so. A ballot vote ensures the secrecy of each member’s vote. If you do not want others to know how you voted, or if you want an accurate count of the vote, a ballot vote is the way to accomplish your goal. (For a more thorough explanation of these voting procedures, see Chapter 5.)

To ask for a ballot vote, a member must rise, address the chair, and move to take the vote by ballot. This motion needs a second, is not debatable, and must pass by a majority vote.

Member: Mr. President, I move that this vote be taken by ballot.

Member 2: Second.

President: It is moved and seconded to take this vote by ballot. All those in favor say “Aye.” Those opposed say “No.” The ayes have it, and we will take the vote by ballot.

If the members vote against the motion, the chair says:

President: The noes have it, and the vote will not be taken by ballot.

COMPLETING THE ACTION ON THE MOTION

The action on the motion is completed when the president announces the result of the vote as well as how the action will be carried out. Members can expect that the approved action is carried out as authorized unless they decide to reconsider the vote, rescind the action, or amend the adopted motion (see Chapter 10).

IMPORTANT POINTS TO REMEMBER BEFORE MAKING A MOTION

Not every main motion is in order, and both the members and the presiding officer need to know when a presented motion violates the following rules. If a main motion violates the following rules, it is the presiding officer’s duty to rule the motion out of order. If the chair does not do this, a member should call this to the assembly’s attention by raising a point of order.

  1. No motion is in order that conflicts with federal, state, or local law; with the rules of a parent organization; or with the organization’s constitution or bylaws or other rules of the organization. Even if a unanimous vote adopts the motion, it is null and void if it conflicts with the previously mentioned rules.For example, if someone makes a motion to expand the clubhouse and city or state zoning laws prohibit doing so, the motion is out of order; or, if the school district has rules against having a student dance on a week night, a motion by a student group to have a dance on Tuesday evening is out of order.
  2. A motion that proposes action outside the scope of the organization’s object (which should be written in the corporate charter or bylaws) is not in order unless the members vote to allow it to be considered. Doing so takes a two-thirds vote.For example, suppose an organization’s object is to take care of stray animals and build a shelter for them. A member also wants to create a soup kitchen for homeless people. Unfortunately, doing so is outside the scope of the organization’s object.If the member makes a motion that is outside of the organization’s object, the presiding officer states:President: The motion to have a soup kitchen for homeless people is outside the object of the organization. According to our parliamentary authority, a two-thirds vote is required for this motion to be considered. Members can now discuss whether they want to consider the motion. Is there any discussion about whether we should consider the motion?Discussion can focus only on whether the members should consider the motion. Any discussion about whether to have a soup kitchen is out of order. After discussion, the president should first explain the effect of a yes or no vote on the consideration of this motion, and then put it to a vote:President: If you think this motion is within the scope of the object of the organization and should be considered, vote yes. If you think this motion is outside the scope of the organization and should not be considered, vote no. You are only voting on considering the question. The vote taken does not adopt the motion. Are there any questions? All those in favor, please rise. [Members rise.]Be seated. [Members sit down.]Those opposed please rise. [Members rise.]Be seated. [Members sit down.]There is a two-thirds vote in the affirmative, and we will consider the question. It is moved and seconded that we have a soup kitchen for homeless people. Is there any discussion?If the noes have it, the chair states:President: There is less than a two-thirds vote in the affirmative. The negative has it, and we will not consider the motion to have a soup kitchen for homeless people.Even though a parliamentary rule states that members, by a two-thirds vote, can consider something outside the object of the organization, remember that the object is part of the bylaws. When members consider something outside the object of the organization, they are, in essence, suspending part of the bylaws. The best approach in handling the situation is to amend the object of the organization. Give members previous notice of the proposed change and time to think about what the real purpose of the organization should be.
  3. A main motion is not in order if it conflicts with a motion that was previously adopted by the assembly and that is still in force. However, the assembly can decide to rescind the action or amend something previously adopted.For example, say that the club adopted a motion to give $100 yearly to the local humane society. If a member makes a motion to give $200 yearly to the humane society, the motion conflicts with what was already adopted and is therefore not in order. However, if the member phrases it as the motion to amend something previously adopted, it is in order and requires a two-thirds vote or a majority vote of the entire membership to adopt if no previous notice has been given. If previous notice has been given, it requires a majority vote to adopt. This rule protects the rights of the absent members.
  4. A main motion is not in order when it presents substantially the same question as a motion that was rejected during the same session. However, members can bring up the motion at another meeting, and this is known as renewing the motion.For example, suppose that the members vote down a motion to have a car wash to raise money for the dance fund. During discussion, members make it clear that they do not want to have a car wash to raise money for anything. If later in the meeting a member makes a motion to have a car wash to raise money for the leadership training series, it is out of order. The motion can, however, be brought up at another meeting.There is one way this motion can be brought up again at the same meeting, and that is if a member who voted on the prevailing side (in this case the negative side) makes the motion to reconsider the vote on the motion to have a car wash (see Chapter 10).
  5. A main motion is not in order if it conflicts with or presents substantially the same question as one that has been temporarily disposed of and is still within control of the assembly. Here are examples:If a motion has been referred to a committee and the committee has not reported, the committee can be discharged and the assembly can take up the motion (see Chapter 10).If a motion has been postponed to later in the meeting or to another meeting, a member can move to suspend the rules and take up the motion at that time. (See Chapter 9, “Suspend the Rules.”)If a motion is laid on the table, members can take it from the table.Members need to be alert to meeting tactics that refer a motion to a committee to bury it (don’t investigate it) or lay it on the table to kill it. Or, while a motion is in the committee or laid on the table, someone presents another version of the motion. Members must realize that even though a motion is in committee or on the table, it is still under the control of the assembly and must be decided first.

RESOLUTIONS

A resolution is a formal way of presenting a motion. It is a main motion, needs a second, and is handled like any other main motion except that it is always presented in writing. The name of the organization is mentioned in the resolution, and the word “resolved” is always italicized. A resolution can be as simple as:

Resolved, That the Glee Club sponsor a “Day of Singing” on April 25 to honor Glee Clubs in our state.

If a resolution is proposed at a mass meeting, word it in the following way:

Resolved, That in the sense of this meeting, we form a Neighborhood Watch program and send letters to all the homes between Martin and Smith streets inviting homeowners to participate.

Sometimes a resolution includes a preamble. A preamble enables members to give background information and to state the reasons why the motion should be adopted. However, a preamble to a resolution is usually not necessary. In fact, a preamble should be used only when the maker of the resolution wants to give little-known information or wants to present important points regarding the adoption of the motion if there is some doubt about whether it will pass. A preamble contains whereasclauses that communicate the important background information to the assembly; the actual resolution then follows. A resolution with a preamble should contain only as many whereas clauses as necessary. For example,

Whereas, A study done by the city commission reveals that there are 100 stray dogs and 250 stray cats in Center City;

Resolved, That the Morningside City Improvement Corporation form a committee of five to be appointed by the board to investigate the cost of establishing a feeding program, as well as establishing a shelter for these animals, and report its findings at the next meeting.

If the resolution has more than one whereas clause, write it this way:

Whereas, A study done by the city commission reveals that there are 100 stray dogs and 250 stray cats in Center City;

Whereas, These hungry animals are wreaking havoc with garbage; and

Whereas, They are having kittens and puppies every two to three months; now, therefore, be it

Resolved, That the Morningside City Improvement Corporation form a committee of five to be appointed by the board to investigate the cost of establishing a feeding program, as well as establishing a shelter for these animals, and report its findings at the next meeting.

The Leader’s Reading List

From Maureen Hoch, Editor, HBR.org 

On topics from leadership to diversity to giving a great presentation, we’ve pulled together the HBR articles we think you should be familiar with — a combination of tried-and-true classics and newer pieces that reflect the latest thinking, best practices, and research. 

 1. “The Secrets of Great Teamwork,” by Martine Haas and Mark Mortensen . Collaboration has become more complex, but success still depends on the fundamentals. 

2. “Teamwork on the Fly,” by Amy C. Edmondson. How to master the new art of teaming.

 3. “Why Diverse Teams Are Smarter,” by David Rock and Heidi Grant. Research shows they’re more successful in three important ways. 

4. “The New Science of Building Great Teams,” by Alex “Sandy” Pentland. The chemistry of high-performing groups is no longer a mystery. 

5. “Building the Emotional Intelligence of Groups,” by Vanessa Urch Druskat and Steven B. Wolff. What research reveals about what emotional intelligence at the group level looks like — and how to build it. 

6. “Collaborating Well in Large Global Teams,” by Mark Mortensen
It starts with a clear shared objective. 

7. “How to Make a Team of Stars Work,” by Claudio Fernández-Aráoz. Balance, energy, openness, resilience, alignment, and efficiency. 

8. “How Management Teams Can Have a Good Fight,” by Kathleen M. Eisenhardt, Jean L. Kahwajy, and L.J. Bourgeois III. Six ways for teams to turn conflict into productive decision making. 

9. “The Discipline of Teams,” by Jon R. Katzenbach and Douglas K. Smith. What makes the difference between a team that performs — and one that doesn’t.

The 7 Worst Job Interview Mistakes People Make

By MAUREEN MACKEY, The Fiscal Times
You landed a job interview for a position you really want – but the hiring manager never called you back after it was over. What happened?
It could be that the chemistry wasn’t right, of course, or that the salary didn’t align – but it’s very likely you made some foolish and entirely preventable mistakes that derailed your chances.“Given how competitive it is out there, I’m appalled at some of the interview mistakes people keep making,” says Dana Manciagli, a Seattle career expert who spent a decade at Microsoft and today runs her own executive coaching business. 
She and other experts say that even job candidates at the highest professional levels make mistakes – not just those at lower or mid-level ranks. In a still-tight economy with plenty of people competing for positions of all kinds, here are some of the top job interview clunkers:
1. You leave your cell phone on.
When the ring of your phone cuts short a critical conversation about the job you covet, guess what it does to your chances?One hiring manager in Manhattan says she sees this often – and she’s always amazed when she does. “The job candidates will say, ‘Oh, gee, I’m sorry,’ and reach to turn their phones off. But why didn’t they think of that before they walked in the door? To me, it shows a lack of preparation. It’s also inconsiderate.” And if you actually pick up that phone or send a text during your interview, as some people do – don’t wonder why you weren’t called back. 
2. You’re too focused on yourself.
If you overuse the “I” word during the interview, hiring managers may see a big ego standing in the way of a job offer. “Many candidates talk about themselves ad nauseam, with little or no relevancy to the job opening at hand,” says Manciagli. “Whether this is due to nerves, or a lack of self-awareness, or naiveté – people hurt their chances of getting the job.”If you can’t clearly articulate how you can help the company succeed or solve its problems, you’re probably not a top candidate. “It’s critical you know the specific skills and background required,” says Manciagli. “This is basic and speaks to preparation, but plenty of people don’t do it. You should say succinctly during your interview, ‘From my understanding of the job, you’re looking for these skills. Here’s how I can help.’ Then be very specific.”
3. You’re desperate – and it shows.
Some people have been out of work so long or are so desperate for the job they’ll say almost anything. That over-eagerness and anxiety, however, is a red flag. “They’ll say, ‘Sure, I can do that,’ to just about anything that comes up during the interview,” observes Michele Woodward, a career strategist in Arlington, Virginia. “The reality is they’re thinking more about paying their mortgage or affording a summer vacation than about the staffing problem the company’s trying to solve.”People also tend to ramble on and on when they’re anxious. It’s a much better plan to have short, concise answers to common questions prepared beforehand. Once you say them – smile, make good eye contact, and be quiet. 
4. You can’t answer basic questions about your qualifications.
It’s one of the most common interview questions: “What are your strengths?” Yet hiring managers say far too many job candidates flub their answers.
“Even at high levels, people will give a rote list of their previous jobs, or cite clichés like ‘I’m a workaholic and like to get things done.’ Not good enough,”says Dana Manciagli of Seattle. 
Use this opening to your best advantage. “Companies want to know why you’re a great fit for the job they have. They want details, skill sets, accomplishments. You might say, ‘I’ve exceeded my sales goals every quarter.’ Or, ‘My division brought in five new accounts in six months,’ or ‘We created three new ad programs and drove X amount of revenue.’”And when you hear, “What’s your biggest weakness?” that’s an opportunity to turn a negative into a positive. Rehearse it in advance. You might say, “In the past I’ve tended to take on too much, but by delegating I’ve been able to accomplish twice the amount.” 
5. You’re late to the interview.
“I’ve heard every excuse in the book,” says one human resources professional. “‘I got stuck in traffic.’ ‘I couldn’t find the building.’ ‘The campus is so big I got lost.’” Whatever the case, it means you didn’t give yourself enough time. “I tell clients that if they’re not in the lobby 30 minutes before the interview, they’re late.” It bears emphasis: Allow extra time.  
6. You know little or nothing about the company’s culture.Do some research. Reach out to friends and colleagues in the business. Surf for information. Ask career coaches. Is the company ultra conservative? Do staffers dress in business casual? Learn what you can – then dress for the interview accordingly. “I can always tell when a candidate hasn’t done basic homework about the culture,” says one seasoned hiring executive, “based on the way he or she looks.” When in doubt, dress up.  
7. You badmouth a previous employer.Negative attitudes attract no one – that’s the bottom line. It’s also a small world. Be careful what you say about previous places of employment, especially when your guard is down. No matter why you left a job or what your experience was, there are diplomatic ways to explain an unfortunate circumstance, even if the atmosphere (or boss, or pay, or company) was rotten. You can say you’re interested in new responsibilities, a variety of challenges, more authority, a different location – or simply that the current job posting appealed to you so strongly you couldn’t resist reaching out. 
Read more at http://www.thefiscaltimes.com/Articles/2013/05/15/The-7-Worst-Job-Interview-Job-Mistakes-People-Make.aspx#oiTF0FmhSIdrFQSd.99

EDUCATION

By Yuval Noah Harari – 21 Lessons for the 21st Century (2018)

Change is the only constant

Humankind is facing unprecedented revolutions, all our old stories are crumbling, and no new story has so far emerged to replace them. How can we prepare ourselves and our children for a world of such unprecedented transformations and radical uncertainties? A baby born today will be thirty-something in 2050. If all goes well, that baby will still be around in 2100, and might even be an active citizen of the twenty-second century. What should we teach that baby that will help him or her survive and flourish in the world of 2050 or of the twenty-second century? What kind of skills will he or she need in order to get a job, understand what is happening around them, and navigate the maze of life?

Unfortunately, since nobody knows how the world will look in 2050 – not to mention 2100 – we don’t know the answer to these questions. Of course, humans could never predict the future with accuracy. But today it is more difficult than ever before, because once technology enables us to engineer bodies, brains and minds, we can no longer be certain about anything – including things that previously seemed fixed and eternal.

A thousand years ago, in 1018, there were many things people didn’t know about the future, but they were nevertheless convinced that the basic features of human society were not going to change. If you lived in China in 1018, you knew that by 1050 the Song Empire might collapse, the Khitans might invade from the north, and plagues might kill millions. However, it was clear to you that even in 1050 most people would still work as farmers and weavers, rulers would still rely on humans to staff their armies and bureaucracies, men would still dominate women, life expectancy would still be about forty, and the human body would be exactly the same. Hence in 1018, poor Chinese parents taught their children how to plant rice or weave silk, and wealthier parents taught their boys how to read the Confucian classics, write calligraphy, or fight on horseback – and taught their girls to be modest and obedient housewives. It was obvious these skills would still be needed in 1050.

In contrast, today we have no idea how China or the rest of the world will look in 2050. We don’t know what people will do for a living, we don’t know how armies or bureaucracies will function, and we don’t know what gender relations will be like. Some people will probably live much longer than today, and the human body itself might undergo an unprecedented revolution thanks to bioengineering and direct brain–computer interfaces. Much of what kids learn today will likely be irrelevant by 2050.

At present, too many schools focus on cramming information. In the past this made sense, because information was scarce, and even the slow trickle of existing information was repeatedly blocked by censorship. If you lived, say, in a small provincial town in Mexico in 1800, it was difficult for you to know much about the wider world. There was no radio, television, daily newspapers or public libraries.1 Even if you were literate and had access to a private library, there was not much to read other than novels and religious tracts. The Spanish Empire heavily censored all texts printed locally and allowed only a dribble of vetted publications to be imported from outside.2 Much the same was true if you lived in some provincial town in Russia, India, Turkey or China. When modern schools came along, teaching every child to read and write and imparting the basic facts of geography, history and biology, they represented an immense improvement.

In contrast, in the twenty-first century we are flooded by enormous amounts of information, and even the censors don’t try to block it. Instead, they are busy spreading misinformation or distracting us with irrelevancies. If you live in some provincial Mexican town and you have a smartphone, you can spend many lifetimes just reading Wikipedia, watching TED talks, and taking free online courses. No government can hope to conceal all the information it doesn’t like. On the other hand, it is alarmingly easy to inundate the public with conflicting reports and red herrings. People all over the world are but a click away from the latest accounts of the bombardment of Aleppo or of melting ice caps in the Arctic, but there are so many contradictory accounts that it is hard to know what to believe. Besides, countless other things are just a click away, making it difficult to focus, and when politics or science look too complicated it is tempting to switch to some funny cat videos, celebrity gossip, or porn.

In such a world, the last thing a teacher needs to give her pupils is more information. They already have far too much of it. Instead, people need the ability to make sense of information, to tell the difference between what is important and what is unimportant, and above all to combine many bits of information into a broad picture of the world.

In truth, this has been the ideal of Western liberal education for centuries, but up till now even many Western schools have been rather slack in fulfilling it. Teachers allowed themselves to focus on shoving data while encouraging pupils ‘to think for themselves’. Due to their fear of authoritarianism, liberal schools had a particular horror of grand narratives. They assumed that as long as we give students lots of data and a modicum of freedom, the students will create their own picture of the world, and even if this generation fails to synthesize all the data into a coherent and meaningful story of the world, there will be plenty of time to construct a good synthesis in the future. We have now run out of time. The decisions we will take in the next few decades will shape the future of life itself, and we can take these decisions based only on our present world view. If this generation lacks a comprehensive view of the cosmos, the future of life will be decided at random.

The heat is on

Besides information, most schools also focus too much on providing pupils with a set of predetermined skills such as solving differential equations, writing computer code in C++, identifying chemicals in a test tube, or conversing in Chinese. Yet since we have no idea how the world and the job market will look in 2050, we don’t really know what particular skills people will need. We might invest a lot of effort teaching kids how to write in C++ or how to speak Chinese, only to discover that by 2050 AI can code software far better than humans, and a new Google Translate app enables you to conduct a conversation in almost flawless Mandarin, Cantonese or Hakka, even though you only know how to say ‘Ni hao.’

So, what should we be teaching?

Many pedagogical experts argue that schools should switch to teaching ‘the four Cs’ – critical thinking, communication, collaboration and creativity.3 More broadly, schools should downplay technical skills and emphasize general-purpose life skills. Most important of all will be the ability to deal with change, to learn new things, and to preserve your mental balance in unfamiliar situations. In order to keep up with the world of 2050, you will need not merely to invent new ideas and products – you will above all need to reinvent yourself again and again.

For as the pace of change increases, not just the economy, but the very meaning of ‘being human’ is likely to mutate. Already in 1848, the Communist Manifesto declared that ‘all that is solid melts into air’. Marx and Engels, however, were thinking mainly about social and economic structures. By 2048, physical and cognitive structures will also melt into air, or into a cloud of data bits.

In 1848 millions of people were losing their jobs on village farms, and were going to the big cities to work in factories. But upon reaching the big city, they were unlikely to change their gender or to add a sixth sense. And if they found a job in some textile factory, they could expect to remain in that profession for the rest of their working lives.

By 2048, people might have to cope with migrations to cyberspace, with fluid gender identities, and with new sensory experiences generated by computer implants. If they find both work and meaning in designing up-to-the-minute fashions for a 3-D virtual reality game, within a decade not just this particular profession, but all jobs demanding this level of artistic creation might be taken over by AI. So, at twenty-five you introduce yourself on a dating site as ‘a twenty-five-year-old heterosexual woman who lives in London and works in a fashion shop’. At thirty-five you say you are ‘a gender-non-specific person undergoing age-adjustment, whose neocortical activity takes place mainly in the New Cosmos virtual world, and whose life mission is to go where no fashion designer has gone before’. At forty-five both dating and self-definitions are so passé. You just wait for an algorithm to find (or create) the perfect match for you. As for drawing meaning from the art of fashion design, you are so irrevocably outclassed by the algorithms, that looking at your crowning achievements from the previous decade fills you with embarrassment rather than pride. And at forty-five you still have many decades of radical change ahead of you.

Please don’t take this scenario literally. Nobody can really predict the specific changes we will witness. Any particular scenario is likely to be far from the truth. If somebody describes to you the world of the mid twenty-first century and it sounds like science fiction, it is probably false. But then if somebody describes to you the world of the mid twenty-first century and it doesn’t sound like science fiction – it is certainly false. We cannot be sure of the specifics, but change itself is the only certainty.

Such profound change may well transform the basic structure of life, making discontinuity its most salient feature. From time immemorial life was divided into two complementary parts: a period of learning followed by a period of working. In the first part of life you accumulated information, developed skills, constructed a world view, and built a stable identity. Even if at fifteen you spent most of your day working in the family’s rice field (rather than in a formal school), the most important thing you were doing was learning: how to cultivate rice, how to conduct negotiations with the greedy rice merchants from the big city, and how to resolve conflicts over land and water with the other villagers. In the second part of life you relied on your accumulated skills to navigate the world, earn a living, and contribute to society. Of course, even at fifty you continued to learn new things about rice, about merchants, and about conflicts, but these were just small tweaks to well-honed abilities.

By the middle of the twenty-first century, accelerating change plus longer lifespans will make this traditional model obsolete. Life will come apart at the seams, and there will be less and less continuity between different periods of life. ‘Who am I?’ will be a more urgent and complicated question than ever before.4

This is likely to involve immense levels of stress. For change is almost always stressful, and after a certain age most people just don’t like to change. When you are fifteen, your entire life is change. Your body is growing, your mind is developing, your relationships are deepening. Everything is in flux, and everything is new. You are busy inventing yourself. Most teenagers find it frightening, but at the same time, it is also exciting. New vistas are opening before you, and you have an entire world to conquer. By the time you are fifty, you don’t want change, and most people have given up on conquering the world. Been there, done that, got the T-shirt. You much prefer stability. You have invested so much in your skills, your career, your identity and your world view that you don’t want to start all over again. The harder you’ve worked on building something, the more difficult it is to let go of it and make room for something new. You might still cherish new experiences and minor adjustments, but most people in their fifties aren’t ready to overhaul the deep structures of their identity and personality.

There are neurological reasons for this. Though the adult brain is more flexible and volatile than was once thought, it is still less malleable than the teenage brain. Reconnecting neurons and rewiring synapses are damned hard work.5 But in the twenty-first century, you can hardly afford stability. If you try to hold on to some stable identity, job or world view, you risk being left behind as the world flies by you with a whooooosh. Given that life expectancy is likely to increase, you might subsequently have to spend many decades as a clueless fossil. To stay relevant – not just economically, but above all socially – you will need the ability to constantly learn and to reinvent yourself, certainly at a young age like fifty.

As strangeness becomes the new normal, your past experiences, as well as the past experiences of the whole of humanity, will become less reliable guides. Humans as individuals and humankind as a whole will increasingly have to deal with things nobody ever encountered before, such as super-intelligent machines, engineered bodies, algorithms that can manipulate your emotions with uncanny precision, rapid man-made climate cataclysms, and the need to change your profession every decade. What is the right thing to do when confronting a completely unprecedented situation? How should you act when you are flooded by enormous amounts of information and there is absolutely no way you can absorb and analyze it all? How to live in a world where profound uncertainty is not a bug, but a feature?

To survive and flourish in such a world, you will need a lot of mental flexibility and great reserves of emotional balance. You will have to repeatedly let go of some of what you know best and feel at home with the unknown. Unfortunately, teaching kids to embrace the unknown and to keep their mental balance is far more difficult than teaching them an equation in physics or the causes of the First World War. You cannot learn resilience by reading a book or listening to a lecture. The teachers themselves usually lack the mental flexibility that the twenty-first century demands, for they themselves are the product of the old educational system.

The Industrial Revolution has bequeathed us the production-line theory of education. In the middle of town there is a large concrete building divided into many identical rooms, each room equipped with rows of desks and chairs. At the sound of a bell, you go to one of these rooms together with thirty other kids who were all born the same year as you. Every hour some grown-up walks in and starts talking. They are all paid to do so by the government. One of them tells you about the shape of the earth, another tells you about the human past, and a third tells you about the human body. It is easy to laugh at this model, and almost everybody agrees that no matter its past achievements, it is now bankrupt. But so far, we haven’t created a viable alternative. Certainly not a saleable alternative that can be implemented in rural Mexico rather than just in upmarket California suburbs.

Hacking humans

So, the best advice I could give a fifteen-year-old stuck in an outdated school somewhere in Mexico, India or Alabama is: don’t rely on the adults too much. Most of them mean well, but they just don’t understand the world. In the past, it was a relatively safe bet to follow the adults, because they knew the world quite well, and the world changed slowly. But the twenty-first century is going to be different. Due to the growing pace of change you can never be certain whether what the adults are telling you is timeless wisdom or outdated bias.

So, on what can you rely instead?  Perhaps on technology? That’s an even riskier gamble. Technology can help you a lot, but if technology gains too much power over your life, you might become a hostage to its agenda. Thousands of years ago humans invented agriculture, but this technology enriched just a tiny elite, while enslaving the majority of humans. Most people found themselves working from sunrise till sunset plucking weeds, carrying water-buckets and harvesting corn under a blazing sun. It can happen to you too.

Technology isn’t bad. If you know what you want in life, technology can help you get it. But if you don’t know what you want in life, it will be all too easy for technology to shape your aims for you and take control of your life. Especially as technology gets better at understanding humans, you might increasingly find yourself serving it, instead of it serving you.

 Have you seen those zombies who roam the streets with their faces glued to their smartphones? Do you think they control the technology, or does the technology control them?

Should you rely on yourself, then? That sounds great on Sesame Street or in an old-fashioned Disney film, but in real life it doesn’t work so well. Even Disney is coming to realize it. Just like Riley Andersen, most people hardly know themselves, and when they try to ‘listen to themselves’ they easily become prey to external manipulations. The voice we hear inside our heads was never trustworthy, because it always reflected state propaganda, ideological brainwashing and commercial advertisement, not to mention biochemical bugs.

As biotechnology and machine learning improve, it will become easier to manipulate people’s deepest emotions and desires, and it will become more dangerous than ever to just follow your heart. When Coca-Cola, Amazon, Baidu or the government knows how to pull the strings of your heart and press the buttons of your brain, could you still tell the difference between yourself and their marketing experts?

To succeed in such a daunting task, you will need to work very hard on getting to know your operating system better. To know what you are, and what you want from life. This is, of course, the oldest advice in the book: know thyself. For thousands of years philosophers and prophets have urged people to know themselves. But this advice was never more urgent than in the twenty-first century, because unlike in the days of Laozi or Socrates, now you have serious competition. Coca-Cola, Amazon, Baidu and the government are all racing to hack you. Not your smartphone, not your computer, and not your bank account – they are in a race to hack you and your organic operating system. You might have heard that we are living in the era of hacking computers, but that’s hardly half the truth. In fact, we are living in the era of hacking humans.

The algorithms are watching you right now. They are watching where you go, what you buy, who you meet. Soon they will monitor all your steps, all your breaths, all your heartbeats. They are relying on Big Data and machine learning to get to know you better and better. And once these algorithms know you better than you know yourself, they could control and manipulate you, and you won’t be able to do much about it. You will live in the matrix, or in The Truman Show. In the end, it’s a simple empirical matter: if the algorithms indeed understand what’s happening within you better than you understand it, authority will shift to them.

Of course, you might be perfectly happy ceding all authority to the algorithms and trusting them to decide things for you and for the rest of the world. If so, just relax and enjoy the ride. You don’t need to do anything about it. The algorithms will take care of everything. If, however, you want to retain some control of your personal existence and of the future of life, you have to run faster than the algorithms, faster than Amazon and the government, and get to know yourself before they do. To run fast, don’t take much luggage with you. Leave all your illusions behind. They are very heavy.

Education

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(New York, London: Garland Publishing, 1994), 432–3.

2 Verity Smith (ed.), Concise Encyclopedia of Latin American Literature (London,

New York: Routledge, 2013), 142, 180.

3 Cathy N. Davidson, The New Education: How to Revolutionize the University to

Prepare Students for a World in Flux (New York: Basic Books, 2017); Bernie Trilling,

21st Century Skills: Learning for Life in Our Times (San Francisco: Jossey-Bass,

2009); Charles Kivunja, ‘Teaching Students to Learn and to Work Well with 21st

Century Skills: Unpacking the Career and Life Skills Domain of the New Learning

Paradigm’, International Journal of Higher Education 4:1 (2015). For the website of

P21, see: ‘P21 Partnership for 21st Century Learning’, http://www.p21.org/our-work/

4cs-research-series, accessed 12 January 2018. For an example for the

implementation of new pedagogical methods, see, for example, the US National

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21 January 2018.

4 Maddalaine Ansell, ‘Jobs for Life Are a Thing of the Past. Bring On Lifelong

Learning’, Guardian, 31 May 2016.

5 Erik B. Bloss et al., ‘Evidence for Reduced Experience-Dependent Dendritic Spine

Plasticity in the Aging Prefrontal Cortex’, Journal of Neuroscience 31:21 (2011):

7831–9; Miriam Matamales et al., ‘Aging-Related Dysfunction of Striatal Cholinergic

Interneurons Produces Conflict in Action Selection’, Neuron 90:2 (2016), 362–72;

Mo Costandi, ‘Does your brain produce new cells? A skeptical view of human adult

neurogenesis’, Guardian, 23 February 2012; Gianluigi Mongillo, Simon Rumpel and

Yonatan Loewenstein, ‘Intrinsic volatility of synaptic connections – a challenge to the

synaptic trace theory of memory’, Current Opinion in Neurobiology 46 (2017), 7–13.