Wouldn't it be nice to be starting work as an ICT leader in a brand new school? Not just a new building, but a new school. You know the situation: the school is opening in 18 months' time, and the Principal is recruiting managerial staff now, of which you're one. One of your tasks, along with your new colleagues, is to recruit people to be in your team. What a wonderful feeling that must be!
As you've probably inferred, I've never been in that situation myself. No surprise there, but this may surprise you: I've never regretted it. It's not that every team of people I've managed has been perfect, far from it. But even 'challenging' colleagues can not only make very valuable contributions to the work of the team, but can help you and their other colleagues grow.
In fact, the very term 'dream team' carries connotations of some sort of notion of wishing to work with people who are made in your own image. People are individuals, and it's that individuality, and the interplay between team members, that is all-important.A good team leader encourages that, and does their best to ensure that the team ethos facilitates it.
Also, recruiting a 'dream team' from the start assumes that the team members and therefore the team as a whole will remain exactly the same ad infinitum. Is that actually good? The dream team of today will surely not be the dream team of tomorrow, unless you're either very good at recruiting, or very lucky.
So where does that leave us? I suggest that the dream team is more about 'soft' characteristics, and not things like qualifications or even experience. I recall once being invited to sit on an interview panel for the appointment of a Head of ICT in a secondary school. In the end, it came down to a choice between a young man who had a great deal of expertise and experience, but who had no 'presence', and another fellow who hardly knew anything technical about technology, but had bags of energy and enthusiasm.
The Headteacher said to me: "I don't know which one would be better." My response was: "Well, it seems to be that you have a choice between someone who has no personality but lots of knowledge, and someone who has no knowledge and lots of personality. You can teach someone about computers, but you can't give someone a personality!"Photo by Hilde Vanstraelen.
In another context, Doug Woods puts his finger right on the button when he says:
21st century education is not about equipment, it’s about approaches. It’s about putting the learner at the heart of their learning and allowing/enabling them to use the equipment you have in creative and collaborative ways.
So, what would your dream ICT team be? The kind of things I always look for are the following, in no particular order:
My dream team
Willingness to co-operate
If there's one thing we know about technology, it is that it will go wrong. Maybe not today. Perhaps not tomorrow. But it will do so sometime. In that situation you need people who can step in at short notice, be willing to swap rooms with you if they don't need the computer lab, or let you use the laptops because what their class was going to is not as urgent as what yours was going to do, etc etc.
I want to work with colleagues who can get the kids fired up. Hey, I want to work with colleagues who get me fired up -- which is pretty tough because I'm fired up to begin with. I don't want to work with people who have seen it, done it, got the tee shirt and are treading water until they retire.
I'm not prepared to accept cop-out excuses like "Well, the kids are all digital natives and so know a lot more than I do" for dumbed-down work that keeps the kids' behaviour under control by the simple expedient of sending them to sleep. I don't care that there are gaps in your technical knowledge — there are gaps in everyone's technical knowledge. But I do expect you to know about teachning and learning.
I think a large part of what makes a team a 'dream team' is the individual strengths of its members. It's impossible to specify these in advance, but to give you an idea of what I mean, here are the strengths exhibited by the members of a team I worked with once:
A: Had excellent discipline, even though she was only in her second year of teaching. I think it was because her main role was a PE teacher, in which listening to the teacher's instructions is of paramount importance for the children's safety.
B: Was absolutely brilliant with students with learning difficulties. She had infinite patience, and could make the most complex concept comprehendible. I asked her to be in charge of ensuring that all our resources were suitable for students with special educational needs.
C: Was a science teacher and doing an MA, so she brought an academic rigour to every aspect of her work. If a student gave an answer like "Because it's more efficient", she would respond by saying "What do you mean by that?" Her students soon learnt to think before speaking, and to be prepared to back up every statement or opinion with evidence. A woman after my own heart.
D: Had the ability to break down activities into even more stages, so that if someone was away when you covered the topic, or couldn't 'get' it, you could use all these extra resources that he had created. He, too, had outstanding reserves of patience and energy.
Well, you can see where I'm coming from with all this, but a few questions arise. Firstly, am I saying that technical expertise is unimportant? Secondly, most of us inherit a team rather than create one from nothing, so doesn't my list really constitute a dream in the sense of having nothing whatsoever to do with reality? And finally, and related to the foregoing question, how do you make sure that people are co-operative or whatever, if they're not?
Is technical expertise unimportant?
No, but if you're going to insist on having something like a degree in ICT before you will even look at someone, you will close yourself off from a great deal of expertise that's around. Also, people can go on courses, and will learn by doing anyway. If they need extra technical support of classroom assistance for a while, then that can be arranged.
How do you 'convert' an existing team into a dream team?
In my experience, people will co-operate, have more self-confidence and be more enthusiastic if you delegate responsibility for one or more units of work to them, and have interesting activities and opportunities for professional development, such as good in-service training, going to exhibitions, attending conferences, and having their lessons observed.
I'll be saying more about delegating a unit of work after the end of this series, but the important thing about delegating the responsibility (as opposed to merely the task) is that the teacher can choose whatever topic they light to hang the concepts on. If they happen to love windsurfing, and can use it as a means of teaching modelling, why not?
Also, this approach actually reduces teachers' workload, as I'll be demonstrating. As for the other things mentioned here, they are all about respecting the person as a professional, and treating them as such.
It's also encumbent on the team leader to notice people's strengths and weaknesses, and to use them and address them respectively.
Bottom line: there's no such thing as a template for a dream team, so you have to think it through for yourself. So your 15 minute task for today is to make a note of the following:
- What are the features of your dream ICT team?
- Which ones are already in evidence?
- How might you address the deficiencies?
Oh, and by the way, you're not allowed to recruit new staff or lose existing staff.