Why PD Is an Operational Lifeline, Not a Resume Booster

As I headed into the summer, I was tired. It was a challenging year with our accreditation and evaluation bodies visiting, taking on a new role as an International Baccalaureate (IB) network chair, supporting a large cohort of new teachers, and a new principal as they transitioned into our school and helping to guide our largest and most complex graduating classes to the finish line. I would love to say I expect this upcoming year to be calmer, but every school leader knows the reality: one set of challenges makes way for the next, ensuring another demanding year ahead. Despite this, I was headed into the summer excited for the courses I would start three days after the term ended.

When I explained to my colleagues about the courses I would be taking, the reactions were mainly focused on the certification that I would get for my resume or the travelling I would be able to do while in attendance. While I certainly appreciated both of these things, neither are why I enjoy taking part in good leadership professional development (PD). 

Countering Burnout

A day in the life of a school leader is busy. There are many fires that you have to attend to or risk them getting out of control. It is easy to fall into routines and to get bogged down in the negative aspects of our roles. Good professional development tends to provide a counterbalance to this. In my course this summer, I was surrounded by dozens of experienced and aspiring leaders all reminding ourselves of what a great learning institution would look like and considering the practical steps to get our own schools there. We shared common challenges and considered how to rise above them. This shared belief in the ability of schools to grow through their challenges is endlessly inspiring.

Aspiration

Leading a school isn't merely complicated; it is fundamentally complex. Most decisions don't live in black-and-white rules, but in subtle shades of grey. Knowing the best path forward on scales both large and small is not easy, requiring adaptive leadership. Professional development for leaders is ideally practical, but most importantly aspirational. It may not solve your own school’s challenges, but it gives you a direction that you can steer the ship toward. Our schools each have their strengths and weaknesses. Working with facilitators and peers to determine what ideal would look and feel like provides an invaluable opportunity to reset priorities and consider what is possible in our own contexts.

Renewing Purpose

Any good educational leader got into leadership because they wanted to make a larger positive impact on their institution. However, at some point or another, every frustrated leader finds themself asking, “Why did I get myself into this, again?” The responsibility weighs heavily and there are always new challenges to overcome. It can take a toll on even established and capable leaders. Good leadership development opportunities remind you about why you got into leadership in the first place and the positive impact you can make on your learning community. It is a great reminder that even though many problems are not easily solved, leading with skill, care, and intention brings meaningful value to your whole community. A leader who is filled with purpose and clear intent can inspire their team.

Leading by Learning, Set the Example

As teachers, we believe that our students have the ability and responsibility to keep growing. As school leaders, we believe that our teachers have the ability and responsibility to keep growing. Additionally, we have the same abilities and responsibilities. By committing to our own learning, we demonstrate intellectual and professional humility and model the exact culture of growth we ask of our teachers and students, while rediscovering the joy and purpose of our own work.