Reflecting on Joys of Teaching

Sometimes one has to admit that life’s glass is half-full not half-empty.

This week I was asked to participate in a promotional video for Hoover High School.  I reluctantly agreed to do it, reluctant because for years I have been an outspoken critic of my own profession.

Playing the cheerleader role is not typecasting for me.

However, the more I thought about being on camera to talk about the place where I have worked since 1989, the more I realized how proud I would be to talk about what makes my job meaningful.

When I first became a teacher, I never thought I would be in the classroom this long.  After doing computer work for 12 years, I figured I would teach for about 10 years, then go on to do something else.  I assumed that was going to be my life’s pattern—changing careers every decade.  Never did it cross my mind that I would devote the bulk of my adult life working with children.

In the blink of an eye, here I am, one of the oldest teachers on campus, not knowing what happened to the past 30 years.

I did not recognize it much back then, but as I approach the sunset of my career, I can see how blessed I have been to work with young people and have the opportunity to help them in their life’s journey.

To prepare for the video interview, I was given a couple of questions to think about.

“If you were a parent of a student, why would you be excited to send your child to Hoover?”

For the non-academic classes.

While there’s nothing wrong with our English, math or science classes, taking marching band, culinary arts or journalism enriches the day for students where instead of sitting in a chair passively, they have the opportunity to do, to get involved, to make learning come alive through playing an alto saxophone, baking a bundt cake or posting a video to Instagram called Humans of Hoover

In my journalism class, I give students the responsibility of running a business.  They create the work, manage the work, publish the work.  They teach each other desktop publishing and editing programs that enable them to do their jobs.  Such independence reveals what matters most to them and their peers.

Being self-reliant is something all parents desire, and being self-learning is something all teachers desire—both happen at Hoover.

“What do you love most about coming to school every day to teach these students?”

In short, not knowing what questions or comments students will have.  Some may view such unknown variables as nerve-wracking; I find them stimulating.

There is a duality to teaching:  spending hours developing lesson plans timed to the minute, but being prepared for the spontaneous reaction of students.

You never know what provocative question or profound connection a student may formulate.

Then there is the student work—the writing, the speech, the video—that reveals their thinking and learning.

Yes, some students fall short demonstrating their knowledge, but many succeed.  Especially gratifying are the non-A students who hit a home run once in a while.

Just the other day, a boy who has struggled most of the year gave a moving speech, better than everyone else in the class.  I was so proud of him knowing that he was the same young man who had tears in his eyes last semester when he botched his first oral.

Doing this interview gave me pause to reflect.  When you work day after day, year after year, you lose track of the big picture.  Stepping back to look at the large mosaic built over time is quite illuminating.

Once in a while it is okay to view life’s glass as half-full; in fact, right now, the cup runneth over.

GUSD Supers Not So Super

Ask any student to name the most influential person in their education experience and most likely the student would name a teacher.   Rarely a principal.  Never a superintendent.

Which is why when GUSD announced that Dr. Winfred B. Roberson, Jr. would no longer be in charge of the district, the news generated more of a ripple than a tsunami.

Roberson now joins the ranks of recent GUSD supers who seem intent on not staying very long.

Since I began my career in GUSD, there have been 9 superintendents including 4 interim appointees.  That averages out to a new one every 3 years.

Looking at the past three decades, each successive superintendent leaves Glendale earlier than his predecessor.

Robert A. Sanchis’s term ran 14 years, James R. Brown lasted 8, Michael F. Escalante 6, Richard M. Sheehan 5, and Roberson 3.  It is getting to the point where whoever becomes the next superintendent might as well hold the title of “interim.”

The Brown Center on Education Policy at the Brookings Institution found that the average tenure of a superintendent is between three and four years, concluding that “hiring a new superintendent is not associated with higher student achievement.”

With changes in superintendents comes shake-ups in other upper management positions.  The instability is alarming.  If a school had as many teachers coming and going, the education of children would be negatively impacted.

This begs the question:  how important is a superintendent, the highest paid employee in the district at a quarter of a million dollars?

New superintendents tend to establish their authority via some new cockamamie education program that is mandated for implementation in all classrooms without teacher input.  Veteran teachers know to ride such fads out and don’t get too riled up about it because it will last as long as the superintendent remains in office.

When Sheehan was here, he persuaded GUSD to sign a five-year contract worth $3.4 million with Massachusetts-based Curriculum Associates to use their i-Ready diagnostic testing program.  The edict:  evaluate each kindergartner through 12th grader three times a year. One year later, Sheehan left.  Not soon thereafter, the massive endeavor was quickly downsized.

In its hunt for the next super, GUSD has a list of seven employee search firms expected to submit proposals.  Often the cost is around $25,000.  One of those is McPherson & Jacobson, hired by GUSD in 2016 who found Roberson.  Since he did not work out, why is this firm even in the running?

And with the high turnover rate, one wonders if it might dissuade a quality candidate from coming here.

I understand the importance of hiring an experienced superintendent, but since the recent ones came outside of the district and didn’t have a prior stake in the community, the school board should consider hiring a fresh face from those who currently work at district headquarters, especially those who taught in Glendale schools.  They would be less likely to leave thus offering stability, something this district desperately needs.

Meanwhile, the portraits of GUSD’s superintendents keep decorating the wall in the Board Room.  Roberson, Sheehan, Escalante and company (including the 10-month legacy of 1937’s Norman B. Whytock) will forever remain memorialized, while the faces of teachers who have devoted 25, 35, 45 years of service are nowhere around.

But here’s the thing—despite the maneuvers of the school board and the high turnover rate of upper management, Glendale students still receive a quality free education.  Unfortunately, the people responsible for it remain invisible in the halls of district headquarters.