
Admittedly, the pandemic has caused confusion, trauma, and disruption. It has also offered important insights, alternatives, and opportunities to make schools better as teachers and students return in the fall. The experience we gained, the challenges we faced, and the lessons we learned can be harvested to provide some important modifications and improvements, but only if we commit to identifying, applying, and leveraging them.
We know that pre-pandemic learning environments did not meet the needs of many students and educators. Now is the time to address some of the most intractable deficits of traditional education. However, we need to make specific commitments and allocate resources in ways that make the changes realistic and sustainable. Shifts in classroom practices, the role of learners, the nature of professional learning, and improvements in other areas are within our reach. Let’s explore eight post-pandemic predictions for this fall based on lessons we have learned.
Prediction #1. Instruction and learning experiences will be more responsive to student readiness and needs.
Lesson learned: One-size, standardized instruction does not meet the needs of too many students. Remote learning during the pandemic made this truth even more visible and had an exaggerated impact on learning.
Prediction #2. The focus on building relationships and creating communities of learning will grow, gain greater credibility, and be viewed with increased urgency.
Lesson learned: Building and sustaining connections and strong support presented a difficult challenge during remote learning. Unfortunately, where strong relationships were absent, students experienced lower levels of engagement, increased feelings of isolation, and lower levels of learning.
Prediction #3. Families will remain more directly involved in their children’s learning.
Lesson learned: Families can be effective and influential partners in their children’s learning, if given the right opportunities, adequate support, and necessary guidance. While in most families the intensity of involvement will retreat, there will remain an important role for families to play.
Prediction #4. Classroom rules and discipline will offer increased flexibility and tap student motivation to manage behavior.
Lesson learned: Many of the immediate behavior control levers available during in-person learning were not available during remote learning, so educators were forced to consider, adopt, and develop other strategies that led students to choose to cooperate and engage. These strategies are also effective in developing self-regulation, self-motivation, and learning independence as students return to in-person learning. Consequently, they will increasingly be recognized as key features of effective practice.
Prediction #5. Teachers who must be absent will have options to connect and lead instruction remotely.
Lesson learned: During remote learning, teachers routinely engaged their students in learning without being physically present. Many of the same tools and strategies can offer options for educator parents who need to be home with an ill family member, deal with a contagious disease, or otherwise be physically separated from school. While an in-person monitor may need to be present in the classroom, remote instruction can maintain continuity of learning even when the physical presence of the teacher is not practical.
Prediction #6. Professional learning will be more flexible, practical, and personalized.
Lesson learned: The pandemic forced rapid learning, flexible approaches, and increased collaboration. Learning that resulted led to shifts in instructional practices and modified classroom environments and innovative approaches. Lessons about flexibility, practicality, timeliness, purposefulness, and collaboration in professional learning will continue to be important to teachers beyond the pandemic experience.
Prediction #7. Technology will be a more integrated tool for students to gain knowledge, apply new learning, and generate insights and ideas.
Lesson learned: Prior to the pandemic, technology was often an appendage to the learning environment rather than a central tool for learning. Remote learning shifted technology to be a crucial access tool and learning conduit. Many educators also discovered the power of technology to give students a voice in their learning, an outlet for their creativity, and a way to extend their learning beyond the confines of prepared lessons.
Prediction #8. Remote learning options will remain available to learners with conditions and where needed.
Lesson learned: Remote learning can offer important flexibility to meet specific needs and unique circumstances. Some families may choose to continue remote learning in response to their children’s needs. Remote learning might also be helpful in response to extended school absences for travel, illness, etc. Of course, remote learning might also play a useful role during short term disruptions such as inclement weather and natural disasters.
If we fail to honor and apply the lessons learned during the pandemic, we are likely to find that schools and classrooms return to what existed prior to the pandemic. Unless we make these changes a priority and provide professional learning support and adequate resources, we risk losing some of the most important and beneficial outcomes of what has been a difficult and disruptive year.

Cultivating Trust in a Skeptical World
These are tough times for trust. Well before the pandemic, doubt and skepticism were growing in our society as a whole, and particularly in politics. Doubt and skepticism are contagious. What grows in one area can quickly spread to others.
Education and schools have not been immune. For generations, parents and the public consistently expressed high levels of confidence and trust in education. The public generally saw education as a way to improve our society and create opportunities for success so young people could do better than their parents. Taxes for public purposes, including education, were seen as investments in our collective future.
Consistent with erosion of trust in other public institutions, over the past few decades, doubts have grown about the performance of schools. Educators have often been blamed for the perceived lack of progress achieved by schools, despite dramatic expansion in the scope of the population being educated and significant shifts in the demographics of students attending our schools. Of course, education has not always progressed at a pace consistent with the needs of our society. Yet, there is more evidence that the problem is rooted in how our schools are designed and organized than there is that educators are not doing their best to serve the needs of students.
On the surface, the challenge of building and maintaining trust can seem insurmountable, even if we have done nothing to undermine or violate the trust of those we serve. Yet, while the challenge is significant there are steps and strategies we can employ to build trust and diminish skepticism over time. Here are five ways to build and sustain trust, even in the midst of controversy and conflict.
Start by keeping the focus of your decisions and communication on the core mission of your organization. Decisions that prioritize the interests of learners and learning are more likely to be accepted than decisions that do not include a “why,” or reasons that are not clearly aligned with and supportive of the mission. Don’t assume that constituents can see the connection by themselves. Consistently reference the core mission of learning and learners when making key decisions and communicating about direction. Conditions may change and the challenges may shift, but the more consistent you can be about what drives your decisions the more trust you will build, especially when the core is what is best for learners and learning. When learning and learners at the center, it is much more difficult for skeptics to pushback, even when they may prefer another option.
Establish decision criteria in advance where possible. Discussing what should drive considerations in advance of a decision can help constituents understand why certain criteria are important to evaluating options. Availability of decision criteria in advance can also help to prepare people for what may lie ahead. When a key decision is made, refer to the criteria as part of the rationale and confirm the decision with criteria-related data and evidence. Of course, be sure that the criteria are reflective of the purpose of the organization. Depending on the specific situation, you might even consider engaging constituents in discussions about the best criteria to use.
Be visible. Apart from any specific controversy or decision, be physically or virtually present throughout the organization and community. Be sure that people see and can easily engage you. There is a direct correlation between leaders who people often see as engaged in constructive, non-controversial things and the level of trust they offer when difficult decisions have to be made. You can build a “benefit of the doubt” quotient well in advance of having to make difficult or controversial decisions.
Anticipate questions and provide full information when announcing and communicating about challenging decisions. Don’t wait for people to ask. Anticipating questions allows you to frame answers and provide reassurance before doubt and rumors begins to emerge. Further, having thought about the concerns and perspectives of others offers reassurance that the decision is well-thought out and is more likely to be trusted.
Be ready to listen and open to feedback and criticism. How we respond to questions, doubts, and criticism can send important signals to listeners about how confident we are in actions we are taking. Defensiveness can undermine and even sink workable solutions and credible paths forward. Of course, there are times when we might miss key implications or fail to anticipate some outcomes resulting from our decisions. Our willingness to listen, consider, and even make needed adjustments can go a long way to build trust and counter skepticism.
Building trust takes time. It cannot be taken for granted. Winning over skeptics may require patience. However, consistent, mission-focused decisions supported by openness, flexibility, and listening will win over, or at least mute, most skeptics while building your credibility and making the case for trusting you and your leadership.

Five Priorities for the Coming Months
The next few months will demand careful planning and attention amid a flurry of urgent activity and pressure to make a wide range of crucial decisions. In fact, decisions made in the next few months may have impacts and implications that could influence education and learning in your organization for at least the next decade.
An influx of federal funds may open opportunities to engage in projects, programs, and promising initiatives not seen in a generation, depending on the demographic make-up of the students you serve. Meanwhile, students and staff are finishing more than a year of disruption, uncertainty, and challenging circumstances for learning. Learning has lagged for a significant group of students. Sadly, for some students the past year has resulted in little academic learning at all. The combination of these factors offers a great opportunity and a monumental challenge.
We may feel pressure to deal with all of the issues and pursue multiple opportunities simultaneously. However, such an approach would likely be a mistake and could be very costly. Fortunately, there is an approach that can help us to sort and sequence the issues and challenges ahead in ways that allow us to deal with the most urgent issues while designing and preparing for what comes next. Let’s explore a sequence of five priorities for action and how they can help us to successfully navigate the next several months and beyond.
Our first and most urgent priority needs to be communication. Community members, staff, students, and other organizational stakeholders are likely hearing rumors, suppositions, and speculation about what will happen this summer to support students and learning in preparation for the next school year. Predictably, they are wondering what school might be like in the fall and what they should be prepared for. And, if the school district is receiving a significant allocation of federal funds, there is likely high interest in how they will be used. Of course, there are also requirements for sharing and gaining input on how portions of the funds will be spent. Now is the time to share as much information as you have with as wide an audience as practical. Obviously, some information will apply to subgroups and will need to be targeted. Communicating now is imperative to reduce anxiety and rumors. However, it can also help to build acceptance and support as people receive timely, credible, and relevant information. (See Use Summer Communication to Generate Credibility for a more detailed discussion.)
A second and equally urgent priority is to ensure that summer learning experiences meet the needs of students and engage them in environments that inspire and motivate them despite the experiences of the past year. General content and skill review and traditional remediation strategies will likely not generate the learning needed and may leave students even more disillusioned than they are now. Students need targeted assistance informed by their specific needs to accelerate progress while rebuilding confidence and commitment to learning. They also need to experience the support and caring of educators who believe in their potential and are committed to their success. (See Not All Learning is Equal in Summer Learning Catch-Up for a more detailed discussion.)
As the first two priorities are being addressed, a third priority, designing learning experiences and environments for next year and beyond needs to be underway. Now is the time to harvest learning about what works from the past year, glean what we know about nurturing rich, deep learning from research and experience, and design learning experiences that will help students to build robust learning skills. The combination of an influx of resources and a system already disrupted and experiencing change presents a unique opportunity to engage in redesign. If you have appropriate expertise on staff, you might charge and support them to develop a new design. If you are already on the journey toward learner-centered learning, now is a good time to accelerate the work. If outside expertise and support will be needed, choose carefully to ensure that the design will be consistent with your vision and deliver the outcomes you seek. (See Designing a New Normal for Learning for a more complete discussion and design criteria.)
The fourth priority is to provide your staff with the professional learning supports, experience, and time to implement the new design as intended. The history of educational change is littered with examples of well-designed models and strategies that failed due to lack of staff capacity and commitment to deliver on them. Start this process with a thoughtful and comprehensive discussion about why a change in design and delivery of learning experiences is necessary to prepare today’s students for the future they will live in. Gain clarity about what the change in design will mean for learners and learning outcomes. Once there is clarity about why the change is important and what it means for instruction and learning, you can likely offer flexibility and support creativity as staff members engage students in the new learning model. The investment in staff capacity and commitment to changing learning experiences for students will be your most important investment now and in the long term. Failure with this priority will likely compromise your vision and risk a significant waste of resources. (See What About Summer Learning for Adults? for a discussion of key elements of effective adult learning.)
The fifth and final priority is to provide the equipment, tools, and facilities that align with the learning experiences you are committed to offering to students. While it may be tempting to start purchasing, remodeling, and constructing new supports now, until the learning model is ready and staff and students have experience with the new approach, you risk spending funds and making commitments that will not align with new practices or support the outcomes you envision.
Admittedly, this is a confusing, pressure-filled time. However, by sorting what is most urgent and important and allocating careful attention and resources to the design for learning and the capacity of staff to deliver on the promise is your best bet. While pressure to act now to remodel facilities and purchase equipment may be high, delaying until needs are defined and clear is a must.

Clearing a Path to a Successful Ending
The end of the year may be only weeks away, but there is much to be done and many potential distractions and disruptions occupy the path ahead. Our role in the final weeks might be compared to clearing the path, showing the way, and preparing for a great arrival.
One of our most important tasks during this time is to listen carefully and constantly. People will tell us what they need and what we need to do, if they believe we are listening. Of course, not everyone will have the same needs and we cannot do everything. What is most important is to be present, responsive, and ready to lead.
Central to our “path clearing” work is a focus on protecting relationships, promoting shared effort, and preparing to celebrate success. Our message in these final weeks is that we are still in this together. We need to support each other. It is not a time to be distracted by petty grievances and meaningless arguments. If we give our best effort, we will be fine. We do not need to worry about what we cannot change. And we need to celebrate successes wherever they can be found.
We need to “cut away” distractions and nonessential activities to preserve time and energy to focus on learning and teaching activities. Nonessential staff meetings might be replaced by video messages, printed updates, and personal conversations. Where possible, we might provide flexibility in deadlines for reports and other end of year paperwork. Look for ways to reduce out-of-class responsibilities. Encourage teachers to collaborate, share, and exchange responsibilities.
Show the way forward by concentrating on a limited number of priorities for the final weeks. Keep learning at the center but avoid placing excessive pressure on people for activities that take time and need flexibility. Focus on essential skills and content, not coverage. Identify and monitor students who have suffered trauma and may be in crisis.
Avoid cluttering the path and creating distractions. For example, where possible, delay announcements of new initiatives and major changes for the coming year. Now is not the time to introduce uncertainty and questions regarding issues that can wait. Consider reserving time at the very end of the year if announcements and changes for next year need to be shared.
Keep the destination in sight and build to an ending high. This year has been a long journey and reaching the end is worth celebrating. Commit to making this the best ending ever. Use your imagination and make it special without having it become a distraction. Create anticipation for an event worth working toward. Remarkably, despite all that everyone has been through, a special ending may be what people remember most when this year fades into history.

Do’s and Don’ts for Finishing the Year Successfully
We are reaching the time of year when the end will soon be in sight. Meanwhile, for many students this a time of transition back to in-person learning after many months, or even a year, of remote learning. These factors and others will add complexity to lives and learning in the coming weeks. We need to be conscious of how the experiences of students may influence their perceptions and behavior in the transition back and respond with sensitivity and patience.
We also may feel pressure to “catch students up” in the weeks that remain, wanting to avoid feelings of guilt if students have not been exposed to the full grade level or course curriculum. Time may feel short and pressure may be intense to make full use of what remains of the year. We need to use the time wisely, but we also need to realize that learning is what matters most. Our priorities need to reflect what we can do with the time and resources available so we don’t become overwhelmed and panic.
To help us think about how we can negotiate our way through the coming weeks, here are some do’s and don’ts to consider.
Don’t:
- Ignore the emotional and psychological injuries and scars experienced by students. Just because students are happy to be back in classrooms does not mean the pain and distraction of family members they have lost, family conflict they experienced, and other myriad issues now are gone. They may be pushed down or set aside for now, but the feelings will resurface and need to be addressed eventually. We need to stay alert for signs of trauma and the needs of some students for attention and support.
- Assume that everything remaining in the curriculum must be covered. In a normal year we may be able to engage students with the full scope of the curriculum. However, this is not a normal year. We may feel as though we must “cover” the full curriculum if we are to meet expectations of us, but what matters most is not coverage. It is learning. In the weeks remaining, our time and the time of our students will best be spent focusing on what they know and what is essential for them to learn.
- Underestimate your role in helping students find their way in learning and life. Students need to feel stability, support, and care, especially now. When we provide a calm, engaging, and purposeful environment, we give students assurance that they can focus on learning. When we give students opportunities to explore, investigate, problem-solve, set goals, and take risks, we offer the autonomy and ownership students need to grow toward independence and “way finding.”
- Give in to resentment or resort to blaming. Like our students, our lives were disrupted, we experienced loss, and we were deprived of celebrations and connectedness. This could be a time when our emotions turn dark, and we look for who to blame for our loss and resent the sadness we experienced. However, our energy and attention will benefit us far more if allocated toward what we can do going forward. How can we make the future better? What have we learned that we can take with us? What can we do to improve the lives of others?
- Assume that life will return to the “old normal.” We and our students have experienced much in the past months. Our students are not the same and neither are we. Expecting life to be what it was prior to the pandemic will likely lead to disappointment. Now is the time to focus on what we can create. We can build on what we have learned, retain what is valuable from the past, and create a future that is worthy of becoming our normal.
- Share your confidence in your students and their ability to thrive beyond the pandemic. Students need to know that we are there for them, especially now. So much has happened that brought uncertainty and confusion into their lives. They need to feel our belief in them, our reassurance and support, and the stability it creates in their lives.
- Focus on purposeful content and useful skills. We can connect what students are asked to learn with the purpose their learning will serve. We can give students opportunities to apply their learning where practical and support them to use their new learning to develop new insights. Where possible we can encourage and support students to use what they learn to create and share with others. Learning is most fun and satisfying when it leads to something meaningful and opens doors to creativity.
- Reinforce with students the value and importance of what they have learned, including what is not in the curriculum and will not be on a formal test. Our students learned many skills and developed an array of habits that helped them to survive, and even thrive, during the pandemic. However, many of the most crucial things they learned will not show up on a test or be included in an academic grade. Organization, prioritizing, managing time, solving resource problems, and mastering technology tools are just a few examples. We need to honor and reinforce these skills and habits as key tools for future success.
- Take time to build community and nurture a culture of inclusion, connectedness, and acceptance. It has been said that “we all have experienced the same storm, but we were not all in the same boat.” Some students will need more time and space to deal with their experiences and feelings of loss. Others may be ready to move forward with less support. We need to be there to respond and support and to marshal the support of peers to help everyone succeed.
- Give students time to make the transition. Some of our students may resist too much direction and close supervision. They have experienced levels of flexibility and autonomy that they value and may not want to give up without reason. Other students may struggle with non-stop school for the entire day, when they have been free to move around and take breaks in other learning settings. We need to be thoughtful about expectations, restrictions, routines, and consequences as students return to learning in the physical presence of others.

Carpe Diem—Seize the Day!
For most of us, the past year has presented more challenges and demands for change than any other time in our careers. It was filled with uncertainty, unpredictability, and constant need for rethinking and adjusting. Some changes worked well and moved us forward. Others had to be reworked and recalibrated before they could be successfully implemented.
For some of our staff members, the rate and nature of change was exciting and invigorating. They were able to develop and try new strategies and approaches that would not have been possible in the absence of the challenges we faced. For these educators, more change in the future is a welcome prospect.
For others, the early stages of the pandemic were filled with bewilderment and confusion, but as time passed, they became more confident and willing to try new practices and adjust to new and changing circumstances. In fact, they discovered that change is not as scary and uncomfortable as they used to believe. The experience has given them confidence and an appreciation for the opportunities change can offer.
Still others began this journey reluctant to change, but they were unable to resist changing in light of the circumstances they faced. The experience has been stressful and exhausting. The prospect of further changes in the transition back and start of a new year is not welcome, especially if it can be avoided.
Of course, clustering individual staff members into such broad groups over-generalizes their experiences and perspectives. Still, it can help us to think about changes to be made for the coming year and reactions any proposals might receive.
We learned many important lessons over the past year about engaging learners, building learning independence, instilling learning commitment and persistence, using technology to support learning, and other aspects of our work. These lessons need to be captured and become part of learner experiences going forward, but support and persistence will be required to avoid a return to the previous state of practice.
This might also be the time to consider changes in key structures such as the daily schedule. Maybe it’s time to move toward a “looping” strategy where students stay with the same teacher for more than one year. Moving to “grade bands” at this time could alleviate some of the issues related to variations in student progress and readiness. Now might also be a good time to introduce flexible learning opportunities such as “genius hours” and “passion projects.” The list could go on.
One thing is certain, choosing to delay changes until after the next school year has started and people have settled into old routines and habits will not make changes any easier. In fact, by then, initiating change is likely to be more difficult and face more resistance. We have what appears to be a window of opportunity to make needed and beneficial changes. Unfortunately, the window will likely close in the coming months if we fail to take advantage of it.
Leadership is about developing and recognizing ideas and opportunities to make things better. Leadership is also about finding the right time to act. We have learned much that is important, new ideas and insights have emerged, and openness to change may be at its highest. Now is not the time to pull back. Carpe diem!
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Watch for Behavior Challenges During Transitions
For months, students who have primarily been in remote learning settings have lived by a different set of behavior expectations than are typical in face-to-face settings. Trips to the bathroom may not require specific permission or a hall pass. There is no need to ask for permission to sharpen a pencil or seek out a needed classroom resource.
Yet, a different set of expectations may accompany students’ transition back to in-person learning environments. Obviously, some expectations are necessary to ensure safety, maintain focus, and avoid unnecessary disruptions. Accounting for the whereabouts of students is important within a school and ensuring an orderly learning environment may require some limits on student freedom and choice.
For some students the expectations will be unwelcome and feel excessively restrictive. Having to ask permission for activities that were self-regulated at home may seem like an attempt to over-control or signal a lack of trust. Having to sit quietly and resist talking with friends that they haven’t seen for months may be a difficult expectation to meet.
The bottom line is: We can expect some student confusion, uncertainty, and even resistance to the behavior constraints they experience as they transition back. For some, the expectation may not be much of an issue and they will make the transition smoothly. Other students may question and complain but will adjust and comply. Still others will predictably resist, pushback, and may even experience meltdowns as they are confronted with expectations that have not been part of their lives for as much as a year.
This reality presents at least three implications for action from us. First, we need to examine the expectations we have for students as they make the transition back. Expectations that are based in tradition but have no compelling purpose need to be abandoned. They are not worth the fight associated with enforcement and they can damage our relationships with students. The expectations that are necessary to ensure safety, preserve order, and support learning need to be presented with a clear rationale and with as much flexibility as we can manage. Where practical, we can invite students to discuss and have input on how the expectations will be implemented and managed.
Second, we need to reflect and consider how students were able to manage greater freedom and flexibility as they engaged in remote learning. Some of the routines and procedures allowed in remote learning settings may work fine in face-to-face settings or may be manageable with some modifications. We learned many lessons about managing behavior and engaging students in remote settings. We would be wise to bring as many of those lessons to in-person learning environments as we can. The fact is that in some cases, students can handle more freedom and responsibility than we have given them in the past. They may need supports and reminders, but the benefits can be significant.
Third, we need to offer flexibility in the implementation of the expectations that students may struggle to meet. We may need to teach some of the procedures associated with the expectations. It is predictable that some students, especially young learners, may not remember routines and procedures that were once familiar. Some students may just need time and support to adjust and have expected behaviors become routine and consistent again. Our challenge is to anticipate and respond with clarity, empathy, and support.
Behavior expectations are not academic learning, but they help to create the conditions under which learning can occur. Our careful planning and management of expectations can offer significant benefits to the learning environment if done well, or result in resistance and disruption if students fail to see the need for or the benefits of the expectations presented to them.

Drive Teacher Success With Five Types of Collaboration
The term “collaboration” is tossed about freely in education conversations. Just about everyone agrees that it is a good thing to participate in. We may even see it as a useful tool for staff to use as they share strategies, make plans, and solve problems, especially now as teachers face new instructional contexts and learning challenges. All of these applications can be useful, but to take full advantage of what a collaborative focus can offer to support instructional success requires that we understand and employ collaborative strategies at a deeper level than is common in casual use.
In fact, there are at least five forms of collaboration available to tap. Each application can serve a need and professional purpose. However, tapping collaboration’s real power requires a match between the strategy and the context and goal. We might think of it as having levels, each offering benefits and serving specific purposes.
Level one: Sharing frustrations and emotional release. Collaboration at this level involves sharing frustrations, recounting experiences, expressing opinions, and describing perceptions. These experiences can offer a sense of belonging, mutual support, and emotional release: important experiences during times of stress and uncertainty. Such experiences can be useful to building community and culture, as long as the dominate tone is positive and supportive. However, this form of collaboration typically does not result in significant professional learning or improvements in professional practice. In short, sharing frustrations and emotional release can be useful in measured doses, but overindulgence diminishes most benefits.
Level two: Growing camaraderie and sharing “war stories.” The next level involves the sharing of insights, knowledge gleaned from past experiences, and folklore of the profession. The focus of this type of collaboration is not on solving specific problems as much as sharing traditional wisdom and beliefs about how things work generally. The sharing aspect of this type of collaboration can build common values and ways of thinking, especially for inexperienced participants. Carefully selected mentors and thoughtful coaches can employ this type of collaboration to onboard new professionals. It can also be a grounding experience for veteran practitioners.
Level three: Sharing solutions. At this level, the focus is on identifying and understanding challenges and sharing solutions that team or group members have tried. This form of collaboration is often what people assume when they hear the term. The goal is to share experiences and learning with others in support of each other’s success. However, since the insights and solutions shared are typically based in the experiences and contexts of those who share them, learning must often be translated, evaluated, and applied in a different context. Thus, the learning value can be limited. This type of collaboration works best with specific problems that are likely to be solved using shared actions and common strategies.
Level four: Solving problems together. This higher level of collaboration invites participants to gain a common understanding of the challenge or problem and then work together to find solutions. Collaborators share their best thinking, unique insights, and expertise with the goal of finding the best solution or set of solutions for all. In its best form, every participant learns and all benefit from outcomes in ways that they likely would not have experienced alone. This approach works best with more complex problems that require flexibility and deeper understanding.
Level five: Co-invention. This highest level invites collaborators to go beyond solving a problem to inventing solutions, approaches, frameworks, and strategies that improve professional practices and offer benefits beyond the specific work and needs of participants. This level of engagement is fairly rare in education, but it offers exceptional professional satisfaction and opportunities to make significant contributions to the field. We can support our most talented and creative staff to grow and contribute through this powerful form of collaboration.
As we consider the unprecedented needs and challenges staff members face, it makes sense to support and position staff to engage in the type and level of collaboration that best matches their needs and context. When we do, we open doors to new relationships, novel insights, a healthy culture, and new ideas and solutions.
Adapted from:
Rickabaugh, J. (2016). Tapping the Power of Personalized Learning: A Roadmap for School Leaders (pp.120-122). ASCD.

Crucial Staff Support in the Transition Back
Schools across the country are in the process of returning to some form of in-person learning. In some cases, students and teachers have not been together for a year. Many school staff have not been able to gather in person either. Now, with roughly a quarter of the year remaining, they will be transitioning to new environments or returning to previous ones while continuing to teach and learn.
In some ways, the transition mirrors the beginning of a new year as routines and expectations are created and adjusted. In-person relationships with students are created and renewed. Meanwhile, classrooms may need to be set up and materials may need to be collected and organized.
For many educators, the pandemic has been a time of extreme stress. Exhaustion is rampant. Returning to in-person settings likely will, at least temporarily, increase these feelings.
While we attend to the needs of students as they return to in-person learning, we also need to provide support for adults. Consider five areas for focus and action.
First, we can be patient. We know that we need to be flexible with students and not try to cover everything in the time remaining. The same approach is warranted with staff. We need to consider what we can let go for now. Where practical, we can provide time and flexibility for staff to find their way. Letting go of some reports, forgoing some responsibilities, and providing flexibility in submission of reports and plans where possible can go a long way in reducing stress and lightening the load.
Second, we can listen. Being open, present, and accessible during and after the transition can position us to hear what may be getting in the way of progress and creating stress. At times, listening may be all that is needed. In other situations, listening may make us aware of actions and adjustments we can make to ease burdens and provide support.
Third, we can help people reconnect. The pressure to move quickly as the transition unfolds can leave people continuing to feel isolated and overwhelmed. Scheduling and protecting time for socializing can rebuild connections and renew important relationships. It can also be a time for comparing experiences, sharing ideas, and providing reciprocal support.
Fourth, we can establish predictable routines. Transitions often feature uncertainty and unpredictability. Establishing regular routines such as Friday morning staff breakfasts, brief stand-up meetings, and/or daily and weekly information updates can create touch points and stability in the midst of the transition back.
Fifth, we can show appreciation. The distractions and struggles associated with the transition become easier to manage if people feel as though their efforts are noticed and appreciated. We can communicate our gratitude through our words and actions, but they must be authentic and not associated with yet another expectation or request. When appreciation is conditional, it loses its value. We can also encourage others to communicate their appreciation. When educators hear from parents, students, and the community that their work is valued, it can be even more powerful.
Transitions such as these are never easy. However, when we offer patience and attention, create opportunities for reconnections, establish routines, and communicate appreciation, the experience can be one that generates pride and satisfaction.

Six Pandemic Experiences That Should Shape Our New Normal
As we look forward to putting the pandemic behind us and anticipate what will become our new normal in the coming months, there is much of what was normal before the pandemic to which we will want to return. We eagerly anticipate the familiar routines and traditions of pre-pandemic times.
There will also be things that we will want to leave behind. Feelings of bewilderment and uncertainty and challenges for which we were not prepared or equipped will become memories. We may have learned from these experiences, but we may not want to have them become constant companions in our new normal.
Equally important are elements and aspects of the pandemic experience that we need to become a part of our future normal. These elements sharpened and expanded our skills. They created connections and led to relationships that made our work better and more satisfying. In short, they made us better professionals. Let’s recognize and reflect on these elements and why they deserve a place in our new normal.
For many of us, the pandemic led us to become more frequent and effective collaborators. The isolation made us seek out and treasure connections, insights, and advice from colleagues in ways we had not experienced prior to the pandemic. We planned together, supported each other, and survived together. As we make the transition to what will be normal, we need to be certain that we maintain the connections we built and the collaboration we experienced.
The sudden and unexpected shifts and new expectations also presented us with the need for real-time and near real-time professional learning. We could not afford to wait for preplanned, dedicated professional development days. Learning often came in small increments. Our learning reflected where we needed to refocus and find success with students in new contexts, using new tools. We learned the value of professional learning under pressure and in the face of extreme urgency. As we make the transition, we need to be certain to take with us what we learned about our own learning and make it a part of our new normal.
We faced the challenge of managing student behavior without many of the tools and levers to which we were accustomed. We learned strategies and approaches for motivating and engaging students without threats and coercion. We found ways to tap student interests, build their commitment, and focus their attention without demanding minute-by-minute compliance. We now have access to a wider array of options to tap intrinsic motivation we can take with us as we make the transition our new normal.
The pandemic also led us to build stronger partnerships with parents and families. We learned more about our students and their lives than what we historically assumed to be practical. Parents came to appreciate the work we do and the commitment we have to their children and their learning. At times, we worked with parents alongside each other as we made our way through unfamiliar territory that asked the best of all of us. Maintaining strong relationships and working partnerships with parents can serve us well as we make the transition ahead of us.
The pandemic also taught us to engage students and nurture learning that matched the readiness of our students. The assumptions and expectations embedded in the curriculum and pacing guide often did not match what students were ready to learn. If we hoped to nurture learning we had to respond to students first and standardized expectations later. Of course, this dilemma was also present in pre-pandemic times. It will be there when we return. The lesson to take with us in the months ahead is that what students are ready to learn must be a driving force in our planning and instructional decisions.
Of course, we learned much about technology, its potential, and how to leverage it to generate learning. The tools we discovered, the strategies we learned, and the potential we tapped helped us to survive and thrive throughout the pandemic. Now we can use our experience and technology-related skills to create flexibility and integrate it with instruction in ways we may never have imagined before the pandemic. Technology promises to be a key element as we build our new normal.
There will be pressure in the coming months to return to the normal that existed prior to the pandemic. However, we need to be thoughtful and disciplined about what we will bring with us. Our challenge is to build a new normal worthy of what we have learned and reflective of how we have grown.