School Overload
January 29, 2016
I don’t know how school administrators and local boards of education do it. Every year, pressure increases on them to improve student performance in core subjects, while every year, lawmakers and government agencies try to make schools the place to solve, or at least respond to, more of society’s problems.
Expanding definitions of disabilities have required expanding public school responses. School employees now must be trained to respond to a myriad of student allergies. Schools have been made the place to address drug abuse, bullying, sexting, drunk driving, sudden cardiac arrest, seat belt use and much more.
This would be okay – in fact, it would be really good because it would solidify that the local school is the center of each and every community. But if schools are not given the resources to both improve student academic performance and address every threat to student health and safety, then no more should be asked of schools.
Right now our Michigan Legislature has dozens of bills that would make new demands on local schools. Most of these bills, on their own and in a vacuum, would be good – like the requirement that schools provide curriculum and professional development in warning signs for suicide and depression, and the requirement that students be certified in CPR before they graduate high school.
But until schools are given more time and money to perform current mandates, it’s time for legislators to put new bills in their back pockets and for government agencies to back off.
FBI Tips
July 14, 2014
In a June 9, 2014 National Public Radio story about the first nine months of James B. Comey’s 10-year term as FBI director, two leadership tips emerged that may apply to all types of organizations.
The first is that since the 9/11 tragedy, the FBI has had to change from an agency created to catch bank robbers to an agency that prevents crime before it occurs.
While all comparisons pale next to 9/11, many organizations have had some kind of crisis that demonstrates dramatically that the organization must change fundamentally in order to serve its overarching purpose in a changing world.
It requires an entirely different mindset, perhaps, an entirely reordered set of priorities.
The second point raised in the interview, and very likely the key to accomplishing the first, is that the FBI is now focused on the biggest steps, not just the easiest ones. This is what Director Comey sees is necessary for the FBI to become the agency our nation needs in today’s world.
The required response to a defining-moment crisis cannot be cosmetic change, but must be almost genetic change. Hard change – a focus on deep, systemic issues, not superficial matters.
It requires an entirely different level of commitment than existed before.