It’s a truism in business: When the boss suffers from burnout, it negatively impacts the whole company. And that’s no less true for principals and the schools they serve.
Here are four specific strategies to minimize activities that sap your energy, and to help you regain your resilience. And as the author notes, “When leaders demonstrate resilience, it has a positive influence on the resilience of employees, helping the whole team become more effective.”
Principals often brag about how little sleep they get. However, a good night’s sleep is essential to boosting your overall performance and helping regulate your emotions. As this article in Forbes points out, sleep is one of the most overlooked leadership advantages for achieving high-performance.
In the words of the author, “If we want stronger teams and saner leaders, we have to stop treating rest like a perk and start treating sleep like infrastructure. Sleep and leadership aren’t separate conversations. Sleep is a strategy … and it starts with you.”
Numerous studies have shown that physical activity improves both academic performance and social-emotional well-being. This short article discusses some ways that teachers can incorporate movement into their classrooms … no matter what grade-level or subject area they teach.
When you encourage your teachers to make regular movement part of their classroom culture (and provide specific suggestions on how to do so), you can help increase students’ cognition, memory, and recall.
And that’s a win-win for everyone concerned!
Professional Development (PD) must be an ongoing process, even for those teachers who would like to decline PD opportunities because they’re content with their roles. This article from the business world offers an interesting “IF (the reason is this) / THEN (consider this action)” chart that can help you strategize better ways to encourage your faculty to be actively involved in their own growth.
In the words of the author, “In today’s environment, it’s no longer enough to develop the high performers and the eager climbers. Leaders must also engage those who are quietly content, the cautiously hesitant, and even the seemingly unmotivated.“
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