Category Archives: Leadership

The Purpose of Education reimagined!

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In a recent Tweet, @DavidGeurin wrote:

“The purpose of education isn’t mastering standards, getting good grades, or earning diplomas. The Purpose of education is better human stories. It’s about helping people be wiser and better able to care for self and others.”

So true! Our colleague’s thought is consistent with purpose of the education model I have designed. What we teach our children, whatever the subject matter, must not be about grades or standards or diplomas. It is about helping our students  become the best versions of themselves. We want our students  to be able to use what they have learned to make a life for themselves among the people and in the world around them. The subject matter must be a means to an end they will choose for themselves rather than an end we have chosen for them.

We must strive to teach the whole child. We want them to learn how to think critically and creatively. We want them to learn how to get along with the people in their lives however far they spread their wings. We want them to learn how to become good citizens who can participate in their own governance. We want them to understand the cogent issues of their time so they may think and act on the basis reason and wisdom rather than fears and prejudices. We want them to be able to create new and better solutions to the problems the next half century will unveil. We want them to learn that freedom must be balanced by responsibility; and, that we are all interdependent. 

People want to blame our teachers for society’s problems, but unfairly so. Teachers are dedicated men and women who have only done what they were trained and instructed  to do with the resources provided for them. Teachers are constrained by an education process that has evolved gradually over the decades while the world in which our children must live has undergone exponential change.

Is there any reason to think that things will get better if we continue to do and teach what and how we have in the past? We are a society faced with unprecedent challenges and we will not rise to them without a quality education, equitably distributed. What we have done to date has gotten us to this unique point in history. Where we go from here depends on education reimagined, which my model does.  

Go ahead, check it out! Read with hope that it might truly be something new and better that will assure a quality education for all our children and a more fulfilling career for teachers.:

The Hawkins Model©

An Open Letter To: Van Jones re: his 3-Step Pathway

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I was fortunate to hear your interview with Brooke Baldwin on CNN, earlier today (6/3), and was encouraged by your suggestion that a there is a 3-step pathway to a better future in the aftermath of the George Floyd tragedy.

The reader can find a link to this interview at the end of the post.  

Yes, we must stop the bleeding and we must help those who suffered injury and, of course, we must have justice. It is vital that we  restore some level of trust in our public safety and criminal justice systems,  in the minds of black citizens and other minorities. These three steps are essential to moving us closer to a world approaching true equality for all, but they will not take us as far as we need to go.

Please consider adding a fourth step on your pathway:  “reimagining education in America.”

Equal opportunity has been the law of the land since 1964, but it is not the reality in which most blacks and other minorities have lived for the intervening 56 years. The reason is that our education system has not provided a quality education, equally distributed to all children. The education process at work in our schools  has grown obsolete. The process impedes the vital work of our teachers and their students. This education process  is perfectly structured to produce the unacceptable outcomes we have seen for generations.

Americans must understand there will be no equality of opportunity and justice until there is equality in education. It is a quality education that gives young men and women meaningful choices about what do in life to provide for themselves and their families and empowers them to participate in their own governance.

Unless we act to reimagine education in America, the next fifty years will be little better for black men and women and other people of color than the last fifty years.

As tragic as they have been, the time-out provided by the Covid-19 pandemic and the momentum the tragic death of George Floyd has generated, together, have opened an unprecedented window of opportunity. Now is the perfect time for people of principle to unite and follow the, now, “four-step pathway” to a new reality.

To facilitate the fourth step, I offer an education model designed to transform education in America by helping every child learn as much as they are able, at their own best speed. I invite you to examine this model at: https://melhawkinsandassociates.com/education-model-white-paper/

Sincerely,

Mel Hawkins, MSEd, MPA

Link to Van Jones interview with Brooke Baldwin on CNN https://www.mediaite.com/tv/cnns-van-jones-calls-police-brutality-an-atomic-bomb-were-one-videotape-away-from-five-or-10-american-cities-on-fire/

How do we extricate ourselves from the mess in which we find ourselves?

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I want to share a message my daughter posted on Facebook because she said it better than I could ever hope to. Her message reminds us there are no simple answers to what is happening in our society and that nothing will change until each of us is ready to change:

“Please don’t let your outrage at the fires and looting distract from the reasons why it is happening. Our country is deeply damaged. Anger has festered for decades and it is time for a change. This type of anger is not always expressed quietly and calmly. It is ugly and uncontrolled. As ugly as the racism that has led to it. We must rebuild a better America. An America that is not great AGAIN but great for everyone going forward. White people must realize that people of color are not to be feared – WE are. We have caused this and contributed to it and we must be a part of the change. Do what you can. Donate, volunteer, demonstrate. Speak out when you see something wrong. Find your own way to help. But most importantly, learn empathy and examine yourself. We can all do better.”

                                              -Jeanne Hawkins Beaupre, Facebook, May 31, 2020

We must work to change the fundamental character of America and this can only begin with our system of education, whether public schools, parochial, or private. There is no other way.

Every child must be given the absolute best education we can provide, and this will not happen until we are willing to change how we teach them. We must not allow a single child to fail and we must never forget they can only fail when we choose to allow it. 

We have the power to ensure the academic success of every one of our nation’s children.  

We cannot accomplish this by teaching the same things we have always taught in the same way we have always taught them. We must change the very nature of our education process. While this may seem like an almost impossible task, you will discover it to be easier than most of you can imagine.

We must help every child learn as much as they are able at their own best pace. We must help children establish a foundation of knowledge and skills from which each can begin to create a positive future for him or herself. We must help every boy and girl choose whatever direction suits their interests and abilities.  The education we provide must give them a wide menu of choices of what to do with their lives in order to find joy and meaning; must prepare them to provide for themselves and their families; and, it must enable them to participate in their own governance.  

If you would like to learn how this can be accomplished, please check out The Hawkins Model© at my website at www.melhawkinsandassociates.com

As you read the model, strive to imagine what it would be like to teach and learn in such an environment, not in search of reasons why it will not or cannot work.

If you like what you read, please help me find a superintendent willing to test the model in one of his or her struggling elementary schools.

What do we have to lose? If we continue to do what we have always done, we will continue to get the same disappointing outcomes  we have been getting for as long as any of us can remember.

Teachers: have you considered creating do-over opportunities?

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So many teachers are expressing frustration with their limitations in this interlude of distance learning. Possibly the most important thing principals can do for their teachers and students is to stress the fact that this is not business as usual. When it is not business as usual,  we cannot have the usual expectations for our students and teachers.

Expect them to strive to tackle less, but to do it better. Sometimes less truly is best.

Essentially, this pandemic experience has placed us in “time-out” mode. In sports, which sometimes does provide lessons for academic instruction, a “time out” is when we strive to fix what is not working; remind our players to focus on doing their jobs: or, maybe draw up a new play. What is unique about “time outs” is that the clock is stopped, and in this instance, think of it as an extended time out.

Teachers: consider how many occasions there were when you and/or your students  were unable to learn or accomplish something because of insufficient time. Figuratively speaking, we now find ourselves in a  situation where we have a virtually unlimited, if unknown, amount of time.

Maybe educators should view this unique time as an opportunity to do somethings differently or, better yet, do something over.

We are far enough into the semester  that most students have had lessons with which they struggled. Why not give your students an opportunity to have a “do-over” with a lesson on which they struggled or where they never really got the point of the lesson or acquire a skill that was being taught.

Possibly teachers could go back to their gradebooks and identify a few of the lessons on which individual students received their lowest grades. Or, give them this opportunity to go back and review the lessons with which they would have loved to have had more time. Give them an opportunity to convert a grade of C, D, or F to an A or B grade.

Challenge them to go back and review the lesson, re-do the practice assignments, make certain they are given enough time to discuss the mistakes they make or the things they do not understand, and then re-take a quiz or test. Let them then earn the credits, grades, or points they would have liked to have earned the first time around.

Then, when their work is done and you are satisfied that they made the kind of effort you were hoping for, make it a big deal—a celebration event—to go back and change that C or D grade to an A or B.

If there is still time, let them select another lesson.

For students who did well on all their lessons, let them pick one on which they would have liked to have had more time. Let them dig deeper and report back on what they learned or discovered,

There must be worse ways to use the time we have been given by this extraordinary event.

Lessons from a Pandemic

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There are so many lessons to be learned from this Pandemic experience, although it is sad that it takes something like Covid-19 to teach or remind us.

The starkest lesson has been the vulnerability of so many segments of our population. There are inspirational lessons, as well, such as the courage of so many men and women committed to doing their essential jobs even when it places their lives and the lives of their families at risk. We should be immensely grateful for the latter lesson, but it is the former lesson that should give us pause and motivate us to soul-search.

How we can “better prepare ourselves for disasters such as this” is an invaluable lesson as we can be certain this will not be the last global disaster to test our character; both as individuals and as a society.

We must ask ourselves whether it is in our nation’s best interests to have such disparity between those who have and those who can only want. We like to think of the U.S. as a great nation and it is, in so many ways, but we, also, must be honest with ourselves and acknowledge that what we have witnessed, in these trying times, are not all things about which we can be proud.

What are a few of the things we are learning about education and healthcare: two of the essential components of a full and meaningful life? They are also the two issues with which I feel the strongest connection.

All children will be challenged to succeed when learning remotely but many of the students who will struggle the most while learning remotely are the same children who struggle the most in their classrooms. Can we hope this experience will enhance our understanding of the importance of relationships and supportive environments for learning; that these things are more important than determining who can learn the most, the fastest?

And think about what it would be like if hospitals were turning away coronavirus patients because they lack health insurance coverage. Thankfully, we have suspended some the rules in this extraordinary time, but should such rules exist at all? Would turning away patients with other life-threatening medical conditions be more justified than turning away coronavirus patients? Would the converse also be true?

Imagine the turmoil if the families of Covid-19 patients without health insurance coverage, both those who recovered and those who succumbed, begin receiving bills for their hospital and medical care. Is medical and hospital care for the sick and injured a right of citizenship?

The world around us is changing at such a pace that many of us do not even notice that things have changed. Does not this world-wide pandemic demonstrate how interconnected we are, on whichever corner of this planet we might reside?

Maybe it is time to step back and challenge all our assumptions about what is “just” and what is “unjust”; and about what differentiates “inequality” and “equality; about what makes a great nation.” Possibly we should rethink the logic behind all our government’s policies, both domestic and foreign.

We know that people are the same, in many ways, wherever they may live, but is anyone else concerned that Americans seem a little bit more likely to hoard scarce resources; to “not let this thing keep me from partying;” or to protest “shelter-in-place” policies because getting what they want is not only more important than other people getting what they need but also more important than other peoples’ lives?

Make no mistake, the world will never be the same after this 2020 “Covid-19 pandemic.” The question all of us should be asking is “do we want to lead or be led” by the changes that will be taking place around us?

Strategic Plans and Mission Statements Provide Focus

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It is not often that I disagree with @davidgeurin as he is an educator whom I follow on Twitter, regularly, and have learned to respect. He said:

“. . . culture isn’t made by mission statements, strategic plans . . . . School culture is built on behaviors, one action or interaction at a time. “

David is correct, of course, that cultures are built on the behavior of its people. He then said:

“It’s what people consistently do that shapes cultures.”

It has been my experience that what people do is, indeed, what “shapes cultures.” The problem is doing it  “consistently;” it is sustaining one’s focus and assuring that the message is shared throughout an organization.

While working with leaders and their organizations, across many venues, it was always disappointing to see when the underlying values that drive behavior do not penetrate deeply throughout the entity. A common pattern I would observe was how often values are shoved aside under the pressure of the daily challenges of demanding jobs, and in times of crisis.

Many leaders have been observed making verbal commitments to do this or that, or in our case, to behave and interact with people in a positive way. One after another, I’ve seen those same people drift. It is not a question of their lack of sincerity or commitment. It is simply a function of being distracted by the frenetic challenges of work and leadership. It happens to the best of us.

Building culture is also a shared responsibility and school cultures are no different. It is not just the man or woman in charge that matters, it is every member of the leadership team, however many layers of leadership there might be.

Even the most powerful message of a leader can be diluted, easily, by members of the leadership team who stray from course. It doesn’t matter what the CEO says and does if supervisors on the floor behave contrarily and tell a different story. The latter creates an alternate reality for the people of an organization and diminishes the credibility leadership. Few things are as disillusioning and demoralizing to the people of an organization as losing trust in one’s leaders.

If we are truly committed to a positive culture, we need every man and woman in the organization treating each other in a manner consistent with leadership’s message all the way out to the people on the line, in the pits, or in the classrooms. That message and associated behavior must resonate and reverberate throughout the organization and its supply chain.

This is where mission statements, strategic plans, and value statements come in. Putting one’s commitment is writing is a powerful thing and it makes reminding one another of that commitment so much easier. Mission statements, strategic plans, and value statements—no matter how eloquent—have minimal impact if they are stashed away in the principal’s bookcase or file cabinet, however. People must be able to see how those values motivate people and organizations in all things, both large and small.

Many organizations have mission and value statements etched on their walls and have copies of the strategic plans in break and conference rooms, as well as lobbies, for all the world to see.

Falling off the cultural/behavioral path is just as easy as a dieter or drinker “falling off the wagon.” We need to remind ourselves, and each other, to stay the course, relentlessly. The people of an organization, also, must be able to articulate mission and purpose as effectively as the man or woman in charge.

During a strategic planning meeting with a client, a member of the leadership team commented that all the things I was talking about were nothing more than “time-worn platitudes.” My response to him was that I prefer to think of them as the principles positive leaders utilize, daily, and remind themselves of, relentlessly.

My thanks to David Geurin for sharing his positive messages with us on Twitter, and for his indulgence of this piece.

The Process of Success: another Lesson for Positive Leadership

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Another of the key attributes of Positive Leaders is that they possess an understanding of the process of success along with a commitment to the relentless utilization of that process; a commitment to action.

People dream about success and about doing great things, often. Many young people fantasize about winning the lottery or making millions of dollars as a professional athlete or recording star. Few of these young people know how to convert their dreams to plans to action. Many adults think that success is a state of perpetual affluence. These men and women do not realize that affluence is nothing more than a possible consequence and not the essence of success.

Many of you who are reading this page have the ability within you to succeed right where you are, just by doing things differently, by learning the process of success and by rededicating yourselves to positive values. You can improve your performance on the job, enhance your career, have a more satisfying marriage, and get more joy and meaning out of life. These things can happen, now! Success can be personal, interpersonal, or organizational but it is always tied to clearly delineated objectives, a willingness to act, and is always measured through our relationships with other people.

What, then, is this process of success? It includes a mission in life, rooted in positive, life-affirming values; a positive attitude and approach; passion; a vision of how things can be; specific goals and objectives; an implementation plan; and finally, a commitment to action. It is that simple, but it does not stop there.

Action creates change. Change requires that the vision be re-examined, that the progress is measured, that the goals and objectives are adjusted, that the action plan be re-engineered, and that our actions themselves are modified accordingly. The process is repeated until we have converted the dream to reality; until we are satisfied. But satisfaction does not come easily if it comes at all.

The more we accomplish, the more we learn, and the more we learn, the more we imagine. What is vital is that our values, those core principles that sustain us, are not altered but remain rock solid.

It is a positive leader’s propensity for action that distinguishes him or her from men and women who simply manage. Positive Leaders make things happen. These individuals are at the peak of their art or craft. How do they do it? Well, of course, they have talent—but then many people have talent. The world is full of talented people who think back on opportunities in their lives and say, “with a little good luck I might have made it!” But, many talented people do not make it and good fortune may or may not deserve the credit for their outcomes. We all have good luck but not everyone is prepared to capitalize on it when it comes.

It is said that winners make their own breaks and this we have found to be especially true. Those of us who blame everything on bad luck are not accepting responsibility for our outcomes. Remember, it is not until we accept responsibility for the challenges we face that we acquire the power to overcome them.

If we reflect on the opportunities that have come our way, we discover that they came unexpectedly, often catching us off guard and unprepared. We might say it was bad luck that good fortune, in the guise of opportunity, called upon us when we were not ready. Often, bad luck is little more than lack of focus, readiness, and preparation for action.

Understand your purpose and mission and re-examine them routinely. Establish goals and objectives for yourselves. Make a commitment to those goals and objectives and dedicate yourself to doing everything in your power to facilitate them. Work hard to develop your skills and discipline yourself to a regimen that will maximize your talents and energies toward that end.

Be persistent despite the obstacles that present themselves and the setbacks that befall you. Know that all the work and effort you put forth is preparation for the time when opportunity knocks. When opportunities do present themselves, take positive action using all the skills and abilities in your arsenal and all the energy at your command.

Action is the key. Even the ideas of an Einstein or a Jefferson have little value until they are acted upon or communicated.

Positive Leaders rarely complain about things because complaints are powerless and are little more than a form of whining. Positive Leaders offer alternate solutions—what can we do differently to produce more desirable outcomes? If we think back to our fundamental definition of positive leadership, it is acceptance of responsibility for increasingly more desirable outcomes; for relentless improvement. This is what Positive Leaders do.

The process of success is crucial for addressing the challenges facing public education in America. Educators have every right to deflect the blame for the disappointing outcomes of so many students but that does not excuse them from accepting responsibility for seeking better solutions. The outcomes in public education demand action.

Does utilization of this process guarantee success? No! There are no guarantees. It does, however, improve the odds of successful outcomes so dramatically in one’s favor that success moves from possibility to probability. Teach yourself the process and make success a probability in your life!

Growth Mindset: an Essential Tool of Positive Leadership

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This past weekend, I was pleased to receive an invitation to help @LeeAraoz prepare for a presentation by sharing my experience with growth mindset. I was asked to post a video on his growth mindset Flipgrid.

Because of a combination of not figuring out how to post my video on his Flipgrid, and the distraction of yet another in a long series of remodeling problems on our home, I missed my opportunity. Given my belief in the importance of a growth mindset, I will share my thoughts, here.

When I first heard the term “growth mindset, I had to stop and think about what it meant. After a little research, I was excited to discover that I have been talking about and teaching the concept for decades. In my leadership consulting practice, I referred to the concept of learning continuously as striving for “relentless improvement.”

I much prefer the more apt and elegant descriptor, “growth mindset.”

I have long believed that this focus on relentless improvement, growth, and learning is an essential tool of positive leadership, whether as a manager or supervisor in a business organization, a principal of a school, or a teacher in the classroom. We must always strive to pry open our minds to growth. We must be willing to challenge our assumptions at any point in time as we work to be better at what we do and produce better outcomes.

Change and growth are an essential part of life for both people and organizations. When the outcomes we produce tell us something is not working, doing nothing is irresponsible. It is a silly analogy, I know, but imagine changing the decorations on a cake but never baking a new cake. Sooner or later you’ll have a mess on your hands.

Someone, many years ago, shared with me the advice of a ski instructor, who said:

“if you are not falling down once in a while, you are not really skiing.”

When we extend ourselves to the cusp of our knowledge and experience, we fall down. It’s what we all do; it is how we learn. The best advice I can give people is “don’t sweat the mistakes we make, celebrate them.”

“Stop complaining,” is another challenge I offer to current or aspiring positive leaders. Complaints are the province of the weak and powerless. When unhappy about some aspect of your life, job, or organization, instead of complaining, offer a better idea or solution. If you do not have a better idea or alternate approach of your own, become a positive advocate for someone else’s proposal for change. If no one has a better idea, put your heads together and discover one.

There will always be a better way if we take the time and teach ourselves how to search for it. Train your mind to push the boundaries of your imagination, to reject complacency, to ask tough questions, and challenge your assumptions. Nothing hampers a growth mindset like complacency and inertia.

My mission in life, for the past decade, has been to stop the failure of disadvantaged kids. These kids are not destined to fail, and they do not struggle because they are incapable of learning, or because they have bad teachers and bad schools. If we listen to these kids, and observe their behavior, it becomes apparent that they are “street smart.” They learn what is important to them and they learn what works for them in their unique environments. The only way to convince them that what we are striving to teach them is important is by convincing them, through our words and actions, that they are important.

Growth mindset is an essential tool of positive leadership.

When disadvantaged kids struggle and fail in school it is because the education process in which their teachers are expected to teach does not allow them to give every student the time, support, and attention they need to overcome their disadvantages. Those disadvantages, un-remediated, leave young people at the mercy of discrimination.

Until teachers give up, themselves, and leave the profession they chose with such high hopes and aspirations, I can assure you they do everything they can to give kids the time and attention they need to learn. The education process in which teachers are expected to work, however,  is not structured to support them in that effort. The education process at work in American schools, both public and private, has become brittle and unresponsive to the changes taking place in the world in which their students must live and teachers must work.

The moment a process, product, service, or idea can no longer be improved is the point at which it becomes obsolete.

That’s why I developed The Hawkins Model©. It offers an education process that has been designed to serve teachers and students as they do their important work, not the other way around. It’s a simple question of “who exists to serve whom?”

Never underestimate your power to influence to the world around you. Cultivate a growth mindset for yourselves and create an environment that fosters relentless growth and learning for the people around you.

Lesson #3 for Positive Leaders: Make People Feel Important!

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Let me start with a clarification. This list of important lessons for positive leaders are numbered for logical progression, not importance. These lessons are equally essential to the success of positive leaders; they are interdependent.

Lesson #3 – “Make people feel important,” is crucial to the development of the positive relationships that make successful organizations and classrooms special places to be. The ability to make people feel special is essential for cultivating a powerful motivation for success whether at learning or striving for achievement in any venture.

Doing it is as simple as it sounds. Truly like them and if they are among those individuals who are difficult to like, work a little harder. For teachers, you must learn to look beyond the behavior and recognize the challenges they present to you are consequences of circumstances over which they had little or no control.  You are each student’s opportunity for a “do over,” where they write off the past and begin anew. Shower them with affirmation and affection through your words and actions.

Help them learn that success is a process. Help them begin at the point on the academic, social, and emotional preparedness continuum where you found them when they arrived at their door. Measure their progress against their own, unique pathway and never against the performance of others. Learn how to convey genuine concern for their welfare even when giving them constructive feedback.

From the moment when they come to believe you genuinely care about them and are committed to helping them be successful, they will begin to accept responsibility for their own success. This, also, is a process of growth so do not be alarmed or disappointed with lapses. Again, shower them with affection, affirmation and help them celebrate their success enthusiastically. You will also have boys and girls, men and women, who will go the extra mile for you.   Treat them as special people because, indeed, they are.

Also, work to create an atmosphere of mutual support and affection in your organizations or classrooms; one in which everyone cheers for everyone else. Remember that in life, in organizations and in classrooms, relationships are everything. Pay special attention to the affirmation of one student/team member by another. This is behavior that positive leaders strive to foster and reinforce.

It seems counter-intuitive but “make people feel important” serves our own self-interest because we are all better off if every individual is emotionally healthy and productive.

This is also the irony of positive leadership in that the best thing a positive leader can do to ensure their own success is to help their people achieve success. Mastering that process requires that they understand that mistakes are not something to be feared, they are learning opportunities.

But mistakes and disappointing outcomes are not just learning opportunities they are opportunities to bond. Teach them to laugh at their mistakes by laughing at your own. Help them learn that disappointing outcomes that result from extending themselves are not mistakes at all. They are experiments and the lessons learned from them are, themselves, successes to be celebrated.

Remember, “if you are not falling down once in a while, you are not really skiing.”

“Make people feel important” is imperative for teachers. Positive teachers must learn to look at every child as a seed pod, of sorts, within which lies some future accomplishment that will add an element of beauty to the world. Your job is to nurture that seed and help it germinate and blossom. Who knows what great things your students may achieve, someday.

We said, in Lesson #1 that it is not about you. The truth is that your success is a function of the success of the people you serve and lead and the students you teach. It is sort of a cosmic “what goes around comes around” scenario.

In 1982, Zig Ziglar, in his book See You At the Top1, may have said it best when he wrote:

“You can get everything you want and need out life if you help enough other people get what they want and need.”[1]

It truly is a prescription for positive leadership, not to mention a wonderful life.

[1] Ziglar, Zig, See You At the Top, Pelican Publishing Co., Gretna, LA, 1982.

The Second Most Important Lesson of Positive Leadership.

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The most important lesson for those who aspire to be powerful, positive leaders is that it is not about you. The second most important lesson is to focus on one’s purpose and, almost always, that purpose/mission is to satisfy one’s customer.

In the private sector, focus on customers is easy because it is the customer who buys goods and services. Dissatisfied customers can act immediately to take their money and seek out other suppliers. If that dissatisfaction spreads, the enterprise is at risk of losing their ability to compete.

In the public sector, of which public schools are a part, there can be a disconnect between leadership and dissatisfied customers.

Unlike buyers of consumer goods and services, the end-users of public education (the community, parents and employers) are faced with limited choices. Rarely can they take their money and seek out other providers of education services. With no consequences with which to deal, leaders of schools and other public institutions  are under minimal pressure to alter what they do. In the absence of choices and meaningful responses from educators, the dissatisfaction of the community festers.

It is this author’s belief that striving to replace our nation’s public schools with a smattering of uninspiring charter schools is a classic example of “throwing the baby out with the bathwater.”

Contrary to the perception of many public-school educators and advocates, however, education reformers—with  their focus on charter schools, vouchers, and digital learning—are driven by neither a greed for profits nor for a reliable pipeline of automatons to work in their factories. Just the opposite is true.

An over-supply of unthinking workers is the very thing employers are unhappy about.  And, while reformers may want their charter schools to make money, profits are not the motivation. There are much easier ways to make money.

The true motivation for creating charter schools, in present day, is to create an environment where dissatisfied parents can take their money and seek out a better school for their children; to have a choice. Having such choices puts pressure on providers to produce better outcomes.

It is this observer’s assertion that reformers are not out to do harm rather they are misguided. Just changing the name on the door does nothing to differentiate charter schools from public schools. Different teachers working in different facilities matters little if they teach in the same way. And, no, it does not matter that they rely more heavily on digital tools. Varying media does not alter the essential nature of the learning environment.

It is a positive environment that fosters learning and it is the quality of relationships that create positive environments.

What superintendents and local school boards must understand is that it is not enough to believe their schools are effective nor does it matter how hard their teachers and principals work, or how dedicated they may be. Neither does it matter that the societal issues of poverty, crime, discrimination, and segregation make it difficult for educators to do their jobs. These are excuses. The only thing that matters is whether a school’s outcomes are acceptable to their communities.

The challenge for leaders of public education—their essential purpose—is to accept responsibility for the outcomes with which one’s customers are disappointed and find solutions that work for all kids. Societal issues do not diminish the need for change, they make it more compelling.

In public education, or any other setting, innovative solutions must be sought outside the boundaries of conventional wisdom. Finding them requires that we go back to the drawing board and challenge our assumptions about what educators do, and why.

Throwing out the bathwater of public education but not the kids is a formidable challenge. Professional educators must take the lead and would do well to invite corporate America to join them in addressing this most significant challenge for 21st Century America. Only by working together and rallying around innovative solutions can educators and corporate America marshal the resources necessary to transform the American educational system.

The education model I have developed is an example of just such a solution and I invite superintendents and corporate leaders to examine it at https://melhawkinsandassociates.com/education-model-white-paper/