School's Character

A school needs to create a character or ethos of its own in order for the learners to identify with the school. These characteristics should be positive and inclusive for growth and traditions of excellence to be established. Lovedale (1824) in the Eastern Cape was a non-racial school which started with 11 black and 9 white children. It was a training institution where book learning and practical application (apprenticeship) went hand in hand. The first Xhosa dictionary was compiled at Lovedale. It was also a school in which values were promoted and where women were educated as early as 1869. Music was an important part of the curriculum. Lovedale was destroyed in 1954 and is now derelict. Healdtown (1854) was developed by Methodist Missionaries. In the nineteenth and early twentieth century it was also a centre of learning excellence. Its list of alumni is impressive and includes former president Nelson Mandela, Govan Mbeki (President Mbeki’s father) and Robert Sobukwe (the founder of the PAC). It is now derelict. These examples show how tender the life of a school of excellence can be. The powerful people who came from these buildings went on to influence the world, who knows who we have attending classes at the Curro Century City? Think about Curro Century City, and its vision, purpose and the future in relation to excellence in education. A teacher’s purpose is to manage and foster good traditions. A final question is “How do we water our seeds so that they grow into strong and powerful leaders?” Let’s see what we as a staff can grow together. February is a very tough month for both teachers and students. If you pace yourself, you can accomplish everything. Don't worry - everyone feels like they had the toughest workout of their life during the first weeks of school. The best piece of advice I have come up with is to not skip lunch - or breakfast. Many teachers do it; few can keep their eyes open when they return home. Remember to eat regularly during the day. Thanks for the sacrifices made this past month!

Standing up for people

"If we don't stand up for others, who will be left to stand up for us?" - Karen Traviss, author Have you ever worked with someone who defended you when you made a mistake, or, for honest reasons, performed badly on a task? Perhaps she put her own reputation on the line, and defended your actions to a senior manager. Or, maybe, she took responsibility for your mistake herself, or defended you from unjust criticism. If you have experienced this, it probably made a very deep impression on you, and strengthened the relationship you had with that person. What if this is reversed? Do you feel comfortable standing up for your own people in this way? And do you know when you should and shouldn't do this? When you stand up for people, you show that you're "on their side" when they need help. This builds long-term loyalty, trust, credibility, commitment, and morale in your team and it gives your people a confidence boost. It also shows that you are focused on your team's well-being and interests, rather than on yourself. This helps to create a positive working environment and shows everyone that you're a leader worth following. When things go well, you all share the credit and rewards. The same should be true when things don't go well. However, you shouldn't defend your people's actions in all circumstances. For instance, you can end up looking foolish if you jump to the defence of someone who has done something genuinely bad or unethical, and you should avoid defending your people as a way of manipulating them to "pay you back" for your loyalty in the future. Make sure that you stand up for your people when they deserve it - it's an essential part of good management, and it helps to lay the foundations of trust and high morale in your team. Thanks for a successful week, enjoy the weekend!

knock em dead!

Let’s help each other through the first days, and every day, as we work to bring about educational change and do what’s best for kids! For those who don’t know, the principal is at the center of all the relationships between parents, students, teachers, external ideas and arbitrary people. On average per year we face 2,000 interactions per day – that’s what principals encounter. Did you know that as a principal, we feel guilty at the end of the day because we didn’t accomplish everything we set out to? We are addicted to the social aspect of our role and get fidgety in meetings because they’re slow and we crave those personal interactions Nearly every effective educator I have worked with in my career has excelled in the area of interpersonal skills. Although no list of such traits can be thoroughly exhaustive, I do hope that you will peruse those offered below following the first two parents’ evenings. Let’s focus on these human relations skills as we embark upon a noble journey: teaching young Curro people who need and crave our guidance! Be willing to admit when you’re wrong. Be able to laugh (a good sense of humor) and cry (display empathy and sensitivity). Take time to help others. Remember how it felt to be a child. Be able to resolve conflicts between people. Enjoy working with people of all ages. Truly care about others. Realize that you can’t please everyone. Thank you all for your prodigious efforts this week; thank you all for the human relations skills you already possess and practice daily. Well, nearly all of you. Let’s remember the importance of these as we progress through this year. I can’t wait to see you all in action next week! You hold the keys to success for our students; unlock their hearts and their minds. Have an outstanding week and knock ‘em dead (not literally, of course)!

Let’s help each other through the first days, and every day, as we work to bring about educational change and do what’s best for kids! And thus ends the day in the life of a principal. d approaches to improving the school and our relationship. Some articles will be specific and others general enjoy reading and please stay in touch. ) The principal is at the center of all the relationships between parents, students, teachers, external ideas and arbitrary people. 2,000 interactions every day – that’s what principals encounter. Did you know that as a principal, we feel guilty at the end of the day because we didn’t accomplish everything we set out to? We are addicted to the social aspect of our role and fidgety in meetings because they’re slow and we crave those personal interactions