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• Trauma-Informed Practice

  September 26, 2023 9:00 AM Comments Off on Trauma-Informed Practice

  On behalf of the Ontario Principals’ Council

  

  Most initiatives in education begin with the introduction of a new word. Think “wellbeing,” “equity,” or “reconciliation.” Each term serves as a beacon illuminating new layers of complexity in education, revealing deeper student needs or system requirements, inspiring more meaningful goals, and pointing the way to better teaching and leadership practices.  

  And yet, as each word is systemically blended into the daily parlance of education, its unique brightness begins to dim. Its disruptive power and innovative potential fades. Terms that once challenged educators to think with greater pedagogical breadth and depth are used so frequently – and, at times, so casually – that their meaning becomes diminished. Ironically, words meant to capture our attention, create a sense of urgency, and sensitize us to the complexities of human experience, often risk simply becoming yet another education buzzword among many.  

  Arguably, the word “trauma”1 is one such word. Having entered the fringes of education less than two decades ago, the term – along with its associated “trauma-informed” and “trauma-sensitive” – is now mainstream. Spurred on by the pandemic, the idea that schools are not only places of learning, but should also be places of “healing,” is now a widespread educational aspiration.  

  But how are we actually doing when it comes to genuinely supporting students who experience trauma? How are educators feeling about their understanding of trauma, and their ability to effectively address the complications that trauma often brings to the classroom? The Ontario Principals’ Council (OPC) recently undertook an online survey and qualitative interview study of school administrators across Ontario to better understand this question. In all, 652 principals and vice principals completed the survey, representing both elementary and secondary schools in 25 English public boards throughout the province. The complete report can be found online at www.principals.ca/RPR. 

  Student trauma matters, now more than ever 

  Administrators were first asked to estimate the percentage of students in their schools impacted by trauma, both prior to the pandemic and following it. Almost one-third of administrators estimated that 10 percent or fewer of their student population was impacted by trauma prior to the pandemic. However, estimates grew significantly when school administrators were asked to consider their students within the context of the pandemic. Almost one in four administrators believed that 20–30 percent of their students were impacted by trauma. The number of administrators who believed that 30–50 percent of their students were impacted by trauma doubled when considering the pandemic. 

  When asked to rate the degree to which they believe trauma is negatively affecting student performance on a scale of 1 (low impact) to 10 (high impact), administrators indicated a strong conviction that trauma is significantly impacting academics, behaviour, and other student issues such as attendance or overall attitude toward school (See Figure 1). For example, more than one-quarter of administrators rated the impact of trauma on academic performance as 10/10. One-third of administrators rated trauma’s impact on behaviour as 10/10. More than one-quarter of administrators rated the impact of trauma on attendance or overall attitude toward school as 10/10. 

  Figure 1: Overall, what impact do you believe the effects of trauma have on your students’ academic performance, behaviour, and other student issues such as attendance or attitude toward school?

  

  Given the prevalence of trauma, administrators reported that a significant amount of teaching time is spent dealing with issues connected to student trauma. For example, half of the administrators estimated that their staff spend 10–30 percent of their teaching time dealing with issues related to student trauma. One in ten administrators estimated that 40–60 percent of teaching time is spent dealing with student trauma-related concerns.

  Trauma impacts educators, too 

  Student trauma also impacts educators. For example, on a scale of 1 (no impact) to 10 (high impact), 80 percent of administrators rated the negative impact of dealing with student trauma on educator wellbeing as 7/10 or higher. One-third of administrators rated the impact as 9/10 or higher. School administrators also reported experiencing the effects of dealing with student trauma on their own wellbeing. Almost three-quarters of administrators rated the impact as 7/10 or higher. Close to 1 in 5 administrators reported the impact as 10/10 (See Figure 2). 

  Figure 2: To what degree does dealing with student trauma negatively impact your staff’s wellbeing, or your wellbeing? 

  

  Necessity of trauma sensitivity 

  Consistent with their concern about the prevalence of trauma in their students and its impact on school success, administrators were strongly in favour of adopting a trauma-sensitive approach in education, with over half rating the necessity as 10/10. A total of 85 percent of administrators rated the necessity as 8/10 or higher. 

  However, administrators tended to rate their schools’ present ability to support students affected by trauma as moderate. On a scale of 1 (poor) to 10 (excellent), almost 1 in 10 administrators rated their school as 2 or lower, while less than 2 percent of administrators rated their school as 9/10 or better. Just over half of administrators rated their school’s ability as 5/10 or poorer. 

  Barriers to trauma-sensitive education 

  Given their struggles to more effectively support student trauma, administrators were asked to indicate the barriers that their staff face in more fully practising a trauma-sensitive approach. The most prevalent barrier, identified by 86 percent of administrators, was educator stress and burnout. This was closely followed by lack of staff training, lack of staff time, and curriculum pressures (See Figure 3).

  Figure 3: What, if anything, gets in the way of your staff’s ability to consistently adopt a trauma-sensitive approach? (Check all that apply)

  

  Administrators also reported facing significant barriers when it came to leading a school-wide trauma-sensitive approach. The most frequently reported barrier, identified by three-quarters of administrators, were the competing demands of other administrative duties. Two-thirds of administrators identified stress and burnout as a barrier. This was closely followed by an overall lack of time. Half of the administrators also identified lack of training as a barrier, followed by lack of system support.  

  From the interviews with individual administrators, it was clear that they and their staff view student trauma as an important priority in education. However, it was also clear that most educators are struggling to address trauma effectively. They want to do better, but they find themselves exhausted by existing demands and often overwhelmed by the prospect of taking on more, especially something that often feels beyond their level of expertise.  

  Principals share their experience 

  Sometimes when there is so much going on, with trauma, behaviours from students, staff anxiety and stress, it is a lot of stress put on administration. This is starting to burn me out – as well as colleagues that I speak to about this.   I am finding it more and more difficult to approach problems with staff and students with the level of empathy and patience that I feel that I should have. I am feeling very “done”… if that makes sense.  The wearing fatigue plays a huge role in mustering the resilience, by the end of the week, to fully and deeply engage in problem-solving. The cumulative effects of trauma are what I am attempting to navigate – and I think many of my colleagues are as well.  Quite frankly, there are too many items that are affecting our role as leaders. We are NOT health experts, trauma experts and the board really has no foundations on this either. Nor do they know how to support people on the front lines. Schools are flailing, as is morale. Let us lead without all these other unexpected expectations that affect schools!  I’ve become hyper aware of the relationship between trauma (or perceived trauma) and behaviour of students. I am increasingly aware that my expertise in identifying trauma and dealing with behaviour resulting from trauma is insufficient on a daily basis. It has, however, created a strong team bond at our school in order to, every day, try to meet the needs of all students.

  Widening the trauma lens at school 

  Childhood trauma is first and foremost a fundamental violation of the safety and security of relationships with adults. Therefore, safety and security can only be restored through relationships with adults. And yet, while healing must happen through adults, such healing is rarely easy or straightforward, especially in the classroom.  

  Supporting students who have suffered trauma is often challenging. The experience of each student is vastly different and the ways in which trauma affects them is wide-ranging and complex. Some students may be oppositional, others overly compliant, while still others are utterly disengaged. Students often require a lot of time and support, progress is slow, and solutions are found through trial and error. Boundaries are tested, core beliefs are challenged, and personal emotional hot buttons are often pushed. 

  Educators have a critical role to play in helping students heal from the effects of trauma. However, becoming trauma-informed involves more than simply adding “trauma-sensitive” practices to the existing work of educators. While it includes providing educators with practical classroom tools, it also requires a widening of the wellbeing lens toward a greater awareness of the many pressures already on educators. It requires changes on a system level to relieve some of those pressures and the strengthening of organizational structures to more effectively support educator wellbeing. This includes the creation of workplace cultures that genuinely allow educators to be vulnerable and to share both their successes and failures without judgment. It involves moving away from simply reminding educators to practise self-care, to a greater organizational commitment to mutual care. It means ensuring that educators don’t feel alone in the classroom. Above all, it means remembering that of all the teaching strategies, the “strategy” that matters the most is the educator themselves. 

   

  LEARN MORE ABOUT HOW EDCAN SUPPORTS K-12 WORKPLACE WELLBEING

  

  note

  [1] Trauma is the lasting emotional response that often results from living through a distressing event. Experiencing a traumatic event can harm a person’s sense of safety, sense of self and ability to regulate emotions and navigate relationships. Long after the traumatic event occurs, people with trauma can often feel shame, helplessness, powerlessness and intense fear. (The Centre for Addiction and Mental Health)

   

  Photo: iStock
  First published in Education Canada, September 2023

• Systemic Approaches to Workplace Wellbeing

  August 29, 2023 9:32 AM Comments Off on Systemic Approaches to Workplace Wellbeing

  Dr. Gabor Maté (2022) argues that within the medical world, treating individual health symptoms, without considering wider systems within which individuals exist, ignores multiple factors that contribute to sickness:  

  “What if we saw illness as an imbalance in the entire organization, not just as a manifestation of molecules, cells or organs invaded or denatured by pathology. What if we applied the findings of western research and medical science in a systems framework, seeking all the connections that contribute to illness and health?” 

  Historically, addressing individual symptoms has been the dominant approach in western medicine. The same focus on individuals rather than systems has also pervaded approaches to workplace wellbeing in Canadian schools. A plethora of incentives, from gym membership to yoga classes, suggests that K–12 staff wellbeing can be addressed by encouraging individuals to access such programs to counter stresses in work and life. 

  This article rejects a dominant focus on individual remedies and argues for systemic approaches to address workplace wellbeing. While individual responsibility has its place, a primary focus on it is misplaced. Teachers, principals, or school bus drivers should bear some responsibility for their own wellbeing, and for positively contributing to their professional workplace, but should not bear responsibility for fixing school systems that may be making them sick. 

  So how to create systemic approaches to wellbeing? 

  1. Provincial governments can play a greater role. 

  To its credit, the British Columbia government, through its Ministry of Education’s Mental Health in Schools Strategy (2020) has encouraged a focus on workplace wellbeing: 

  “Research confirms stress experienced by school administrators can negatively impact school staff. Teacher stress has been directly linked to increased student stress levels, spilling over from the teacher to the student and impacting social adjustment and student performance.”  

  Funds from the Ministry of Education to address mental health can be utilized for a focus on adults in K-12 school systems.  

  Addressing two issues would greatly improve the role of provincial governments (including B.C.) in supporting systemic workplace wellbeing:

  • Collating and analyzing sick leave and short/long-term disability costs linked to mental health.
    Currently in B.C., data for teacher and support staff sick leave usage is held by districts, and short/long term disability data are held by teacher and support staff unions, while principals maintain their own usage data. In Alberta, the Alberta School Employee Benefit Plan provides long-term disability support while employers provide short-term disability and sick leave. Similar divisions exist in other provinces. Provincial governments could develop capacity to ascertain sick leave and disability prevalence, trends, and differences (in terms of age, gender, and roles), data that could provide a basis for more systemic action. 
  • Addressing the low pay and limited hours of some support staff, with a primary focus on educational assistants (EAs).
    Low pay and limited hours have led to many EAs working multiple jobs to make ends meet. A recent Globe and Mail article (Capobianco, 2023) reported that Nova Scotia’s lowest-paid EAs earned just $16 an hour, and that, according to the President of CUPE local 5047, “many EAs and support staff work two or three jobs to make ends meet. Some have even left the field for fast food and retail because of the low wages and the tough nature of the work.”We have found the same in B.C. EAs experience difficult work with challenging students, with low pay and limited hours. The results? Increased WorkSafe BC claims,1 more sick leave accessed than other staff, and a high turnover of EAs. EA illness and turnover have ripple effects2 on other EAs, teachers, and principals, increasing their workloads and reducing wellbeing. Addressing this system-wide problem by creating full-time, better-paid jobs would impact workplace wellbeing for all staff. 

  2. Rethink school district management/union roles and relationships.

  Teacher and other unions tend to be reactive organizations. But addressing workplace wellbeing requires stakeholders to collaboratively consider data and act together to find solutions. When working with districts as EdCan Advisors,3 we have utilized the Guarding Minds at Work survey,4 conducted interviews with a range of staff, and accessed demographic, sick leave, and other data. These combined data sources, as well as reports we generate, can be used in management-union collaborations to jointly develop action plans.  

  A new form of proactive, collaborative social entrepreneurship might be considered, where ideas to improve wellbeing emerge from all stakeholders, and where consensus should be developed on proposed solutions. Both union and management can build trust by co-creating solutions and by working together to support wellbeing.  

  3. Rethink the concept of leadership. 

   Being a compassionate leader is a fine idea, but being a collaborative one is better. Hierarchical school systems are reflected in job titles like Superintendent, CEO, and Executive Team. Many progressive leaders within these roles utilize collaborative approaches and encourage innovation within their organizations. But others do not, and autocratic leadership, especially in school principals, has been found in our work to have negative impacts on teacher and support staff wellbeing, while more collaborative and less autocratic principals have improved wellbeing in their schools.  

  Leaders can support systemic approaches by: 

  • setting policies to guide approaches 
  • initiating systemic change when there is consensus that such changes are needed 
  • creating staffing and budgets to implement action 
  • enabling innovation at schools and worksites 
  • extending collaborative approaches with unions  

  4. Rethink the role of the individual while addressing the core systemic issues that impact workplace wellbeing. 

  Everyone who works as an employee in a K–12 Canadian school district is part of a system. Yet how often does one hear “the system” discussed as though those working in it are not part of it? If I work in a system, I need to take some responsibility to make it better. But if my workload is excessive, my stress is high, and some of my professional connections and relationships are problematic, giving me one more job is not going to help. 

  So, what to do? The answer is simple – reduce workload and stress. But how to do it is not. We as EdCan Advisors have found two useful starting points: 

  • Separate contractual and non-contractual issues.
    Not all workload issues are contractual, and while ideally, workload might be addressed in contracts, the reality is that much can be done to improve wellbeing outside of contract negotiations. As an example, addressing negative professional relationships can impact wellbeing (Naylor, 2020). 
  • Find and address the “low-hanging fruit”: steps that can be initiated quickly and with little controversy. 
    These might include improving meeting processes, reducing email use, and limiting after-hours and weekend messaging, or encouraging senior district staff to visit schools and worksites to build connections and relationships while offering positive feedback and encouragement when appropriate.  

  As these progress, longer-term systemic approaches can be the focus of dialogue and planning, perhaps to address issues of racism or discrimination, or shifting school and district culture into more positive spaces. 

  5. Address racism and discrimination toward Indigenous and racialized staff and incorporate more Indigenous approaches into wellbeing initiatives. 

  One way to address racism in schools is to hire greater numbers of Indigenous and racialized teachers and other staff. A Rideau Foundation effort to boost Indigenous teachers was reported by McKenna (2023), and stated that in Winnipeg, 16.9 percent of students identified as Indigenous but only 8.6 percent of teachers were Indigenous. This lower ratio of Indigenous staff compared to districts’ Indigenous student populations is repeated in many Canadian school districts. 

  Systemic approaches to combatting racism and discrimination require more Indigenous teachers and racialized staff in schools. This is a more complex issue than recruitment, as some Indigenous people have stated they are reluctant to participate in what they still consider a predominantly colonial system. Indigenous staff report hearing racist and discriminatory comments from students, staff, or parents, comments which impact their wellbeing. Indigenous support staff have told me of bullying and harassment at work linked, in their view, to being Indigenous, female, and of low status in school districts. 

  At the same time, many non-Indigenous teachers are making significant efforts toward respectful access to both Indigenous knowledge and people. Others are apprehensive about cultural appropriation or fear to offend. 

  Just as decolonization is a work-in-progress, so will addressing wellbeing with anti-racism efforts take time and careful dialogue before significant changes are seen. McKenna also offers some thoughts on the complexity of the issue, identifying historical, cultural and current contextual issues, including “ongoing trauma connected to education that stems from residential schools, as well as colonial curriculums and a general lack of cultural safety in public education.” 

  While a significant dialogue with Indigenous and racialized people is needed, steps can be made while the bigger picture is explored. In one B.C. school district, Indigenous staff have stated that they do not trust either management or union processes to deal with racism, discrimination, or harassment. They prefer more restorative processes to address racist attitudes and actions. Evidence from districts that have utilized restorative approaches suggests such processes improve wellbeing for both Indigenous and non-Indigenous staff. 

  A similar focus to that on Indigenous and racialized staff might be placed on LGBTQ2+ staff in schools, perhaps with a focus on wellbeing for LGBTQ2+ staff in rural areas, where U.K. research (Lee, 2019) has outlined high levels of depression and anxiety among LGBTQ2+ teachers.  

  6. Address workplace wellbeing as a gendered issue. 

  The Centre for Addiction and Mental Health reports: “More than 75% of suicides involve men, but women attempt suicide 3 to 4 times more often than men” (CAMH, 2023).   

  The Canadian Women’s Foundation (Senior & Peoples, 2021) states: 

  “Women experience depression and anxiety twice as often as men. Women in heterosexual pairings have long taken the position of ‘designated worrier.’ They tend to bear the brunt of the anxiety about family health and wellbeing. Of course, the data shows how worry work comes at the expense of a mother’s own health and wellbeing.”  

  Women comprise around 75 percent of many school district workforces. Yet there is a surprising lack of focus on women’s wellbeing and mental health in many school systems. Systemic change in a workforce largely populated by women requires a focus on women. Work-life balance can be difficult for women who often still have the primary care responsibilities within families, and even more so for those in the “sandwich generation” who are supporting both children and aging parents.  

  Teacher demographics in many school districts currently show more younger teachers, as retirements surge. New patterns are emerging with this changing demographic. One I have heard recently in B.C. school districts is that many younger teachers arrive shortly before the morning bell and are gone shortly after schools close in the afternoon, a pattern differing from some more experienced and older teachers, who often chat and collaborate after students leave. Teachers with young families have many demands at home that may limit the “after-hours” time they can spend at school. But younger staff in K–12 schools may also be protecting their own work-life balance by putting limits and boundaries on their work.  

  How to address the wellbeing of women staff in schools? 

  Look at the data. Are women taking leaves, accessing EFAP or short/long term rehabilitation programs proportionately more than males, and if so, in which roles? But if supporting collaborative approaches with systemic support resonates with districts, it is also crucial to start conversations with women staff at every status level about their wellbeing.  

  —- 

  PROVINCIAL GOVERNMENTs should be more active in supporting systemic approaches to wellbeing. Adopting some or all of the six factors explored in this article to a school district’s context might create strong foundations. Initiating short-term action would build momentum and ease districts into addressing tougher issues over the longer term. Systemic action is possible with the right leadership, staffing, and funding, a focus on data, and effective collaboration, facilitation, and implementation to build workplace wellbeing.  

  It’s not easy and there’s no exact recipe, but systemic improvements can be made. Let’s do what we can and share what we learn. 

   

  LEARN MORE ABOUT HOW EDCAN SUPPORTS K-12 WORKPLACE WELLBEING

  

  References 

  B.C. Ministry of Education. (2020). Mental health in schools strategy. Government of British Columbia.
  www2.gov.bc.ca/assets/gov/erase/documents/mental-health-wellness/mhis-strategy.pdf 

  Capobianco, A. (2023, May 24). Halifax education workers’ strike continues. Globe and Mail.
  www.theglobeandmail.com/canada/article-halifax-education-workers-strike-continues/ 

  Lee, C. (2019). How do lesbian, gay and bisexual teachers experience UK rural school communities? Social Sciences, 8(9), 249.
  www.mdpi.com/2076-0760/8/9/249#:~:text=Results%20showed%20that%20LGB%20teachers,%2Dworth%2C%20depression%20and%20anxiety 

   Maté, G., with Maté, D. (2022). The myth of normal: Trauma, illness and healing in a toxic culture. Knopf Canada. 

  McKenna, C. (2023, March 28). Finding the Knowledge Keepers: The Indigenous teacher shortage. The Walrus.
  https://thewalrus.ca/finding-the-knowledge-keepers-the-indigenous-teacher-shortage/ 

  Centre for Addiction and Mental Health. (2023). Mental illness and addiction: Facts and statistics. 
  www.camh.ca/en/driving-change/the-crisis-is-real/mental-health-statistics 

  Naylor, C. (2020). The Powell River Learning Group: Improving professional relationships.
  https://drive.google.com/file/d/1nSs5ZGmqQkYWCxqio42JehlV473kqm_l/view  

  Senior, P., & Peoples, A. (2021, June 7). The abysmal state of mothers’ mental health. (2021, June 7). Canadian Women’s Foundation. 
  https://canadianwomen.org/blog/the-abysmal-state-of-mothers-mental-health  

  Wang, F. (2022, October). Psychological safety of school administrators: Invisible barriers to speaking out. University of British Columbia.
  https://edst-educ.sites.olt.ubc.ca/files/2022/10/Psychological-Safety-of-School-Administrators-v7-Final.pdf 

  Photo: iStock
  First published in Education Canada, September 2023

• System-wide Implementation of K-12 Workplace Well-Being

  October 5, 2022 11:47 AM Comments Off on System-wide Implementation of K-12 Workplace Well-Being

  Many workplace well-being initiatives in Canadian school districts originally developed approaches focusing on the individual, such as mindfulness, improving sleep patterns, doing more exercise, and improving diets. This approach was critiqued as limited by those who felt such a focus ignored systemic factors, like class size and workload, that can impact teacher and staff well-being. As Chelsea Prax, programs director of children’s health and well-being at the American Federation of Teachers, said in an Education Week article:

  “You can’t deep-breathe your way out of a pandemic; you cannot stretch your way out of terrible class sizes; you cannot ‘individual behavior’ your way out of structural problems. Those are effective coping measures, but they don’t change the problem”

  (Will, 2021).

  The notion of systemic change in some literature states or implies system transformation: radical overhauls of K–12 school systems to replace allegedly creaking systems with brand-new models in a brave new world. Well, brave new worlds come and go. Concepts and trends emerge, peak, and falter, yet education systems somehow continue, adapting and evolving. Or not, depending on your perspective.

  In the world of workplace well-being, the notion of systems change is gaining greater credibility as an approach to improving staff well-being. Corporate Canada recognizes that organizations need to change and adapt to promote employees’ mental health, yet it can be argued that provincial governments and school districts have been slow to focus on their systems rather than on individuals when addressing workplace well-being in Canadian schools. So how to consider systems change concepts that provide direction for systemic implementation to improve workplace well-being?

  Let’s consider what we mean by systemic implementation by looking at three ways to change systems:

  Structural changes within a school district

  This might include allocations for staff with responsibilities for staff well-being within or beyond the domain of district HR departments. It might mean focusing on workplace well-being in strategic plans and budgets, so that well-being is central to planning and funding, moving it away from the periphery to the core business of school districts. A focus on all staff – teachers, administrators, support and exempt staff – also suggests a major structural change in terms of focus.

  Some examples:

  • Several B.C. and Alberta school districts have struck Wellness Committees with a mandate to consider workplace well-being approaches within a district. Such committees enable stakeholders’ consultation, share information across schools, and sponsor initiatives.
  • Other districts have written language focused on well-being into their strategic plan, provided staffing with time allocations for addressing staff well-being, and included well-being in budgeting.
  • The College of Alberta School Superintendents has added the construct of well-being into the Superintendent and School Education Leader Practice Profiles (CASS, 2021), which align with the Superintendent Leadership Quality Standard (SLQS) (Alberta Education, 2018). This is in addition to the seven competencies in the SLQS and clearly demonstrates an understanding of the importance of the leadership commitment required to sustain structural changes.

  Policy shifts (written policies or guidelines)

  Changing policies, administrative procedures, and guidelines to address well-being can send both a powerful signal and impact educators’ work and the expectations placed on them. Such policies might be at a provincial or district level, establishing priorities, directions, and values.

  Some examples:

  • At the provincial level, a 2019 B.C. Ministry of Education Mental Health Strategy for K–12 stressed “a system-wide approach to mental health promotion” (British Columbia Ministry of Education, n.d., p. 6). It included a focus on staff well-being in mental health guidelines, and funding for districts’ use in staff-focused well-being approaches.
  • At the district level, one B.C. school district discovered from focus group data that many staff considered the volume and timing of communications to be problematic, adding to workload and negatively impacting well-being. As a result, the district is working, in consultation with staff, to create a policy or guidelines to reduce quantities of email and to limit after-hour and weekend use of the district email system.
  • In Alberta, a number of school authorities (divisions) have clearly articulated their commitment to workplace well-being through policy, administrative procedure, and/or education plans, depending on their governance model and administrative practices. In one example, a school authority has directly aligned an administrative procedure with the College of Alberta School Superintendents’ Workplace Wellness Guide to Planning and Implementation (College of Alberta School Superintendents, 2020). As well, a number of Alberta school authorities feature some variation of a 6:00 p.m. to 6:00 a.m. moratorium on emails and/or use of an email “delay send” feature. While this specific practice may not be written in policy, it might be evidenced in an administrative procedure. Other school authorities prefer to specify certain practices in their education plans, as these documents are referenced more regularly.

  School districts and unions as enablers of systemic action

  This concept is emerging as one possible strategy for creating systemic change. As enablers, school districts fund, support, and disseminate collaborative and facilitated approaches to workplace well-being, which are intended to permeate a system over time rather than mandate one-off approaches that may or may not be implemented or sustained. In some provinces, union grants can also be applied to support collaborative inquiry into workplace well-being, which potentially positions unions as enablers of systemic action. With some co-ordination, district and union actions could combine to systemically address workplace well-being issues.

  Enabling systemic action may be considered “slow” systemic change, requiring staff buy-in and participation, but it may be more sustainable than policy mandates over the long term.

  Some examples:

  • In one Alberta school authority, conversations with administrators related to strategies and supports to establish boundaries and manage workload have begun. Data collected from one benefit provider, the Alberta School Employee Benefit Plan, including details such as health issues and demographics that contribute to the stress of staff and families, is informing new workplace wellness practices.
  • After all employee groups in one B.C. school district identified poor professional relationships as a key barrier to workplace well-being, a Learning Group (Naylor, 2021) with teachers and education assistants from most of the district’s schools acquired and extended dialogue and communication skills and strategies and brought them back to their schools. They have since reported that this approach has improved both relationships and well-being. The school district funded the Learning Group by providing some release time and paying facilitation costs.
  • In the same B.C. district, an elementary school staff explored its actual and potential approaches to workplace well-being over one school year, with funding provided equally by the school district and the provincial union (the B.C. Teachers’ Federation). Thus, both the district and the union became enablers of collaborative inquiry and action.

  Some of these approaches have been documented and are accessible on EdCan’s Well at Work website

  (https://k12wellatwork.ca) and on the B.C. K–12 Staff Well-being Network’s site (https://bc.k12wellatwork.ca).

  

  Systemic action is possible and can impact workplace well-being

  We suggest that systemic action is possible through these three channels: structural change, policy initiatives, and school districts/unions acting as enablers of actions that can become systemic.

  By combining these three approaches, school districts can include but move beyond a focus on the individual to create a sense of shared responsibility through collaborative actions and systemic change. The combination of approaches might also help to bridge the gap between unions and governments/districts if more ways can be found to introduce systemic change initiatives that address workload issues.

  As we expand our scope and focus, we hope to share what we learn, and to learn ourselves from multiple jurisdictions about approaches to improving workplace well-being. Join us!

   

  Photo: Adobe Stock

  First published in Education Canada, March 2022

   

  Well at Work Advisors Program by the EdCan network

  A growing number of school districts in several provinces are participating in a new EdCan Well at Work project (https://k12wellatwork.ca/advisors). This provides advisors to school districts wanting to further their workplace wellbeing efforts with the support of external expertise, acting as advisors and “critical friends.” We have developed a concept that includes individual approaches to wellbeing but goes beyond to propose and attempt new collaborative and systemic approaches to improve wellbeing of all staff in Canada’s K–12 schools.

  FIND MORE RESOURCES ON WELL AT WORK

  
  
  PRIORITIZING WORKPLACE WELLBEING IN CANADIAN K-12 EDUCATION

  Developed by the EdCan Network, Well at Work supports education leaders across Canada to develop and implement system-wide strategies to improve K-12 workplace wellbeing for the long term – all while mobilizing a network of passionate educators, researchers, practitioners, and stakeholder groups.

  Well at Work offers an advisory service, professional learning, and resources.

  References

  Alberta Education. (2018). Superintendent leadership quality standard. Government of Alberta. www.alberta.ca/professional-practice-standards.aspx#jumplinks-3

  British Columbia Ministry of Education. (n.d.). Mental health in schools strategy. Government of British Columbia. www2.gov.bc.ca/assets/gov/erase/documents/mental-health-wellness/mhis-strategy.pdf

  College of Alberta School Superintendents. (2020). Workplace wellness. https://cass.ab.ca/resources/wellness/

  College of Alberta School Superintendents. (2021). Practice profiles. https://cass.ab.ca/resources/practice-profile

  Naylor, C. (2020).  The Powell River Learning Group: Improving professional relationships. https://drive.google.com/file/d/1nSs5ZGmqQkYWCxqio42JehlV473kqm_l/view

  Will, M. (2021, Sept. 14). Teachers are not OK, even though we need them to be: Administrators must think about teacher well-being differently. Education Week. www.edweek.org/teaching-learning/teachers-are-not-ok-even-though-we-need-them-to-be/2021/09

• School Leaders’ Experiences of Navigating Through the Pandemic

  September 19, 2022 9:37 AM Comments Off on School Leaders’ Experiences of Navigating Through the Pandemic

  Sometimes to move ahead you must look back.

  The global COVID-19 pandemic created a crisis in education and thrust educators and students into a period of unprecedented change and uncertainty. Educators were tasked with shifting remote and in-person learning requirements, while also prioritizing issues of safety, equity, and wellbeing. At a time when successful school leadership was more critical than ever, there were “no precedents, no ring-binders, no blueprints to help school leaders” (Harris & Jones, 2020, p. 246). The demands and consequences of the COVID-19 pandemic have taken a very significant professional and personal toll on education leaders. In our study, The Future of Schooling in the COVID-19 Era, the responses and reflections of education leaders in the Greater Toronto Area (GTA) identified impacts on school leaders’ professional roles and identities, and highlighted changing school leadership practices and values. We discuss these below.

  Challenging school leaders’ professional roles and identities

  School leaders’ roles changed during the pandemic. The importance of fulfilling public health mandates for the health and safety of students and staff placed considerable new demands on school leaders. As an elementary vice-principal commented:

  “Most of what we’ve done and most of our attention is sucked up with making sure we know the protocols and the rules and checking this and that. It’s like running a public health unit.”

  The priority focus on public health and safety shifted the role of school leaders, resulting in concerns regarding their ability to focus on leading school improvement and supporting teaching, learning, and equity:

  “So basically, all of these layers have added to the complexity of our job. It’s actually taken away from the time that as school leaders we have to support staff and students with those school improvement plans, and board priorities that we want to do.” —Secondary school principal

  The challenges of sustaining school improvement had a significant impact on education leaders’ professional roles. The priority focus on ensuring student and staff safety also came with a heavy responsibility for education leaders’ professional lives:

  “[Parents] needed to know that they could trust us as much as possible to keep their kids safe. And it really got down to the point where I felt like those parents… especially this [past] fall without the vaccine, that they expect me to keep their kid alive. And so that’s a really, really heavy piece to walk around with all the time, but that’s what we’ve been focusing on with the parents.” —Elementary school vice-principal

  “Every night she goes to sleep and she just prays that nobody dies either from illness from COVID, or from illnesses related to stress. We are all living in fear and we feel deeply responsible for the people in our care, whether staff or students.” —System leader

  Unfortunately, the school leaders that we spoke with felt largely unsupported and undervalued. This affected their sense of competence, confidence, and professional identity:

  “I feel kind of like an old piece of bologna. So, like, we’re just sandwiched between everybody above us sending policies and do this and make sure this happens and don’t miss this and a giant email… so many emails.… And then the other piece of the bread is, like, the staff and the students and the families, right… and we are just in the middle sort of feeling like we’re floundering, but doing a really great job. But you don’t feel that way.” —Elementary school vice-principal

  Highly experienced educators were faced with unfamiliar emergency situations requiring urgent and ongoing attention. These shifts in professional roles and identities were challenging:

  “We’re used to feeling competent… So we take people who have been in this profession for a while, and who think they have some things figured out, and know some things about students, and are used to feeling competent in that role, and we’ve up-ended that for them. So it’s no wonder that that’s how… we’re feeling. Because on good days, I like to think that I’m feeling fairly competent in what I’m doing, and it’s not there.” —Elementary school principal

  There were also negative consequences for education leaders’ wellbeing, which was being impacted by increasing work intensification and unsustainable workload. A system leader explained:

  “I can’t remember the last time I haven’t worked through an entire weekend. I work 16 hours a day. I don’t know that my principals work less than that. They often call me at 7:00, 8:00, 9:00 at night. The downloading of public health processes on principals to track who’s here, who’s not here, who’s vaccinated, who’s not vaccinated.…”

  These findings are consistent with other research identifying the pressure of navigating through the pandemic for school leaders in Canada (People for Education, 2021; Osmond-Johnson & Fuhrmann, 2022), and internationally (Jopling & Harness, 2022).

  Changing leadership practices and values

  To respond to this time of crisis, educational leaders had to adapt their leadership practices to be more responsive, creative, and flexible:

  “That was definitely a part of the strategy for last year; just being very flexible about expectations, very flexible about ways of reaching out.” —Elementary school vice-principal

  Rather than instructional leadership, much of the work of school leaders shifted to practical support for the operational management of schools and staff:

  “… I can’t get to school improvement as much as I’d like to. My building relationships with students and staff has been impeded because we are managing a facility and trying to keep students safe.” —Secondary school vice-principal

  Modes and frequency of communications needed to be adapted and professional collaboration became more important (Thornton, 2021). As an elementary school vice-principal described:

  “Just being transparent as much as possible about what we did know because we were all trying to figure it out and we were all trying to learn what was going on. So, just for staff to see us as part of that change, that we didn’t know all the answers, and so I think that, you know, it showed our own humanity and empathy throughout the process.”

  Leadership values came to the fore. People needed to be supported with compassion and care through a sense of shared humanity, togetherness, and collaboration. These values informed not only leadership practices, but also leaders’ vision for what matters most in education:

  “It was more of a mindset. And I think that worked, which was just being very open and being very compassionate to the challenges that everybody was facing… and being available, on whatever level you could be available, whether it was delivering things or tech solving or, you know, just listening.” —Elementary school vice-principal

  Therefore, school leaders’ values became especially important and their leadership practices needed to change to respond flexibly and appropriately to the changing pandemic context.

  Recommendations

  Arising from our study of education leaders during the pandemic, we offer the following recommendations:

  • Support use of technology: Moving forward, educators need greater support with access to, and use of, technology (Armstrong et al., 2021). New innovations for digital communication, for example with parents and caregivers and for meetings, should be supported to continue post-pandemic.
  • Develop professional collaborations: Professional collaboration has become even more important during the pandemic. Educators need opportunities to collaborate to share ideas and practices so they may work together to develop knowledge-sharing school networks (Armstrong et al., 2021).
  • Provide mental health supports: There needs to be greater focus on prioritizing the mental health of educators and students. Understandably, the priority focus has been on meeting students’ needs; however, there is now considerable evidence (Canadian Teachers’ Federation , 2022), including from our study, that the wellbeing of educators needs attention as well. This requires government commitment to increased support, resources, and practical help (Jopling & Harness, 2021).
  • Enable professional agency: Governments and senior education system leaders need to allow and enable educators to respond creatively and flexibly to the needs of their schools, students, colleagues, and communities. Educators must be allowed to exercise their individual and collective agency (Ehren et al., 2020). The education leaders in our study felt unheard and unsupported. The education profession’s voices, expertise, and insights must be central to informing policies and practices to lead future educational recovery (Campbell et al., 2022).

  Within a school, the work of school leaders and teachers is crucial for students’ learning and student outcomes. We must demand that this new chapter in education takes into consideration the voices and lessons learned from its leaders to prioritize what is essential for supporting students’ learning, equity, and wellbeing.

   

  Photo: iStock

  First published in Education Canada, September 2022

   

  Learn more about how EdCan supports K-12 workplace wellbeing

  

  References

  Armstrong, P., Rayner, S. M., & Ainscow, M. (2021). Bridging the digital divide: Greater Manchester schools creating pathways to success. In On Digital Inequalities: Analysis and ideas on addressing digital inequalities (pp. 37–41). University of Manchester. https://policyatmanchester.shorthandstories.com/on-digital-inequalities

  Campbell, C., Arain, A., & Ceau, M. (2022). Secondary school teachers’ experience of implementing hybrid learning and quadmester schedules in Peel, Ontario. University of Toronto. www.oise.utoronto.ca/preview/lhae/UserFiles/File/Peel_Teachers_Experiences_of_Hybrid_and_Quadmesters_May_2022_Campbell_Arain_Ceau_Final_for_Publication.pdf

  Canadian Teachers’ Federation (CTF/FCE). (2022). But at what cost? Teacher mental health during the pandemic: Pandemic research report. https://acrobat.adobe.com/link/track?uri=urn:aaid:scds:US:1cc80bf3-6c8e-4060-81e4-7493f178d1af

  Ehren, M. C. M., Madrid, R., Romiti, S. et al. (2021). Teaching in the COVID-19 era: Understanding the opportunities and barriers for teacher agency. Perspectives in Education, 39(1), 61–76. doi.org/10.18820/2519593X/pie.v39.i1.5

  Harris, A., & Jones, M. (2020). COVID-19 school leadership in disruptive times. School Leadership and Management, 40(4), 243–247. doi.org/10.1080/13632434.2020.1811479

  Jopling, M., & Harness, O. (2022). Embracing vulnerability: How has the COVID-19 pandemic affected the pressures school leaders in Northern England face and how they deal with them? Journal of Educational Administration and History, 54(1), 69–84. doi.org/10.1080/00220620.2021.1997945

  Osmond-Johnson, P. & Fuhrmann, L. (2022). Calm during crisis: Leading Saskatchewan schools through COVID-19. Saskatchewan Teachers’ Federation. https://www.stf.sk.ca/sites/default/files/stf-001139a_20220412_ec_web.pdf

  People for Education. (2022). “A perfect storm of stress” Ontario’s publicly funded schools in year two of the COVID-19 pandemic. https://peopleforeducation.ca/wp-content/uploads/2022/05/People-for-Education_A-Perfect-Storm-of-Stress_May-2022.pdf

  Thornton, K. (2021). Learning through COVID-19: New Zealand secondary principals describe their reality. Educational Management Administration & Leadership, 49(3), 393–409. doi.org/10.1177/1741143220985110

• Moving Beyond Self-Care

  June 20, 2022 7:29 AM Comments Off on Moving Beyond Self-Care

  Gail Markin will be delivering the workshop, “Beyond Self-Care: Leading a Systemic Approach to Well-Being for Educators “, during EdCan’s upcoming 2022 Pan-Canadian Summit on K-12 Workplace Wellbeing.

  “Let us define ‘ethical intention’ as aiming at the ‘good life’ with and for others, in just institutions.”  –Paul Ricoeur (1990/1992, p.172)

  What ethical responsibilities do educational organizations have to create the conditions that foster employee well-being? Is the strategy of self-care promotion sufficient or should educational organizations consider what other obligations exist in order to encourage the “good life?” If we are aiming at the good life as Ricoeur (1990/1992) suggests, and if our intention is to create well-being in the education workplace, then reminding people to take care of themselves and focusing on the health practices of individuals is not enough. People exist in relationships and work in complex systems, so addressing these things is also necessary in order to create and support well-being. If the relationships or systems are not well, then focusing on the individual “fixing” themselves becomes both ineffective and frustrating. 

  Making the “right” health decisions and doing self-care activities tend to be framed as a competence or character issue of an individual (Wang, Pollock, & Hauseman, 2018), but this idea falls apart when one considers that an employee only has control over one part of the situation. For example, employees can do all of the things they know are good for them – they can eat well, get the requisite hours of sleep each night, exercise, meditate, have great social support, and so on – but if they are in a toxic workplace environment or work with others who don’t care about them, then they will not be well. Many education leaders who are promoting and supporting self-care are trying to do the right thing for their employees, their employers, or both, but are, unintentionally, losing the substance for the shadow and doing more harm than good. 

  More and more ministries of education and school districts are recognizing the need to address staff well-being as an important step toward increasing student well-being. They are also acknowledging the importance of staff well-being in relation to students’ learning outcomes. In the province of B.C., the newly published Mental Health in Schools Strategy (British Columbia Ministry of Education, 2020) recognizes the need for adult well-being for the very first time. “Not only does adult stress impact students directly, it can also lead to increased sick days taken by staff, increased disability claims and challenges with retention and recruitment, all of which cost the school system as a whole” (British Columbia Ministry of Education, 2020, p. 5).

  The Mental Health in Schools Strategy document correctly points out that there is also a business case to be made for addressing staff well-being. Education leaders are looking at well-being as a way to save money through lower absenteeism, increased staff retention, and other human resources considerations. Having a safe and caring workplace creates value for the institution, as it increases productivity and makes financial sense from the human resources perspective – but employee well-being has value beyond just what it can provide in a linear and measurable cost/benefit analysis. Organizations have a moral responsibility for the well-being of their employees. There is also intrinsic value that exists in the relationships between people that we cannot reduce to numbers and statistical analysis; this benefit exists in the connection itself and is experienced in the most successful and creative teams (Waterhouse, 2019). 

  As individual employees, we exist within organizations that are in relationships within the larger system. The system is not a separate entity that exists outside of the individuals who are part of it. The organization itself is made up of, developed, and shaped by people in relationship. This explanation fits with the idea that “the moral life of organizations is reducible neither to individual morality, nor to institutional structures. Rather it is usually the interplay of individual moral agency on the one hand, and organizational structures on the other that determines outcomes” (Herzog, 2018, p. 2). This interplay doesn’t take away the responsibility that each person has for their own decisions and actions, nor does it waive organizations’ responsibilities to attend to their employees’ well-being. But instead, it acknowledges that those decisions and actions, whether they are individual or organizational, occur within and are impacted and shaped by the individual’s relationships and interactions with the organizational contexts. Organizations need to change the way they work, co-develop well-being strategies and practices with their employees, and wholeheartedly integrate them into their daily lives.

  

  Taking action

  It is valuable to look at what an organization is doing to promote health and well-being and whether these strategies and practices are having the intended impact. The use of self-care as a well-being strategy puts the responsibility on the individual to take care of their own health, ignoring the systemic inequities that create an unequal playing field. It also ignores the responsibility of organizational leaders to create and support policies and practices that bring well-being into the culture and structure of their organizations. In the education workplace, the role of the employers in supporting well-being is often seen as simply providing information – via newsletters, blog posts, or “wellness days” – for employees to learn about self-care they can do on their own. Such a view is patronizing, as it places the burden on individuals and neglects organizations’ impact on and responsibility for their employees. Recently, an education colleague spoke about a staff wellness day at their school: “Our administrator was praising the day and publicly people were praising the day too, but privately no one saw the point.” The idea that work-related stress can be relieved with health promotion materials is problematic because it ignores the organizational, social, and systemic patterns that have contributed to the stress in the first place (Bressi & Vaden, 2017). As illustrated from the above example, it also runs the risk of appearing inauthentic or becoming a “Band-Aid” solution that could damage the very relationships that it aims to support. 

  The other workplace strategy around self-care practices is to encourage or reinforce better health practices. Some districts are promoting the use of apps that record fitness and other health goals. These apps are often part of the employee assistance program offerings and tend to reward individuals or teams for meeting their goals with virtual awards or gift cards. There are mixed opinions on the effectiveness of these types of behaviour modification programs, but it is generally agreed that how these programs are structured matters. A study by Gneezy et al. (2011) found that this is particularly true for initiatives designed for the public good, as incentive programs can have “adverse effects in social norms, image concerns or trust” (p. 206). The same study also found that using incentives to make lifestyle changes sometimes works in the short term but is usually not sustainable. These are often great tools, but alone they are just not enough. 

  So, if we want to increase staff well-being and experience all the benefits this provides, what do we do?

  One of the more promising strategies in workplace well-being is the idea of moving to a joint responsibility model of health promotion (Joyce et al., 2016). A white paper put out by the Mental Health Commission of Canada and Morneau Shepell (2018), a human resources company, promotes this joint responsibility model that includes recommendations like creating a caring culture and supporting the employee-manager relationship. We would like to suggest a three-part model that includes looking after self, supporting and caring about each other, and considering the policies and practices in the system that either promote or get in the way of well-being. 

  Having a well-being plan that has all three components acknowledges the shared responsibility and makes this something people at all levels of the organization are working on together. For example, it is still the individual’s responsibility to take care of their own health, so information or programs that encourage self-care are great – but only if that is just one part of a more comprehensive well-being support plan. The plan should also include ways to support each other like team building, opportunities to contribute, plans to address conflict, and anything that supports connection, collaboration, and belonging on teams. The third part is looking at policies and practices through the lens of equity and well-being. Which of your practices/policies are supporting well-being and which are getting in the way of it? There are many examples and opportunities to look at established practices with a new well-being lens, such as: whose voices are included in decision making processes? Do our onboard practices create equity and belonging? How do people advance in our district? Do we provide opportunities for ideas and feedback to be heard and shared? Do we need an email policy to support boundaries around work time? The answers to these and so many more questions will vary, but they are definitely worth asking and reflecting on together. 

  The education system’s ethical responsibility is to work together on creating well-being in the K–12 workplace; it is then that Paul Ricoeur’s (1990/1992) ethical aim for “the ‘good life’ with and for others, in just institutions” (p. 172) can be truly be achieved.

  ---

  Learn more about the pan-canadian summit, an exclusive professional learning experience for district teams of staff wellbeing champions seeking concrete ways to embed and sustain a happier and healthier workplace culture.

   

  References

  Bressi, S., & Vaden, E. R. (2017). Reconsidering self-care. Clinical Social Work Journal, 45(1), 33–38.

  British Columbia Ministry of Education. (2020). Mental health in schools strategy. Government of British Columbia.

  Gneezy, U., Meier, S., & Rey-Biel, P. (2011). When and why incentives (don’t) work to modify behavior. The Journal of Economic Perspectives, 25(4), 191–209. 

  www.jstor.org/stable/41337236

  Herzog, L. (2018). Reclaiming the system: Moral responsibility, divided labour, and the role of organizations in society. Oxford University Press. DOI:10.1093/oso/9780198830405.001.0001

  Joyce, S., Modini, M., et al. (2016). Workplace interventions for common mental disorders: A systematic meta-review. Psychological Medicine, 46(4), 683–697. doi:10.1017/S0033291715002408

  Mental Health Commission of Canada & Morneau Shepell (2018). Understanding mental health, mental illness, and their impacts in the workplace. Health Canada.

  Ricoeur, P. (1992). Oneself as another (Kathleen Blamey, Trans.). University of Chicago Press. (Original work published 1990.)

  Wang, F., Pollock, K., & Hauseman, D. C. (2018). Ontario principals’ and vice-principals’ well-being and coping strategies in the context of work intensification. In S. Cherkowski & K. Walker (Eds.), Perspectives on flourishing in schools (pp. 287–303). Lexington Books.

  Waterhouse, A. (2019). Positive relationships in school: Supporting emotional health and well-being. Routledge.

• What’s STRONG with Us in Mental Health and Well-Being?

  March 23, 2022 11:43 AM Comments Off on What’s STRONG with Us in Mental Health and Well-Being?

  Welcome to Flight 2022! We are taking off into this new year with our positive attitude and gratitude secured in the upright position. We have turned off and stowed away all self-destructive devices, like worry and negativity. Our leadership, activated by hope, connections, strategic planning, and grit, will be assisting other passengers in activating their leadership. We will celebrate our efforts and enjoy this flight!

  Educational leaders are trying to refuel their well-being and mental health while in full flight. Part of the flight path for Saskatchewan is shared here.

  The Ministry of Education in Saskatchewan has established a two-year plan to address mental health and well-being in K–12 education. Led by a committee of senior educational administrators in partnership with the provincial Ministry, the plan includes:

  • An inter-ministerial working group to streamline provincial initiatives in mental health and well-being, for comprehensive awareness of offerings and grant opportunities.
  • A well-being plan for staff and students constructed by each school division, with a provincial template available if needed.
  • A regular provincial newsletter featuring activities and successful well-being practices of school division practitioners.
  • An annual provincial symposium on mental health and well-being, bringing keynote speakers and school division presenters together to share initiatives.
  • A database of mental health and well-being resources.

  At the school division level, school leaders are working within their local context to support students and staff. School-based well-being plans include local committee initiatives, specific programs, surveys, and community partnerships. Schools are supported by system-level initiatives including professional development, speakers, strategic messaging, system need surveys, and various grants.

  The EdCan Network, via its Well at Work staff well-being initiative, has come into Saskatchewan as a welcomed “objective, critical friend” to support our mental health and well-being efforts:

  • EdCan designed and delivered a leadership well-being module and keynote at the Saskatchewan League of Educational Administrators, Directors and Superintendents AGM and Spring Conference.
  • Well at Work Advisory Services are being provided in a few school divisions to help them identify workplace well-being issues and develop an actionable plan to strengthen staff mental health.
  • EdCan Well at Work Design Team members will present at the provincial well-being symposium in May to an audience of senior and school-based leaders.

  Educational leaders need to support each other to meet the challenges of staff and student well-being with wisdom, strength, and confidence. There is a hunger for economical and proactive supports that educational leaders can readily apply and share. Educational leaders also want to know if their pathways and initiatives are really positively impacting as intended. The exciting part is that there are “beacons of brilliance” that exist across schools, school divisions, and provinces.

  The authentic, safe connections and networking of educational leaders onsite and in virtual ways to face these challenges together is a brilliant opportunity in 2022. Our leadership connections will inspire us and help us be that needed steady light for our students, staff, communities and for ourselves as we rebound in 2022–23.

  Have a safe landing!

   

  First published in Education Canada, March 2022

• A New Perspective on Educator Wellness

  September 28, 2021 5:52 PM Comments Off on A New Perspective on Educator Wellness

  Now, more than ever before, educator wellness is of the utmost importance – both for ourselves and for our students. We are dealing with a mental and physical health crisis on a global scale, and Canada is no exception:

  • According to the World Population Review (2021), obesity rates in Canada are at 29.4% (11.5 million adults). That is almost one-third of educators if they are aligned with national rates. Obesity is defined as a body mass index of over 30.
  • 40% of Canadians say their mental health has deteriorated since the onset of the pandemic (Canadian Mental Health Association & University of British Columbia, 2020).
  • 70% of mental health problems have their onset during childhood or adolescence (Public Health Agency of Canada et al., 2006).
  • Young people aged 15 to 24 are more likely to experience mental illness and/or substance use disorders than any other age group (Pearson et al., 2013).
  • 34% of Ontario high-school students indicate a moderate to serious level of psychological distress (symptoms of anxiety and depression). Fourteen percent indicate a serious level of psychological distress (Boak et al., 2016).
  • In 2016, suicide accounted for 19% of deaths among youth aged 10 to 14, 29% among youth aged 15 to 19, and 23% among young adults aged 20 to 24 (Statistics Canada, 2018).

  In view of this reality, I think we can agree that it is past time that we start making some changes in how we approach wellness in education and the impact that staff wellness has on our students.

  I recently had an educator reply to a tweet on the impact of educator mental and physical wellness on students with “School’s out. Students are at home. We’re crawling out of the abyss of a demoralizing year. We need examples, too. Besides, why are we always the first to be prompted to set this example, instead of the parents – where good modelling starts?”

  While I agree that wellness examples should start at home, it is negligent to think that students are not looking to their educators to be the example of what mental, emotional, and physical wellness look like. Educators have chosen a path of impact and impact starts with being the right example.

  A reactive and passive approach to our own health is missing the mark. So what needs to change?

  1. We need to take a proactive approach to wellness. We need less talk and more action: less saying how important it is and more demonstrating its importance. This starts at the top with leaders making it a priority and demonstrating it to their staff.
  2. We need to be willing to have the hard conversations with each other about how we can improve ourselves through wellness and the steps we are taking to do so. Nothing gets better in darkness and silence.
  3. Every educational professional, from district leaders to bus drivers, can start to build their own healthy and sustainable habits that demonstrate to students what mental and physical wellness look like. Additionally, if you are comfortable doing so, discuss your wellness journey with your students to deepen your connection and their understanding of health.

  Now let’s move to some actionable takeaways that you can use as an individual educator to start becoming more well and setting the example today. These actionable takeaways will focus on building habits in four main pillars of wellness. Those four pillars are mindfulness and mental health, movement, nutrition, and sleep.

  The concepts below will focus on building healthy habits and are taken from the book Atomic Habits by James Clear. I highly recommend his book if you want to make a healthy and sustainable lifestyle change.

  Make habits obvious

  Whether you want to start a mindfulness practice, increase your water intake or start exercising in the morning, you have to set yourself up for success by making daily habits obvious. Some examples of this would be keeping a water bottle on your desk so you always have access to water or setting out your fitness clothes the night before so you are ready to take action before your long school day starts. Another great example for teachers and school leaders is to schedule your sleep and set an alarm to go to bed. Stop burning the midnight oil and prioritize sleep. As educators we must always focus on removing barriers to our wellness.

  Make habits attractive and fun

  Let’s be honest, if hard things are not attractive and fun, we will struggle to sustain them. A way to do this would be habit stacking, the act of attaching a difficult habit with one that you enjoy. My favourite example of this is attaching my morning hydration to my coffee. I want to have my coffee on the way to school, so to get it I must drink a large glass of water first. This automatically makes my hydration habit more attractive, because it allows me to have the thing I really want.

  Make habits easy

  It is hard to do hard things, so make them easy. This is all about setting yourself up for success. Remove friction in finding time to be active or to practise mindfulness by scheduling it in your calendar and not allowing things to get in the way. Use technology to help you plan healthy meals, find great at-home workouts, or provide you with a daily breathing practice to calm your mind and prepare you for the day. Another great way to make habits easy as an educator is to grab a co-teacher and hold each other accountable. It is always easier to maintain a challenging habit if you have a friend to support you along your journey.

  Make habits satisfying

  It is human nature to strive to reach goals and to love being rewarded for meeting them. Set small, realistic, and achievable goals and tie in rewards to them. A great example of this would be setting a walking goal for the month and if you achieve that goal, you get to buy yourself those new shoes you want. School and district leaders can create walking or wellness challenges and create rewards for their teams. Set goals, hold yourself accountable, and celebrate your success.

   

  No change is easy; if it were it would already be done. As we make these changes on a large scale and at a personal level, we have to remember and be held accountable by the fact that we are not only doing this for ourselves, but for our students. We are in a time of crisis. Change is necessary, and whether we were prepared to accept the responsibility to be the example of mental, emotional, and physical wellness for our students or not, that has to be the new expectation of educator wellness.

  Are you willing to be the example your students need to be mentally, emotionally, and physically well adults?

  Photo: iStock

  First published in Education Canada, September 2021

   

  References

  Boak, A., Hamilton, H. et al. (2016). The mental health and well-being of Ontario students, 1991–2015: Detailed OSDUHS findings (CAMH Research Document Series No. 43). Centre for Addiction and Mental Health.

  Canadian Mental Health Association & University of British Columbia. (2020). Mental health impacts of COVID-19: Wave 2. https://cmha.ca/documents/summary-of-findings

  Public Health Agency of Canada, Mood Disorders Society of Canada, & Health Canada et al. (2006). The human face of mental health and mental illness in Canada. Government of Canada. https://www.phac-aspc.gc.ca/publicat/human-humain06/pdf/human_face_e.pdf

  Pearson, C., Janz, T., & Ali, J. (2013). Health at a glance: Mental and substance use disorders in Canada. Statistics Canada Catalogue no. 82-624-X. https://www150.statcan.gc.ca/n1/pub/82-624-x/2013001/article/11855-eng.htm

  Statistics Canada. (2018). Table 13-10-0394-01 Leading causes of death, total population, by age group [Data table]. https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=1310039401

  World Population Review. (2021). Obesity rates by country 2021. https://worldpopulationreview.com/country-rankings/obesity-rates-by-country

• Pandemic Perspectives from the Field

  May 27, 2021 12:57 PM Comments Off on Pandemic Perspectives from the Field

  In early 2020, I sat in the revolving restaurant of the Calgary Tower on a cold January night to share a meal with a teacher and vice-principal from Tarui, Japan. We were celebrating the successful conclusion of a cultural exchange between our schools. Over the week, we had opened our school, billeted students in our homes, and shared rich cultural experiences. Through broken English and Japanese we told stories and forged bonds. Little did we know that within weeks, borders would close, and the COVID-19 pandemic would change all our lives fundamentally. Looking back, it is easy to see the ways we took that experience, and so many like it, for granted.

  In early February, our school community would be thrown into disarray. One of our students returned from a trip to China and questions began to arise. Parent calls followed. What if the student had been exposed to this novel coronavirus? What if it came into the school? This previously distant disease became an unsettling and very present reality.

  As anxiety rose, I worked with parents, staff, and my admin team to maintain calm while coping with crippling uncertainty myself. My responsibility to create a safe environment for children had never felt so challenging or elusive. Following guidance, we didn’t encourage the use of masks in our school, citing their limited effectiveness
  (if only we knew!) and scarce supply for healthcare workers. On Sunday, March 15 in the late afternoon, we watched a news conference announcing the closure of physical schools effective Monday morning. We had no more notice of the closures than the families we served.

  Overnight, we were thrust into this strange new reality. My wife was home sick with our three school-aged children who were suddenly distance learning. I felt I had no choice but to go in to work to help guide my community through those tenuous early days of remote teaching and learning.

  Our staff met in-person the next morning as we had always done. I naively felt prepared to lead. After all, I had spent years researching instructional leadership. In our meeting I told teachers to “get comfortable with being uncomfortable.” I am surprised now they didn’t walk out. “Uncomfortable” was a grave underestimation of how they were feeling. A teacher with a compromised immune system contacted me that night to say he could not meet in person anymore. In that moment, my perspective changed. I realized that the very lives of my staff would be impacted by my decisions from here on out. The gravity of that responsibility sat heavy on my shoulders.

  We scrambled to provide professional learning and resources to our teachers as they moved online. We shared resources, PD was organized, and teachers worked together to troubleshoot new tech tools. In the end, our success pivoting to online learning was built on relationships rather than program. We worked tirelessly to reach out to families in those months. We reached out to one another. We focused on building community despite physical distance.

  The pandemic has been one of the most dynamic, nerve-wracking, challenging, exhausting, and at times exciting experiences of my career as a school principal. From moving classes online overnight in the spring, to riding the wave of uncertainty and fear about school reopening through the summer, to reinventing school around safety guidelines in the fall, to the constant threat of contact-tracing and isolations this winter, this school year has been like no other. It has been said that leadership is a rainy-day job. In the 2020–21 school year, we are living through a monsoon.

  On that cold January night with our Japanese counterparts, we compared our school systems in the hopes that this cross-pollination of ideas would lead to positive change. We dreamed of future trips to Japan and the celebrations and fun that would ensue. While those dreams now seem distant, I often think of our friends from Japan and wonder how they experienced this global calamity, how they adapted their school and family life, and when we will meet again. We will certainly not take it for granted when we do.

  The pandemic has tested our resilience and fortitude as educators, parents, and individuals. I am proud of how my school has served our community and how all teachers continue to show commitment to their students even in the face of personal health risks. Let us move forward through this pandemic with hope for better things to come while celebrating the gift of a new perspective.

  Photo: courtesy of Kirk Linton

  First published in Education Canada, June 2021

• A New Year, a New Vision

  January 24, 2021 5:38 PM Comments Off on A New Year, a New Vision

  “Ring out the old, ring in the new,” goes Tennyson’s poem, “Ring Out Wild Bells.”

  Many of us were only too happy to ring out 2020, or maybe give it a firm boot out the door. With COVID-19 vaccines rolling out, we hope for a better year ahead.

  But what are we ringing in – the new and better, or the same old? After a year of disruption, the longing to return to the status quo is completely understandable. But if that’s all we do in our schools, it’s an opportunity lost. This year brought us many lessons, including wider awareness of the pervasiveness of systemic racism. We saw both the drawbacks and the potential of online learning, and we also saw how less privileged and higher-needs students suffered disproportionately from the loss of in-person classes. Some students became frustrated and disengaged – but others thrived as they became free to follow their own interests without the social stresses of a classroom. All these experiences and more should lead us to question just what school could and should be as we move beyond the COVID-19 Era.

  Through fall/winter 2020, and culminating in this magazine, we tracked the learning that was emerging from the struggle to adapt an education system to pandemic conditions and still provide quality, equitable education (read the whole series on our website). One standout for me was Vidya Shah’s article (p. 15) showing how we can (and why we must) work towards greater equity in education during and beyond the pandemic.

  It’s important to acknowledge the huge effort and serious stress that educators at every level of the system have shouldered during this crisis. But now we have a chance to look forward, to ring in the new. In our spring issue, EdCan will explore how the UN Sustainable Development Goals can be used to engage students with global and local issues and help them acquire essential competencies. And in June, we invite contributors to share their vision for the (near) future of education. How can we create a schooling experience that truly prepares today’s students to build tomorrow’s world?

  Photo: Adobe Stock

  First published in Education Canada, January 2021

  Write to us!

  We want to know what you think. Send your comments and article proposals to editor@edcan.ca – or join the conversation by using #EdCan on Twitter and Facebook.

   

• Redoing Gym Class

  January 15, 2021 12:29 PM Comments Off on Redoing Gym Class

  *Note: The aims of the article are certainly applicable to girls’ physical education, but this particular piece centralizes boys and young men.

  AS A RECENT elite-level athlete, varsity coach, and current educational researcher, I remain very concerned with the ways that locker rooms and physical education classes are still reproducing, reiterating, and regurgitating hegemonic forms of masculinity. A social hierarchy that rewards typical bodies, traditional expressions of masculinity, and athletic ability still seems to come to fruition as a result of the ways that gym class is taught. These elements of doing masculinity and doing sport collide head-on in gym class. Masculinity is policed and labelled by the ways that boys physically move their bodies (Kehler, 2016). Thus, male gym class must not be seen as an environment for “boys to be boys,” nor one of hardcore competitive sport. It is a comprehensive educational domain that needs to focus on the development of holistic young men (Gerdin & Larsson, 2017). School hierarchies will never change if gym class continues to reward the most physically typical and gender-conforming learners. Physical education can be about teamwork, collaboration, hard work, positivity, fun, and friendships (Gerdin & Larsson, 2017). Until this is applied to pedagogy, physical education will remain a regressive forum for the recapitulation and celebration of hegemonic masculinity.

  Much research has recognized that the construction of masculinities is heavily linked to physical endeavours and sport (Wellard, 2009). This makes the appropriate facilitation of inclusive physical education even more important for the robust development of young men and boys. Despite the hegemony within physical education, now, more than ever, boys and young men are desperately trying to safely and publicly perform types of masculinity that do not meet the traditional requirements of what it means to be a “boy.” But these attempts at gender diversity seem to draw the most attention and danger in the realm of physical education and school-sanctioned sports. It is sadly known, province to province, that physical education enrolment numbers after Grade 9 often drop precipitously (Dwyer et al., 2006). Too often, educators are ignoring the early warning signs of many boys’ discomfort with physical education. Many boys intentionally forget their athletic wear, conjure up imaginary injuries, skip class, and create ailments, all as a way to avoid gym class. The same avoidance tactics are deployed within the locker room because many boys fear how their masculinity will be read based on their physicality. This means many of them nervously change in a washroom before entering the locker room, seek refuge in a cubicle, strategically position themselves in a corner, or simply do not participate (Kehler & Chaudhry, 2018).

  Physical education should not promote an uncomfortable atmosphere of ableism and heteronormativity, and its pedagogy should not perpetuate this. I am concerned with how physical education is still pedagogically deployed in such an exclusive manner. Gym and physical education classes are comprised of learners who range from the lowest of physical capabilities to the highest, and of learners who express masculinity in a multiplicity of ways. Pedagogy should reflect this. It is certainly not always an easy task to fulfill the athletic or social needs of all learners, but the young men and boys who struggle in the domain of sport and fitness, or express diverse masculinity, deserve a serious effort. They deserve to not be forgotten and to not be left out. They deserve to flourish in an athletic environment that supports their broad range of masculine gender expressions and athletic skills.

  I would like to encourage educators and teacher-coaches to foster a physical education environment that instills confidence, positivity, passion, and excitement in all learners, no matter their physical capabilities or unique expressions of masculinity. To do so, I provide a framework of steps that can be cyclically applied within the classroom, and on the field, court, or rink.

  Step 1: Always start with a conversation. Before every class, unit, or semester it is important to transparently set the stage, much like providing learning goals. Learners need to know the structure of the class and what the aim of the time being spent there is. It is essential to let learners know that this is not a place of high-intensity competitive sport. It is a place to learn about inclusivity, collaboration, teamwork, fun, and friendship. Additionally, learners need to realize that understanding a sport is simply one assessed component of their time in gym class. They need to know that they are being evaluated in the areas listed above.

  Step 2: Level the playing field. The curriculum is certainly a guideline for what to teach, but diversifying it as much as possible is an exciting way to reposition or disrupt traditional ability and the social power imbalance it can create. Incorporating adaptive modes of sport that make them accessible to all learners is a fantastic way to level the playing field (Wood, 2015; School Adapted Team Sports, n.d.)  It is important to strive toward equally spreading the feeling of comfort. By disrupting or altering traditional sport, educators are allowing students who may have otherwise never felt it to feel comfortable in gym class. Or, create a more universal sense of discomfort by introducing new forms of sport that allow all students to be of equal ability and confidence.

  Step 3: Never stop role modelling. Often physical education teachers or teacher-coaches are highly regarded by students as being cool. I encourage educators to use this influence as a way to constantly perform masculinity or allyship in a healthy, robust way. This means speaking up when phobic pejoratives are used, establishing relationships equally with all learners, and embodying inclusivity at all times.

  Step 4: Always debrief. Allocate at least ten minutes to unpack the lesson, practice, or class. It is another explicit reminder of what was learned and gained from the session. Refer back to Step 1’s emphasis on inclusivity, collaboration, teamwork, fun, and friendship. Have students share moments where they collaborated, engaged in teamwork, had fun, and built new friendships. Let them leave knowing that these were the true goals of the session.

  Step 5: Never stop checking in. Make it a habit to speak confidentially with learners or observe while teaching. Ask what their needs are. Discuss ways to address or remedy their needs. Restructure pedagogy in a way that facilitates the solution to these issues or needs. This step is the engine of inclusivity. Continue to come back to this step as way to persistently address the needs of all learners in a physical education class or school-sanctioned sport. When you begin a new season, class, practice, school year, or semester. Return to Step 1 and fuse it with Step 5. The cycle will then restart.

  Photo: Adobe Stock

  References

  Dwyer, J., Allison, K., LeMoine, K., Adlaf, E., Goodman, J., Faulkner, G., & Lysy, D. (2006). A provincial study of opportunities for school-based physical activity in secondary schools. Journal of Adolescent Health, 39, 80–86.

  Gerdin, G., & Larsson, H. (2017). The productive effect of power: (Dis)Pleasurable bodies materialising in and through the discursive practices of boys’ physical education. Physical Education and Sport Pedagogy, 23(1), 66–83.

  Kehler, M. with U. Chaudhry (2018). Body building or building bodies: Improving male body image through Health and Physical Education. What works? Research Into Practice, The Literacy and Numeracy Secretariat.

  Kehler, M. (2016) Examining boys, bodies and PE locker room spaces: “I don’t ever set foot in that locker room.” In M. Messner & M. Musto (Eds.), Child’s play: Sport in kids’ worlds (pp. 202–220). Rutgers University Press.

  School Adapted Team Sports (n.d.). American Association of Adapted Sports Programs. http://adaptedsports.org/school-programs

  Wellard, I. (2009). Sport, Masculinities and the Body. Routledge. https://doi.org/10.4324/9780203874400

  Wood, R. (2015, August). Sports for the Disabled. Topend Sports. https://www.topendsports.com/sport/disabled-sports.htm

• Teacher Expertise Is Key

  December 11, 2020 10:07 AM Comments Off on Teacher Expertise Is Key

  I want to be clear about two things. The first is that everyone within the education system has made herculean efforts to keep kids safe, maintain positive environments, and in the midst of all this still cultivate the conditions for learning. Teachers, educational assistants, bus drivers, custodians, clinicians, library technicians, secretaries – all have done what is needed and beyond.

  By way of example, music educators have adjusted countless times, redesigning their entire practice on a moment’s notice. Physical education teachers continue to take their learners outdoors for high-intensity experiences that are critical to wellness. These are just a few of the ways educators have pushed the boundaries of their expertise.

  Second, teaching children remotely – whether that is for four days or two weeks, half of them in and half out, hybrid, hyflex, or hub-based – is really difficult. It requires expertise, an ability to work with families, and a fundamental shift in design. Simply teaching online does not equate to learning, and in some cases can be deemed miseducative. Moving worksheets online isn’t remote learning. It’s just worksheets online.

  British researcher and consultant Dylan Wiliam makes the claim, supported by cognitive science, that the single most important factor in a child’s learning is the quality of the teacher and the day-to-day interactions that child and adult have. Not class size. Not the design of the classroom space. Not the amount of technology strapped to the wall. Not even the curriculum.

  What counts is the expertise of teachers – teachers who spend countless hours designing deep learning experiences to engage their learners, to cause cognitive dissonance, and to fundamentally cause learning. And this comes in all sorts of forms. From traditional teachers at the front of the class, to project-based-learning teachers, and to those who weave back and forth with ease, a teacher’s expertise in teaching is what counts in learning.

  COVID has certainly challenged this. With Senior Years learners attending every second day in most of our school divisions, and Early and Middle Years students having to leave for periods of time when cases occur, educators’ expertise has been put to the test. Their ability to replicate what they do in the classroom has been stunted, fractured – perhaps even sabotaged – by a virus that has shown no mercy.

  And despite all these challenges, our teachers have persevered.

  We have seen that success in the micro and macro adjustments educators make toward deep remote learning derives from three design assumptions. These assumptions rely in turn on the experience, research, critical thought, and desire to collaborate on the part of educators. Again, teachers are engaged in this work, despite the masks, the plexiglass, and the many unknowns.

  The first of these assumptions is that what is done in the classroom cannot be replicated. We know the best learning happens in the classroom, on the land, at the internship, or in the lab. With the potential of face-to-face learners, learners connected online in the moment, and learners who need to learn in an asynchronous way, the expertise of a teacher can be stretched and distorted. In these cases, educators have reconceptualized their time. We have learned that an educator’s online time is best spent with small groups and individuals, and engaged in conferencing, coaching, planning, and feedback. Our teachers have expertly designed stations where learners rotate from asynchronous blocks of providing each other with feedback, to a small-group discussion with the teacher, and then time to read, reflect, and design significant projects.

  The second assumption of deep remote learning is that the educator knows the curriculum well. Our educators see the curriculum dripping from the buildings and trees when they walk down the street. There are no limits for them. They read ferociously, they are engaged in the community, and they always seek to bring their passion into the classroom. They are able to bring curriculum areas together in powerful transdisciplinary projects that ask learners to engage in adult work – that is work that obliterates silos and domains and work that forces us to wrestle with the unknowns about the human experience.

  The final assumption on which deep remote learning is predicated upon is the critical relationship that the educator has not only with the child, but with the family. We have seen this in the Kindergarten teacher who reads with her learners from the front door or in the backyard. We have seen this in the Middle Years educator who knows the circumstances of each of his children and is able to engage with each of them through the choice in reading and writing workshops. We have also observed this through the Seniors Years educator who follows the golden rule when teaching in a pandemic: less is more. There are countless examples of teachers who pull back and bring to light what Parker Palmer deems “the grace of great things.” Big questions, big struggles, big ideas, big history.

  All educators are making quick cuts in muddy fields as they react to where their learners are – physically, emotionally, and cognitively. To meet the needs of learners, educators across the system demonstrate what matters: expertise. Expertise in design, expertise in passion, and expertise in love.

  We need to nurture and support this expertise as we move further into the abyss that is COVID-19.

  Photo: Adobe Stock

• Professional Well-Being Through Coaching

  December 4, 2020 3:00 PM Comments Off on Professional Well-Being Through Coaching

  How can we support our school leaders to do their best work?

  In a pandemic year, many of our traditional structures for professional development are changing radically. People aren’t permitted to gather in person, to share and to collaborate as we normally do. In this context, how do we maintain that personal connection to each other? How do we collaborate on the complex work that leaders do? And how can we support the growth and development of our principals, vice-principals, and other leaders when our traditional structures are disrupted?

  In response to these questions, in the spring of 2020, Surrey Schools in B.C. began implementing an online one-to-one virtual coaching model to support the growth and development of principals and vice-principals. Mirroring hybrid models in our schools, this model focuses on leadership in times of complexity. Each participant received dedicated one-to-one support from a trained and experienced coach, who served as a confidante and learning partner to support their unique and individual learning needs. The model and the support it provides have been extremely well received, and we now have extended this work and coaching from the summer into the fall, with more than 90 district principals, principals, and vice-principals participating. This article explains the rationale for our model, how it works in practice, the feedback we have received, and our hopes for the future.

  Coaching offers personalized support

  While we were designing new learning experiences for our students, we also began to consider how to best design hybrid models of professional development for our school leaders. We had an opportunity to engage in an online coaching program tailored specifically to address the pressures of leadership during a pandemic. This was a unique opportunity at a unique time.

  Years ago, I (Jordan) changed my own professional development strategy to include personal coaching. Rather than travelling to conferences, watching presentations or speakers, I found someone to coach me, to hold my feet to the fire about my own strategic plans, initiatives, and goals. To me, the change was transformational. It wasn’t transformational because I learned new things; it was transformational because I had someone at my side, a confidante, to hold me personally accountable for the work I committed to do.

  Coaching is a strategic partnership. Everyone should have a safe space in which to discuss any aspect of their work. The ability to have someone external to your organization who can reflect, clarify, and challenge your beliefs and work can be enormously rewarding. In a COVID world, leaders are under intense pressure. We need to find ways to support our leaders, and this opportunity to provide safe, external, and confidential coaching was timely.

  Strategies for personal resilience

  We decided to partner with BTS Spark, a non-profit education group that matches school leaders with professional leadership coaches. In our collaboration together, it became clear that our first priority was to offer a summer program for school leaders focusing on personal resilience and well-being. We knew leaders were experiencing higher levels of stress in facing not only the challenges caused by the disruption of the pandemic to the previous school year, but also the uncertainty of what the upcoming school year might look like. We co-created a program to meet those needs, as well as our timescale and budget.

  The Surviving to Thriving program was offered as an optional program to principals, vice-principals, and district principals. As a completely voluntary offering during the summer vacation, we were unsure how many school leaders would be interested in the opportunity. We hoped that 10–12 people might sign up. We were pleasantly surprised and delighted that 85 school leaders signed up to take part in the summer program.

  FIGURE 1: Surviving to Thriving Coaching Journey

  

  The virtual program was designed to combine one-to-one coaching sessions (providing personalized support to match each individual’s needs and context) with group coaching sessions (offering much-needed connection between school leaders during a time of stress and isolation). (See Figure 1). Over a period of a month, small groups of six people met weekly via Zoom for 90 minutes with a professional leadership coach. The goal was to hone and develop their skills to build personal resilience and resourcefulness. The work included reflecting on their well-being and balance, learning how to manage their state of mind, understanding what motivates them, exploring how to bring their “spark” into their work, and learning practical tools to help them deal with difficult interpersonal interactions, whether with parents, colleagues, or students. In between group sessions, participants could access one-to-one coaching sessions to process individually with their coach how to recover from the challenges of the spring and prepare themselves for the unknowns of the fall.

  Feedback from the program – both formal evaluation and anecdotal feedback – was extremely strong. Participants were surveyed both before and after the program, and their responses consistently showed positive experiences. As a result of the program, our principals reported being more able to manage their state, stay resilient, achieve a work-life balance, deal with energy-sapping relationships, tackle difficult conversations, and go into the new school year with a clear vision (see Figure 2). All those surveyed said that they would recommend coaching to colleagues.

  FIGURE 2: What impact did this coaching have?

  Principals/VPs participating were asked to self-rate…	Before	After
  I have strategies to stay resilient and effective in stressful situations…	64%	100%
  I am able to create a balance in my life…	44%	90%
  I have a clear vision for the new school year…	43%	100%
  I feel that I have the tools to manage energy-sapping relationships…	30%	100%
  I feel confident having difficult conversations…	39%	90%

  As one participant commented, “I appreciated the opportunity to connect with my colleagues and to sort through the areas of my personal and professional life that are diminishing my spark. I feel I have tools to go forward this year with more positivity and resilience.” Another principal added, “I am looking forward to putting the strategies in place when I get back to work. I know that certain issues that I had at the end of the last school year are now put in a better perspective for me. If I didn’t have this program, I believe I would have opened this new school year with these issues holding me back.”

  Personal coaching through the fall

  I know we were not alone in facing the dilemma of how to provide support to our school leaders through a school year full of unknowns. What we did know was that the school year was likely to be a challenging one, that leaders would need to find new ways of leading in uncertainty, and that the usual face-to-face professional development and conferences were not on the horizon. We felt that leaders would want to draw on support that was responsive to what they were facing in their own context.

  Our school leaders can build their capacity by tackling the very real challenges they are facing in their schools, all with professional guidance and support.

  On the strength and feedback of the summer coaching program, we invited coaches to support our principals, vice-principals, and district principals through the fall. Participants were offered six hours of one-to-one time with a professional leadership coach, connecting virtually via Zoom at times to suit them. The coaching is responsive, focusing on their most pressing priorities and the challenges they are facing in their schools.

  Again, this coaching was an optional offer and we saw relatively strong take-up, with 40 percent of all school-based administrators selecting to access the support. At the start of their coaching program, principals were guided through a self-reflection on their leadership capabilities, to identify both their natural strengths and the areas they wanted to develop in their current school context. As you can imagine, there was no shortage of needs identified!

  It was interesting to see where principals wanted to focus. Our principals’ coaching objectives were analyzed and mapped to their curriculum of 33 leadership mindsets (see Figure 3). This revealed that our principals asked for help with:

  • Engaging others, honing their listening skills to support others, e.g. “I’m aiming to become an active listener, to understand and engage those around me.”
  • Skills and confidence to hold difficult conversations where needed and to stretch others, e.g. “I would like to be more courageous in giving feedback and having challenging conversations.”
  • Bringing their core values to life in their work and creating a sense of shared purpose with their teams, e.g. “My current challenge is establishing purpose and creating a common goal as a staff.”
  • Building personal resilience and gaining confidence, e.g. “I would like to have more self-assurance to bounce back from setbacks and find my power when I get nervous.”

  As Superintendent, seeing the selected areas of focus gave me a window into the uppermost needs of our principals as they headed into the new school year.

  FIGURE 3

  

  An equitable and differentiated approach

  We talk a lot about equity of access for students, but less about equity of access for our school leaders to quality professional development. This coaching model is delivered virtually, via Zoom, and is thus accessible to all schools at times that suit them. With this model, principals in the most remote schools in our country can still access top-quality leadership coaching, and they are also able to access French coaches.

  While virtual coaching has provided support throughout the COVID-19 pandemic when face-to-face professional development is not a viable option, we feel that we may have tapped a valuable new method of personalized support. Coaching is offering our school leaders something new and vital. They have a thought partner, a critical friend outside our school district, and a leadership expert with access to a wide-ranging curriculum of practical strategies to enhance their leadership. This professional development is differentiated and is not a one-size-fits-all approach to leadership development. Our school leaders can build their capability by tackling the very real challenges they are facing in their schools, all with professional guidance and support. The potential to extend this offer to teacher leaders is enticing, and we are considering next steps.

  We continue to look at how coaching can be one powerful mechanism to help support the development of leaders at all levels. We are also asking what it looks like to be more coach-like across the organization. We are excited to offer professional coaching to leaders in our education system, and I look forward to seeing the difference this will make as we move through this unsettled year and beyond.

  Photo: Adobe Stock

  First published in Education Canada, January 2021

• Threads of Continuity

  11:52 AM Comments Off on Threads of Continuity

  The school shutdown triggered by the COVID-19 pandemic in spring 2020 required system and school leaders to reimagine schooling and articulate how the very nature of teaching and learning would be impacted.

  At the time schools were shuttered, school leaders identified four immediate challenges necessitating reconsideration of their roles and responsibilities:

  • Student, parent, and teacher anxiety reached, in some cases, near-frantic levels around such issues as food stability, student safety, health, and medical needs. As one principal explained, “My major responsibility in those days was to adopt a calm and thoughtful approach to reduce everyone’s stress levels.”
  • Technology, previously assistive, became the primary pedagogy. Ensuring that all teachers and students had access to equipment and services was a first-phase challenge; more complex was leading the learning of teachers to achieve a level of efficacy with remote delivery. One vice-principal suggested, “This wasn’t just teaching them the technology, it was helping teachers adjust to the dramatic change of not having students in front of them.”
  • Managing school operations and facilities involved everything from gathering and distributing student belongings in a safe and orderly way, to implementing health services protocols, to orchestrating multiple schedules for building access. Revising plans to communicate with numerous groups, some of whom had limited levels of access to electronic platforms, assumed a level of heightened priority.
  • The sheer speed and depth of change contributed to overwhelming uncertainty. One principal said, “I stopped counting how many versions of the school access plan I wrote. I came to accept that any decision on Monday would be changed every day before Friday.” This ambiguity contributed to school leaders’ heightened sense of frustration, futility, and fear that the magnitude of decision-making was beyond their grasp.

  Given these emerging realities, we became curious about how equity was being experienced on a broader scale and were prompted to ask the question: What systemic interventions, structures, and processes were implemented to assure school leaders that that they would receive the support necessary to maintain effectiveness throughout this environment of uncertainty?

  A brief history

  In 2017, we began a leadership development initiative in a southeastern Alberta school division with the goal of enhancing school leaders’ awareness of and capacity to engage in effective leadership. Over three years, we implemented a model of generative leadership (Adams et al., 2019) to support principals’ and vice-principals’ instructional leadership growth. Specifically, we were interested in the impact of four processes that informed leadership development:

  • supportive monthly visits by the central office leadership team with school leaders to facilitate reflective practice through the use of generative dialogue
  • individual and collaborative inquiry by system and school leaders that transformed problems of practice into essential questions
  • reliance on the Professional Practice Standards to guide perceptions, vocabulary, and definitions of leadership effectiveness (Alberta Education, 2018a, b, c)
  • fostering conscious competence by nurturing relationships, building a culture of learning, and maintaining a focus on student learning as a non-negotiable goal.

  Over months of collaboration, we observed system and school leaders develop understandings about their roles as leaders and grow in confidence to engage in and facilitate inquiry-based professional learning. Then schools closed.

  Seeking threads of continuity

  Previous research has explored the ways in which change influences the professional identity of leaders and teachers and how they go about their work (see, as examples, Flores & Day, 2006; Helsing, 2007). As researchers, we recognized the potential for these dramatic circumstances to undermine the work of school leaders; however, we also recognized that times of turmoil might prompt new ways of thinking, being, and acting. With this in mind, we relied on the work of Marris (1975) and his understanding of the human need for “threads of continuity.”

  Marris suggested that in response to experiences of change and uncertainty, individuals seek threads of continuity to sustain their perceptions of meaning, purpose, and identity. He explained that individuals assimilate new experiences by placing them in the context of a familiar, reliable construction of reality. His model provided a framework for our thinking as we sought to understand why and how leaders were able to negotiate the rapid and comprehensive changes that emerged in response to the pandemic.

  The research

  To help understand the ways in which school leaders were accessing divisional supports provided by system leaders, we asked principals and vice-principals six open-ended questions through an online survey. The questions addressed:

  • challenges
  • supports
  • the role of embedded structures, such as professional learning time and monthly school visits by central office leaders
  • processes to learn alongside teachers, such as collaborative inquiry and reflection through generative dialogue
  • thoughts surrounding the role of professional learning during the pandemic.

  Responses were received from two central office leaders, ten principals, and ten vice-principals, representing 48 percent of the participant pool.

  Renewed commitment to existing processes

  One school leader highlighted the importance of continued monthly visits and monthly professional learning workshops:

  “Previous routines and structures at our school greatly assisted us and prepared us for the pandemic. Our school continued to move forward, despite the challenges we faced. The collaborative, trusting relationships we have developed over the years helped move us in a positive manner.”

  Specifically, school leaders identified their work with generative dialogue (Adams et al., 2019), the collaborative response model (Hewson et al., 2015), distributed leadership (Spillane, 2006), and their school division’s focus on student and staff well-being, as being helpful as they responded to the new demands of the pandemic.

  The processes associated with generative dialogue provided leaders with tools for sustained and purposeful conversations with teachers about student learning. One leader noted, “[My] generative dialogue skills helped administrators in collecting feedback to inform planning.” By using collaborative processes such as analysis of student work exemplars, school leaders worked closely with staff to track students who were less engaged with learning in the home delivery model; supported grade-level teams to collaboratively plan for student learning and to share their individual expertise in areas such as technology, student engagement, and formative assessment; and provided professional learning opportunities for the transition to at-home inclusive education delivery.

  Leaders identified the importance of their division’s established focus on distributed leadership. Key to the distribution of leadership was the work of classroom support teachers and family school liaison workers. These support personnel were important to meet the learning needs of children prior to the pandemic, but have been critical since its onset.

  The existing three-year jurisdictional plan encouraged leaders to focus school goals on the well-being of both students and staff. During these early weeks, identifying and facilitating emotional supports was given a heightened priority. Often in school leader responses, the word “calm” was used. They recognized that their reaction to these circumstances could either exacerbate or de-escalate the anxiety associated with uncharted territory – so they took the calm approach.

  “Purpose built” emergent structures

  New structures were also created and were described as “purposeful,” “thoughtful,” “robust,” and “powerful.” The structures were modelled first by central office leaders; school leaders acknowledged the critical role of central office leaders in ensuring that planning processes were in place to address the evolving needs that arose throughout the spring.

  The notice of school closure was quickly followed by an emergency learning plan developed by the central office leadership team. The plan’s meaning and intent were further highlighted and reinforced through regular “Principal Huddles” involving central office and school-based leaders. Classroom support teachers worked closely with educational assistants (EAs) and classroom teachers to ensure that supports continued for children on Individual Student Learning Plans (ISPs). EAs (many of whom remained employed throughout the pandemic) played a more directive role in supporting children and often became the “go-to” person for the child.

  Collaboration took on an expanded role. For many teachers, collaboration became a focal point of their learning. The structure for collaboration existed in the schools, but it now became essential to meeting the challenges imposed by home learning. Time, formerly in short supply for collaborative work, suddenly became available. Teachers were meeting virtually in grade groups, interest groups, learning groups, large groups, and thematic groups (e.g. literacy or numeracy focused) on a weekly and sometimes daily basis.

  Professional learning focused on supporting the work of teachers in this new learning environment. Generative dialogue was used to support leader and teacher conversations “in emergent items like assessment and reporting and instruction in e-learning like never before.”

  Divisional initiatives supported the purchase, dissemination, and use of technology. The first step was “the establishment of a universal level of tech ability (Google Classroom/Meet) and access to the technology by staff and families.” A division-wide purchase plan allowed individual staff members to access technology so they could work from home; families were provided Chromebooks/iPads for student use, and where necessary, Internet connection was also made available to families in need.

  The primacy of communication

  Led by central office leaders who were purposeful in their “common messaging,” communication between and among central office leaders, school-based leaders, teachers, staff, and families took on an amplified level of importance. Central office leaders ensured close and regular contact with their designated schools, and shared feedback from school leaders with the central office team. Communication was scheduled and focused on essential messages. The superintendent was in regular communication with all leaders and staff through video announcements and recorded messages, giving voice and personalization to the jurisdiction’s pandemic emergency plan and to the division’s commitment to student learning as the hallmark of success in the midst of uncertainty. Through his lead, school leaders also embraced a priority of more frequent communication with staff through a variety of modalities, both technological and personal.

  Lessons learned

  We observed that school leaders relied on three threads of continuity to maintain their sense of meaning, purpose, and identity as they coped with these challenges:

  • Recommitting to established structures that had been effective in the past: system and site professional learning days, professional learning collaborations, classroom and school visits, and a focus on student well-being as their primary learning requirement. School leaders relied on the sense of stability provided by these structures as they navigated the daily fluidity of operations.
  • Establishing processes that privileged relationships, connections, and conversations: emphasizing ways that generative dialogue could be broadly taken up; or introducing new processes where collaborations and connections could be made between teachers and leaders and school leaders with system leaders. These processes reaffirmed purpose and offered clear direction, in spite of the enormous magnitude of change.
  • Enhancing and extending the frequency and modes of communication, with clear focus on calm, steadfast, patient messaging. More than ever, communication on an individual scale was prioritized and was supplemented weekly by personal and video messages from system leaders.

  These three threads of continuity were instrumental in ensuring that school leaders were supported in their learning and growing toward increased effectiveness in a global environment of uncertainty. As organizational strategies, they offer potential for system leaders to consider in times of rapid change.

  Photo: Adobe Stock

  References

  Adams, P., Mombourquette, C., & Townsend, D. (2019). Leadership in education: The power of generative dialogue. Canadian Scholars’ Press.

  Alberta Education (2018a). Leadership quality standard. Alberta Government. https://education.alberta.ca/media/3739621/standardsdoc-lqs-_fa-web-2018-01-17.pdf

  Alberta Education (2018b). Superintendent leadership quality standard. Alberta Government. https://education.alberta.ca/media/3739619/standardsdoc-sqs-_fa-web-2018-02-02.pdf

  Alberta Education (2018c). Teaching quality standard. Alberta Government. https://www.alberta.ca/assets/documents/ed-teaching-quality-standard-english.pdf

  Flores, M., & Day, C. (2006). Contexts which shape and reshape teachers’ identities: A multi-perspective study. Teaching and Teacher Education, 22, 219–232. https://doi.org/10.1016/j.tate.2005.09.002

  Helsing, D. (2007). Regarding uncertainty in teachers and teaching. Teaching and Teacher Education, 23, 1317–1333. https://doi.org/10.1016/j.tate.2006.06.007

  Hewson, K., Hewson, L., & Parsons, J. (2015). Envisioning a collaborative response model: Beliefs, structures, and processes to transform how we respond to the needs of students. Jigsaw Learning Inc.

  Marris, P. (1975). Loss and change. Pantheon Books.

  Spillane, J. (2006). Distributed leadership: The Jossey-Bass leadership library in education. Jossey-Bass.

• “Does It Have to Be That Hard?”

  November 13, 2020 5:33 PM Comments Off on “Does It Have to Be That Hard?”

  Among the many things that were interrupted by the pandemic shutdown in March was a cherished weekly food program for high-school students with developmental disabilities. Prior to the shutdown, the students in the program talked about nutrition and made grocery lists at the beginning of each week. On Wednesdays, they travelled to the grocery store where they used their numeracy skills to buy the groceries that they needed. Thursdays were for food preparation, and they spent Fridays cooking and eating their special meals. In addition to learning to prepare food and use money, the program provided opportunities for physical activity, collaboration, and planning – important life skills for these students!

  The educational team decided that the food program, as a much-loved and beneficial component of the classroom, was too important to be allowed to wither at the start of the pandemic. Even though the students could no longer travel to the store and cook together, perhaps the teacher could use video conferencing software to host a class where everyone could see the cooking? And, if the students had the ingredients at home, could the students cook along with the teacher? It seemed simple enough. An easy workaround here, a little extra time and energy there, and soon enough everyone would be cooking together remotely. And yet, it was not to be.

  The first challenge they faced was the security of the video conference software. The principal, Peg Harper (all names are pseudonyms), told us: “We weren’t supposed to use Zoom because it’s not safe, so then we had to get them onto Microsoft Teams.” But the safety features of the new software program came at the cost of “lots of layers of security.” For many of the students, the new video software was difficult to access and navigate.

  Another challenge was finances. Not all families had the money to buy they groceries they would need, so Harper offered to pay for the groceries: “Let’s take away the equity problem… whatever you need, we will just buy it.” It would require quite a bit of extra work, but the teachers said they were willing to wear the masks, buy the food, and then deliver the ingredients to the students’ houses.

  Having worked through challenges related to technology and equity, safety policies from the board office raised the final obstacle. Even if they used contactless delivery, teachers were not allowed to deliver groceries. As Peg Harper was told, “What if a teacher dropped off a bag of groceries at the door and then a student gets COVID… so no, you can’t do that anymore.”

  In the end, the barriers were too much. In spite of creative problem solving and everyone’s willingness to contribute extra support, the food program ended. We could hear the frustration in Harper’s voice when she told us:

  “My story has to do with all the barriers. You think it’s really simple, that you are going to create this experience for your students remotely, and then just bang, bang, bang, bang, bang, bang, everything was hard. I kept thinking, ‘Does it have to be that hard?’”

  The story of this food program typified many of the stories we collected from principals across Canada about their experiences during the COVID-19 pandemic from March to June of 2020. We interviewed 38 principals to find out what it was like to lead schools during those first four months of emergency home-based schooling. We asked them specifically to reflect on their efforts to support students with special education needs (SEN). Many of the principals told us their success stories, of how the school rallied together to support the students and the community more broadly. But the principals also told us stories where even their teamwork and the best of intentions were not enough to overcome the complex interlocking barriers related to technology, equity, and safety.

  Work intensity

  It has long been recognized that principals work extended hours. Nearly 70 percent of Ontario principals recently reported that they work more than 50 hours a week, with one in five working more than 60 hours (Pollock & Wang, 2020). In fact, substantial literature on principals’ work intensification has demonstrated that principals find it increasingly difficult to keep up with the pace of work. And yet, in addition to the amount of work that already comes with the job, the principals we spoke with told us that the pace of work exploded during emergency schooling. Their efforts to develop meaningful educational spaces outside of the school building became a second full-time job, on top of their regular responsibilities. Sanaya Cresswell, a principal participant in our study, told us that emergency schooling increased her regular day of work by about 8.5 hours: “When this started to happen, [my day] was anywhere from 6:30/7 a.m. to 11 p.m. – I just seemed to be continuously trying to figure out how to create some consistency when there really wasn’t any.”

  Technology tools and essential supplies

  One of the first challenges that principals faced was getting the tools of school into students’ hands. “It took a while to mobilize these people, give them tools, tell them how to synchronize with the family technology, and everything,” said Lily-Mae Lord. Online schooling was especially difficult in rural areas, where access to high-speed Internet tends to be inconsistent or unavailable; many rural students had to use a parent’s cell phone as a hotspot hub to stream data to attend online class. The switch to online schooling was also difficult for students from homes with few digital devices: “If you’ve got three siblings in the house who are all fighting over one Chromebook, that becomes a challenge,” noted Priyanka Brookes.

   The challenge was not just to provide the technological tools that one might expect students would need (laptops, microphones). The pandemic also interrupted programs set up by the schools to provide essential items and services for families, such as reams of paper, craft supplies, food vouchers, gift cards, and even food. “We have a hospitality program that often will feed kids during the day… so these things are absent to these families and we worry about that,” explained Brookes.

  Students’ academic needs

  Students with SEN were at great risk of not being well served by the emergency schooling provided through online platforms. As one principal, Nicholas Cairns, stated, “These are the ones who are going to fall off the cart and get left by the wayside.” Watching students with SEN struggle was difficult on the school team: “[It is] really heart-wrenching to watch them go through this, and to listen to the parents who are calling almost in tears because they’re frustrated,” said Lochlan Figueroa.

  Translating in-person learning experiences to online formats was a major obstacle, especially for students who rely on a familiar adult to assist with their learning. One principal, Christine Lynn, stated, “It hasn’t been easy to even try to meet those needs when we don’t have the young person in front of us physically.” Mia Foley told us that even though she was able to coordinate teaching and support schedules so that students with SEN worked with the caring adult with whom they were most comfortable, “It’s still not the same as having the child seeing that person who sits beside them.”

  Complex problems require creative solutions. Murray Brandt told us that one of his teachers “Would do basically porch teaching with these students every week. Because [the students] could not manage the technology… and they needed someone to walk through it with them.” This illustrates the level of commitment that principals witnessed as educational staff sought to support students with SEN during emergency schooling.

  Emotional support

  In addition to maintaining academic programs during emergency schooling, the priority for many principals was the social and emotional well-being of their students. Principals shared examples of students who were sad, upset, and unmotivated because of the fears and anxieties that the pandemic had provoked in their households. Building relational connections required more effort during the pandemic, and principals told us that they had to find creative ways to connect with students: “It is easy to get lost in the paperwork and getting the stuff done, but it is that human connection that’s really missing,” said Figueroa. To support students with SEN who were feeling disoriented by the sudden absence of familiar adults, many principals prioritized regular check-ins with students with SEN and their families.

  Principals also tried to protect their teaching staff. Percy Little organized individual meetings with his teachers to check in with them and try and alleviate some of the additional workload they were facing. By taking on more of the workload themselves, many principals avoided delegating additional tasks to their teachers. As Kelan Mueller said, “I have to recognize the fact that right now they’re overwhelmed with what they’re doing in their new role and supporting all the children as best they can, making phone calls, supporting parents.”

  Principals also worked hard to maintain their own emotional reserves. Even for those principals who were experienced with emotionally draining situations, the pandemic magnified the intensity of their mental fatigue. Principal Jadine Lovell explained it this way: “There are times when you close the door, and you say phew! It’s starting to go too fast, the pressure is strong.”

  Moving forward

  We also asked principals what they learned from the first four months of schooling during the pandemic. The principals provided three major takeaways for the future.

  Incorporate distance learning in regular schooling. For many students with SEN, learning online came with some benefits: “Some of the kids that we think don’t do well in school, for whatever reason, have actually succeeded with online learning. That distance model works well for them, that they are out of the classroom, out of the distractions,” said Griffin Gamble. Facilitating synchronous learning allowed for easily formed small group interactions. Being forced to consolidate programs of study for online schooling reduced the cognitive load for students with SEN. By strengthening cross-curricular connections, “you’re reducing the amount of work for kids, and realizing that you don’t have to overwhelm them,” observed Rhiannon Prosser.

  Coordinate SEN support with parents. Many students with SEN relied on parents for support when navigating technology, self-regulation, and academic development. “If you don’t have the parent helping the child turn on the computer, encouraging them to sit and work through, managing their behaviour in their home setting, [learning] is just not going to happen,” said Carson Moran. Students with SEN required intense and ongoing supports to participate in online schooling, and underprivileged families had a harder time providing that support.

  Emphasize human connections. Principals had to be more explicit when it came to developing the kind of human connections that tend to happen organically in face-to-face learning: “Students need to know that you care about them and you are dedicated to their success before you move on to sharing content,” explained Figueroa.

  Final thoughts

  Peg Harper’s question, “Does it have to be that hard?” is one that school principals, teachers, and school board members will mull over for years to come. Many of the procedures and policies necessary for emergency schooling were in place by the time school resumed in the fall, but there is no doubt that those first intense, scrambling, anxious months took a toll on everyone in the school system, and perhaps none more than the principals at the helms of their schools. When most of us were locked in our houses and making signs to celebrate front-line workers, principals and their school teams were reorganizing budgets, scheduling virtual visits, and doing whatever they could to maintain consistency for the most vulnerable students in our system. Like bakers making cake without flour or eggs, school teams came together to make school without access to the buildings, learning resources, and in-person interactions that form the ingredients of Canadian schooling. In spite of the challenges, there is much to celebrate. After all, those months may have been messy and frustrating but, as the principals told us, students with SEN were never far from their minds.

  Photo: Adobe Stock

  References

  Pollock, K., & Wang, F. (2020). Principal well-being: Strategies and coping mechanisms in times of uncertainty. OPC Register, 22(3), 22–27.

• It’s OK to Be OK, Too

  October 30, 2020 11:59 AM Comments Off on It’s OK to Be OK, Too

  As a team of university researchers and educators, we have been studying stress and resilience in teachers since the pandemic began. Based on responses from more than 2,200 teachers from across Canada who completed 92-question surveys in April, June, and September of 2020, and several follow-up interviews, we were able to gain a detailed understanding of the demands, resources, stress, and coping experienced by teachers. We have published widely in both academic journals and media to share teachers’ voices and the lessons we learned from them.

  As we were collecting and analyzing our data, there were two related dialogues taking place about issues akin to our research. First, we read headlines suggesting the effects of the pandemic could be viewed as trauma, and that both teachers and students would suffer long-term losses from their current educational experiences during COVID-19.

  Second, we began to hear the term “toxic positivity” and witness verbal attacks on teachers who made positive or optimistic comments on social media. The catchphrase “It’s OK to not be OK” gained traction as the mantra of the day.

  These two separate dialogues seemed to accept pathology as the logical consequence of stress, while concurrently eroding attempts at recovery and resilience by those teachers who responded to the challenges in different ways. Given our discomfort with these observations, we decided to dig deeper into the science of toxic positivity, long-term effects of trauma, effects of positivity, and resilience to see if we could better understand the relationship between them.

  Given that our study showed chronic and increasingly elevated stress in teachers from April to September, we were interested in looking at the long-term effects of both high levels and extended durations of stress. Specifically, teachers in our study reported a 10% deficit in coping with their stress in April and a 6% deficit in June, suggesting that teachers across Canada were adjusting to the realities and challenges of remote teaching. We were alarmed to find that teachers reported a 30% deficit in coping in late September, when most teachers were returning to classroom instruction, but under unusual conditions due to COVID-19 safety requirements. Our September findings clearly demonstrated that additional resources are needed to meet demands. Considered together, the results of our three surveys suggested that teachers had the capacity to recover from abrupt, major changes to their teaching, but that repeated, incremental changes and challenges resulted in lower capacity for coping.

  Our review of the literature revealed that the experiences of teachers’ stress and coping could be understood through Bruce McEwen’s concept of allostasis. Allostasis is the evolutionary capacity to respond to immediate threat through a fight, flight, and freeze response – an adaption to the experience of acute stress. Humans have developed this capacity as a protective measure for survival. However, allostasis is a double-edged sword that can create safety, but can also cause harm. While allostasis has biologically prepared us to respond to emergencies, the cumulative burden of repeated exposures to stress leads to a chronic stress condition related to “allostatic load” – a situation that can have physiological and psychological health costs. Gauging by the survey and interview responses, it seems that this may be what was happening with Canadian teachers over the course of our study. They had begun to recover from the pivot to remote teaching by June but, instead of spending the summer continuing to recover, they entered July 2020 with a 6% deficit in coping that was never fully addressed. Between worrying about what would happen in the fall, preparing for possibly teaching remotely or in person (or both), and then returning to teaching situations that in many cases did not resemble typical classrooms and involved worry for the health of front-line educators and their families, teachers’ stress increased greatly. As we cautioned during an interview with CBC Radio, the 6% deficit we found in June might have seemed small, but if left unaddressed it had the potential for damaging and enduring effects. It was the canary in the coal mine, and ignoring it could have serious consequences for both teachers and students.

  Is there an alternative to predictions of long-term costs to teachers’ health as a result of the pandemic? As we know, good science always considers the counter-argument, and we found an equally convincing one in the work on resilience by George Bonnano. His research challenges the concept of distress and illness as a singular response to trauma and disruption, suggesting that there is a different and more typical path that can result from traumatic events. With reference to people who had experienced terrible challenges such as being victims in the terrorist attacks on the World Trade Center, Bonnano found that while some people developed post-traumatic stress disorder (PTSD), most demonstrated resilience. This is not to dismiss the real and important needs of those who experience PTSD, but instead points out that pathology is not the only, or even the most typical, response to traumatic events. Canadian Senator and researcher Dr. Stanley Kutcher noted that there is an increased public perception that negative emotions are an indicator of pathology and illness. In contrast, Kutcher suggested that negative emotions are an important part of addressing life’s challenges and essential when adapting for the future. Without such emotions, he argued, we cannot develop resilience.

  Bonanno found that one of the predictors of resilience as opposed to pathology was a positive outlook. This is where the ideas of balance and toxic positivity come into play. Toxic positivity seeks to reject, deny, or displace any acknowledgement of the stress, negativity, and possible disabling features of trauma, and instead looks only through rose-coloured glasses. In contrast, a positive outlook acknowledges both the negative, challenging aspects as well as the more optimistic frames and pathways. Optimism, unlike toxic positivity, encompasses both reality and pathology instead of ignoring potential and actual psychological disability experienced by some people in response to trauma.

  Confusing optimism with toxic positivity comes with two kinds of costs. First, by mistakenly interpreting and silencing optimism as toxic positivity, individuals who embrace positivity as a coping mechanism are denied this support for their own resilience. Given Bonnano’s findings about the importance of optimism for resilience, we cannot afford to squelch this resource for teachers who need it to maintain their well-being. Second, observations of those we view as important to us serve as exemplars of how we normalize responses to change. If there are no longer voices of optimism because they have been silenced due to accusations of toxic positivity, then pathology and negativity by default become the exemplars. Just as it is OK to not be OK (and to seek supports for this response to what is clearly a very stressful situation), it is also OK to be OK.

  Collectively, we are all going through a very challenging time together. Each of us will need to use everything we can – both internally and externally – to face the future beyond the pandemic. However, teachers work in a variety of settings, with a spectrum of resources and challenges, and a range of student and family needs – not every teacher is “in the same boat” during this pandemic, even though we are all experiencing the same storm. There are other pathways to understanding teacher responses and contexts besides the false dichotomy between pathology and toxic positivity. In fact, a person can be both optimistic and realistic at the same time. Therefore, it is important to consider the cost to individuals as well as groups when we call out presumed “toxic positivity” – when in reality we are all just doing the best we can with the resources we have.

  The pandemic does not define us – it reveals us. Let it reveal our best selves, as teachers who show compassion, support, grace, and acceptance for both ourselves and our colleagues as we all respond to and recover from the challenges of COVID-19 in the best (yet different) ways we can.

  Photo: Adobe Stock

• School Wellness Partnership Program

  October 16, 2020 2:13 PM Comments Off on School Wellness Partnership Program

  

  YOUR NEW WELLNESS JOURNEY STARTS RIGHT NOW, RIGHT WHERE YOU ARE.

  EdCan and TeacherFit are proud to present you the ONLY program designed specifically to meet the needs of educators through affordable, efficient, and effective mindfulness, fitness, and yoga classes. Plus nutrition challenges and programs for students!

  TeacherFit provides educators with the tools they need to take care of themselves mentally, physically, and emotionally for the long term.

  Click here for more details

• WEBINAR: Leading Schools in the COVID19 Era: What have we learned so far?

  October 8, 2020 12:28 PM Comments Off on WEBINAR: Leading Schools in the COVID19 Era: What have we learned so far?

  Watch the full webinar below:

  This webinar is primarily for governments, education professional organizations, school and school district leaders, teachers and education support workers, and anyone interested in understanding current issues for changes to K-12 schooling for the education sector across Canada in the COVID-19 era.

  This webinar broadcasted on October 7th, 2020 explores what has been learned so far about leading schools through COVID-19 as we prepare to enter into our second month of school reopening across the country.

  Topics explored include:

  • how our understandings of the work of school leaders is evolving;

  • the ways in which educators and their professional organizations are navigating ever-changing expectations of schooling during the present time; and

  • how schools can maintain a focus on the social justice and equity issues that have been laid bare as a result of COVID-19 and its impact on marginalized and racialized communities.

  Note: EdCan is a neutral third-party intermediary organization. Live presentations do not constitute an endorsement by the EdCan Network/CEA of information or opinions expressed.

• WEBINAR PANEL DISCUSSION: October 7, 2020

  October 1, 2020 12:47 PM Comments Off on WEBINAR PANEL DISCUSSION: October 7, 2020

  WHEN: wednesday, OCTOBER 7 at 1:00-2:00 pm (EST) 

  

  ---

  This webinar is primarily for governments, education professional organizations, school and school district leaders, teachers and education support workers, and anyone interested in understanding current issues for changes to K-12 schooling for the education sector across Canada in the COVID-19 era.

  This webinar explores what has been learned so far about leading schools through COVID-19 as we prepare to enter into our second month of school reopening across the country.

  Topics to be explored include:

  • how our understandings of the work of school leaders is evolving;

  • the ways in which educators and their professional organizations are navigating ever-changing expectations of schooling during the present time; and

  • how schools can maintain a focus on the social justice and equity issues that have been laid bare as a result of COVID-19 and its impact on marginalized and racialized communities.

  Register Here

  Note: EdCan is a neutral third-party intermediary organization. Live presentations do not constitute an endorsement by the EdCan Network/CEA of information or opinions expressed.

• A Tale of Two Programs

  September 29, 2020 12:52 PM Comments Off on A Tale of Two Programs

  TEACHERS ARE ASKED to play many roles. They must be creators of engaging lessons, leaders who can motivate students to learn, operation managers, administrators who report and document increasing levels of paperwork, and compassionate counsellors caring for an increasing array of students’ needs. Teaching is also a unique profession as you are “on” all the time. You cannot hide behind a computer screen when you are having a bad day. No wonder a teacher is considered stress-hardy if she remains in the teaching profession for merely five years! Teacher well-being has to be viewed as the essential ingredient to the overall well-being and learning success of students.

  Over the period of 2014-2019, I consulted on self-regulation initiatives in two similar northern educational jurisdictions, and observed the resulting relational wellness between student and teacher. I promoted “self-regulation” as an alternative to the traditional cognitive or motivational view of student behaviour. Helping teachers shift the lens through which they view their most vulnerable students can foster both student and teacher wellness.

  Both jurisdictional staffs were already acquainted with the concept of self-regulation as introduced by Stuart Shanker and Chris Robinson;¹ my task was to translate an abstract understanding into accessible and tangible classroom tools, behaviours, language and wellness actions. The interventions I provided combined social-emotional components promoting self-awareness, social relationships, restoration practices, and self-regulation of optimal energy levels of functioning.

  What is self-regulation?

  Stuart Shanker² describes self-regulation as a physiological or energy state that is constantly responding to stressors, both internal (sleep, nutritional, sensory) and external (cognitive tasks, emotional upheavals, social discomforts). It is not self-control, which is a cognitive skill to control an impulse. Rather, it is learning to maintain an optimal level of energy functioning. When stressed, we are affected by an increase in chemicals such as adrenaline and cortisol, and we try to reset ourselves back to a state of equilibrium. We may choose healthy self-soothing options such as exercise and talking with others, or resort to unhealthy choices such as addictions, anger towards others or deep withdrawal. Self-regulation fosters your ability to take pause and recover when feeling stressed.

  If teachers want students to act differently, then they must model, co-regulate and guide students towards alternative ways of behaving. To do this, self-regulation must occur within teachers first. This is the premise and philosophy I sought to instill in the teachers with whom I worked.

  Two approaches to a wellness program 

  It should be noted that we began our self-regulation journey in Jurisdiction A, experimenting with what self-regulation in a school setting could look like, and took the lessons learned into Jurisdiction B. Both the infrastructure and delivery of the self-regulation projects were radically different in these two jurisdictions, with one jurisdiction choosing a more comprehensive approach in terms of both depth and breadth. Some key differences are described below:

  Leadership and participants

  In Jurisdiction A, a single senior executive at the Department of Education who had a personal interest in self-regulation championed the initiative. The file was assigned to me, with other departmental consultants informally involved, responsible to lead three enthusiastic pilot schools. External consultants were also hired to provide an advisory role.

  In contrast, in Jurisdiction B self-regulation became a strategic initiative collaboratively discussed among the entire senior leadership team. Every regional area in Jurisdiction B selected its own pilot school, with expansion to include additional requests by individual schools, making a total of approximately 15 schools. A committee of department consultants that I mentored was formed, and the union was invited to informally partner on the initiative with the entire jurisdiction, making self-regulation and wellness a priority for all its members.

  Finances and target audience

  Funding in Jurisdiction A was modest and drawn from the senior leader’s budget. Funding was unknown year to year, and required schools to supplement from their own budgets. Each pilot school selected one vulnerable or dysregulated student as the focal point for programming support. The program targeted the class or student, and did not incorporate teacher wellness.

  In Jurisdiction B, the self-regulation initiative was assigned a more substantial and sustained five-year budget as a pillar of their overall strategic plan. The target audience included the entire teaching staff and student population of each pilot school.

  Communication and program delivery

  Communication in Jurisdiction A was top-down and limited to those directly involved. To start the program, the external consultant provided webinar training to the pilot schools focused on the neuroscience and physiology of self-regulation. I provided classroom consultations to each of the pilot schools, as well as consulting on strategies to support the one dysregulated student. The pilot schools also received a classroom observation, accompanied by environmental and sensory recommendations (e.g. decluttering, lighting, seating options). I handed out sensory tools and program materials on mindful breathing, self-regulation, emotional literacy and movement. A number of schools, beyond the pilot schools, applied separately for funding for structural equipment such as stationary bikes.

  Unfortunately, program delivery was a bit haphazard. Further, the uncertainty of funding left pilot schools questioning the overall direction and frankly losing enthusiasm. It was dependent on individual teacher interest if self-regulation became a supported practice in a classroom or school.

  Jurisdiction B adopted a comprehensive 4-step program communication and delivery approach:

  1) Details of the initiative were widely dispersed. From senior leadership to front-line educators in pilot schools, all were exposed to both theoretical concepts and implementation practices for self-regulation, for both students and teachers. All schools, not just the pilot schools, had access to teacher mindfulness webinars and an online self-regulation book club.

  2) We started with a kickoff presentation for program specialists, classroom teachers, and administrators in all pilot schools. Subsequently, a group of consultants joined me for a dedicated week in each pilot school, offering both leadership and classroom support.

  3) We took teacher wellness as the starting point. This delivery sequence is espoused by social-emotional author Linda Lantieri,³ who after the 9-11 tragedy insisted that work be with teachers – not students – acknowledging that it’s the teachers who must model for the students. Each school visit began with professional development dedicated to teacher personal wellness, including personalized and doable self-calming and up-regulatory tools.

  Some examples of teacher-specific training goals include:

  • Learn how to satisfy personal regulatory needs in the classroom, as teachers cannot leave the classroom.
  • Manage personal stressors to model effective problem-solving techniques when stressed through self-examination and self-awareness.
  • Understand how co-regulation guides students to recognize their stressors, and discover effective self-regulatory options.

  Subsequent training focused on individual supports for dysregulated students, as well as classroom-wide observations on the physical environment and student-teacher interactions. Teachers had the opportunity to leave the class for immediate follow-up coaching with the consultant. There were classroom demonstrations where I modelled lessons such as:

  • Learning our body signals when stressed (do you feel tension in your shoulders, stomach, jaw?) and belly breathing (feeling your belly expand when you breathe in)
  • Determining individual emotional and sensory soothing tools (e.g. take in air at the window, walk around the school, drink of water) to reset back into an optimal zone of energy
  • Learning how assertiveness draws boundaries, protects personal integrity and reduces resentment and stress.

  Parent evenings at each school used experiential activities to explain self-regulation.

  4) At the end of each school visit tour, the team consulted on lessons learned and we followed up with schools on action items. There were pre-and post-surveys.

  Lessons learned

  Feedback I received during the school visits, sustainable or long-term behaviour and language changes I observed over a five-year period, and the collected surveys, all informed the following learnings.

  Size matters. By sheer numbers, there were more Jurisdiction B schools exposed to the self-regulation initiative (15 schools versus three in Jurisdiction A), and thus there was overall more uptake and success in terms of student and teacher understanding and application of self-regulation. The entire school region was aware and supportive of the initiative, from senior level to front-line staff. At the same time, having more dedicated funds allowed Jurisdiction B to have some quick wins, with schools visibly seeing environmental changes such as lighting, alternative seating, and program resources.

  Level of intervention matters. In Jurisdiction A, the level of intervention were brief school visits targeting one dysregulated student. In Jurisdiction B, one week of dedicated time, with substitutes provided, were allocated for us to model practical classroom interventions and debrief with staff.

  School culture matters. In Jurisdiction A, the initiative was relatively short-lived. The schools in Jurisdiction B that found observable, sustainable, success with this initiative could envision the potential benefits of self-regulation because the concept aligned with their whole-school orientation toward students. In these schools, leadership held power with staff and the staff was a cohesive community. Self-regulation became another part of their culture, with teachers explicitly expressing their own energy levels and need for daily breathing and movement breaks. Schools that adopted self-regulation already recognized the critical prerequisite of positive relationships with teachers for students to achieve, and school staff and leaders accepted a longer-term perspective on behavioural and academic changes.

  Teacher wellness is a necessary component of self-regulation. Schools in Jurisdiction B that integrated self-regulation into school practices also prioritized teacher wellness, beyond yoga workshops or other one-day add–ons. Teacher wellness was understood as necessary to student success and supported with concrete stress reducers such as decreased photocopying, time between classes to just breathe, and streamlined reporting systems.

  Reduced stress was most notable in Jurisdiction B, where there were directed self-regulatory supports for both students and teachers. The self-regulation lens invites more compassion for dysregulated students, and teachers reported this reduced their own stress levels. Also, when teachers were self-regulated themselves, they were able to co-regulate the students. A teacher noted, “The self-regulation work was one of the most influential pieces of professional development that I have been a part of in my career. First, and most importantly, it had a profound impact on my professional and personal well-being.” When self-regulation resonated with the teachers’ own sense of well-being it was more likely to be integrated into the classroom for students as well.

  Some gains with both approaches. An overall win in both jurisdictions was that there is now more acceptance of the belief that children are doing the best they can and that relationships with students are critical to success. Sensory circuits, the use of movement, and stationary bikes have become standard school tools. Unfortunately, where stationary bikes were placed in classrooms without explicit rationale, they sometimes became glorified coat hooks.

  Not a quick fix. Neither of the jurisdictions found the widespread transformational change in student self-regulation and overall achievement levels that they hoped for. While improvements were seen in this student population, a self-regulation initiative alone cannot quickly shift the outcomes for dysregulated children, as school is only one part of their overall life experience. I believe self-regulation is a viable initiative to lead to such success, but it requires a long-term and multidimensional approach.

  Leadership is key. The vast differences in the two jurisdictions’ approaches certainly impacted the reach and level of success. However, I believe the most profound ingredient necessary for the widespread success of any educational initiative is the priorities of all leadership and whether they themselves integrate and model the change they wish to see.⁴ Sustainability of an initiative comes from leadership enthusiasm.

  SELF-REGULATION is not easy to adopt into practice. A significant philosophical change is required in how teachers and administrators view students’ behaviour. It requires enhancing our own self-awareness and it requires the belief that student-teacher relational health is a prerequisite to engaged learning and student academic success. Teachers need to work in a safe, supporting culture to begin self-examination of their practice. Moreover, it takes time to see changes. Given that schools work on a yearly basis with limited timed academic objectives, it is not always feasible to look beyond the academic demands nor at long-term initiatives.

  The larger net cast and more comprehensive supports provided in Jurisdiction B led to more in-depth exposure to the concept, and thus greater probability of reaching the right, enthusiastic leaders and teachers who deeply integrated self-regulation into their personal lives. Seeing positive changes within themselves, they were positioned to model and translate it at the school level. As one school administrator reported, “We are able to use language that helps to diffuse rather than exacerbate difficult situations, and we have a better appreciation of our own need to self-regulate.” Teacher wellness must be an integral component of any self-regulation initiative for students.

  Photo: iStock

  First published in Education Canada, September 2020

  Notes

  1 http://www.selfregclinic.com/

  2 Stuart Shanker, Calm, Alert and Learning: Classroom strategies for self-regulation (Toronto, On: Pearson Canada, 2015).

  3 https://casel.org/consultants/linda-lantieri

  4 S. Sinek, Leaders Eat Last: Why some teams pull together and others do not (New York: Penguin Random House, 2014).

• Live Well

  11:18 AM Comments Off on Live Well

  A rural school division in Northwest Saskatchewan is not immune to the rising trend of burnout and mental health issues in educators. In response to this growing concern, Northwest School Division (NWSD) administration created a team to support and promote staff wellness that included teachers and school support staff, as well as a division councillor and members of the senior administration. Understanding that wellness can mean different things to different people, the team took a holistic approach in encouraging staff members to be well. While we recognized that many of the systemic issues that lead to burnout would not be solved through individual efforts, there was an opportunity to support the personal wellness of staff and build a sense of community around well-being.

  The Live Well campaign was launched in December 2018, with a mission of “promoting and supporting physical, mental and spiritual wellness for all members of #teamNWSD.”

  First steps

  A symbol: To kickstart the program, each staff member was given a blue NWSD Live Well bracelet: a symbolic reminder of both their goals and the support within the division to accomplish those goals. Our belief structure established that “to Live Well can mean something different to each person, as we are all on different wellness journeys.” The bracelet highlighted the fact that, in a variety of ways, individuals are making wellness a priority in their lives.

  Live Well Journal: In addition to the bracelets, each staff member was provided with a Live Well journal to chart their progress, collect their thoughts and highlight their successes. The journal served as a concrete tool to share information about the challenges and help staff to plan their personal journeys. The outline of the year for the Live Well campaign was colourfully articulated and information about each monthly theme was presented. Having a vibrant journal that employees could have in their hands and easily take with them underscored the idea that wellness is something that you can personally interact with on a daily basis. Our Live Well team knew we were on the right track with this concept when we could spot the dog-eared journals on staff desks in buildings all across our division.

  My Wellness Goals: The first Live Well activity was titled “My Wellness Goals.” Each employee was encouraged create three personal wellness goals for the year. The goals did not need to be shared publicly and staff could consider physical, emotional and spiritual dimensions. Participants, with the aim of further committing to Live Well, had the opportunity to share with the team that they did create three personal wellness goals. The goals served as the foundation of a personal journey throughout the year.

  The challenges

  As the year unfolded, staff members had the opportunity to be involved in a number of challenges that coincided with monthly themes. Each month of the school year had a designated theme and challenge, and a fitting prize as an extra incentive for individuals and staffs to join in the fun. The month of September, for example, started with the theme of “Get Moving” and included a step challenge as well as a virtual run. There was a buzz in the air as people set their own goal and guessed at what the winning step total might be. Mini staff competitions cropped up, and groups started coordinating their lunch hours around getting in their daily steps. We started to see staff connections and camaraderie building around the Live Well program.

  December’s theme was “Stress Management,” and in addition to encouraging employees to reflect on how they planned to manage stress, we held three wellness fairs throughout the division at which employees could enjoy massage, yoga, meditation and healthy snacks. The fairs were a welcome reprieve at a stressful time when there were many school events to wrap up before the holiday break. They also served as an opportunity to both support and thank staff members for their commitment to students. In January, the “Active Living” theme was highlighted with the Wellness BINGO. The challenge was done on an individual and staff level, with participants having the opportunity to complete tasks in the squares to fill in their BINGO card. This contest was the ultimate team challenge and created an exciting energy as people encouraged their colleagues to fill in squares and worked to stay ahead of schools and offices down the road.

  Our team purposefully tried to keep the barrier to entry low and create challenges that focused on different areas of wellness to engage a variety of different staff members. Staff that may not have connected with the virtual run might have a good book or healthy recipe to recommend, or a hobby they found stress relief in. Each month we have been able to engage different groups of people.

  Energy and connection

  A critical goal of the Live Well campaign was to bring staff members together. In our rural Saskatchewan context, togetherness is accomplished in creative ways. As such, each challenge included a requirement or encouragement to share individual or team accomplishments on social media. The school division’s Twitter feed was filled throughout the year with examples of people being well. In addition to the entertainment that comes with seeing what colleagues were up to, the presence on social media also reinforced the idea that “If my friends and colleagues can be well, I can too.” Our communities started to take notice and it was clear they saw the value in promoting staff wellness. Many local organizations and businesses reached out and asked how they could support us. A surprise benefit for the leadership team was the stories from staff who felt inspired by the activities we were doing and used that as the impetus for creating their own staff and school challenges. The small seed we planted grew far beyond what we ever could have expected.

  Well together

  We recognize the diversity and complexity of individual wellness for staff members in the field of education, and the reality that a challenge-based approach to staff wellness is only one of a multitude of factors that contribute to individual wellness. Still, we are encouraged that the Live Well campaign has allowed us to make some difference. Through the Live Well campaign, the school division has had the opportunity to communicate clearly that staff wellness matters. Live Well allows people to try new things that they may not have otherwise chosen to do. Perhaps most of all, the Live Well campaign supports the feeling that if we are going to be truly well, we will do it by being well together.

   

  All Photos: courtesy of the authors

  First published in Education Canada, September 2020

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