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Strong principal
networks
This presentation is a supplement
to the full article. Download more
information, resources, and tools
to help you implement these ideas
in The Learning Principal (Spring,
2013).
Available at www.learningforward.
org/publications/learning-principal.
Download the original article
and accompanying tools
This newsletter was
made possible with
support from
The principal’s job is growing
more complex
Source: MetLife. (2012). MetLife survey of the American teacher: Challenges for school
leadership. NY: Author. Available at www.metlife.com/teachersurvey.
•	 75% of principals feel the job has become too
complex.
•	 69% of principals say the job responsibilities
are not very similar to five years ago.
•	 59% of principals are very satisfied with their
job, down from 68% very satisfied in 2008.
•	 48% of principals feel under great stress.
Job satisfaction increases
within learning communities
•	 Principals who are very satisfied with their
jobs are more likely to participate in a learning
community with principals of other schools
(93% vs. 79%).
•	 Participating in a learning community is more
common among principals who say they are
not likely to leave the profession than among
those who say they are likely to leave (89% vs.
82%).
Source: MetLife. (2012). MetLife survey of the American teacher: Challenges for school
leadership. NY: Author. Available at www.metlife.com/teachersurvey.
Source: Neale, E. & Cone, M. (2013, Spring). Strong principal networks
influence school culture. TheLearningPrincipal8(3). (p. 1).
Principals need ongoing
support
Principals work largely in isolation, and
experience with a supportive community of
fellow principals is rare.
Most principals receive training, are certified,
and then become full-fledged school leaders,
without systems of ongoing learning or
support.
Source: Neale, E. & Cone, M. (2013, Spring). Strong principal networks
influence school culture. TheLearningPrincipal8(3). (p. 4).
Develop a network culture
A strong network culture is critical to successful
learning communities — specifically, a culture
based on trust, collaborative learning, and
collective responsibility.
•	 Principals learn about themselves as leaders
and implement new efforts at school when
they believe the network is a safe space.
•	 Attributes of a safe group: skilled facilitator,
established group norms, and models of risk-
taking by long-time group members.
•	 Facilitators should emphasize sharing,
listening, learning, and increasing leadership
capacity and student achievement.
Source: Neale, E. & Cone, M. (2013, Spring). Strong principal networks
influence school culture. TheLearningPrincipal8(3). (pp. 1-3).
Build trust
Harness the knowledge and capacity that
individual principals bring with them and build
upon their existing strengths.
Discuss national leadership research, explore
school-based problems, examine possible
solutions, and share experiences with
implementation.
Source: Neale, E. & Cone, M. (2013, Spring). Strong principal networks
influence school culture. TheLearningPrincipal8(3). (pp. 1-3).
Engage in collaborative
learning
•	 Maintain a sense of mutual accountability for
all members.
•	 Hold each other responsible for applying what
they learn.
•	 Implement learning communities within
members’own school settings.
•	 Visit each other’s campuses and share
resources to develop a sense of collective
ownership within the learning community.
Source: Neale, E. & Cone, M. (2013, Spring). Strong principal networks
influence school culture. TheLearningPrincipal8(3). (pp. 1-3).
Develop collective
responsibility
Learn more with
Learn more about professional learning at all
levels of education with Learning Forward, an
international nonprofit association of learning
educators:
www.learningforward.org
Membership in Learning Forward gives you
access to a wide range of publications, tools,
and opportunities to advance professional
learning for student success.

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Strong principal networks influence school culture

  • 2. This presentation is a supplement to the full article. Download more information, resources, and tools to help you implement these ideas in The Learning Principal (Spring, 2013). Available at www.learningforward. org/publications/learning-principal. Download the original article and accompanying tools This newsletter was made possible with support from
  • 3. The principal’s job is growing more complex Source: MetLife. (2012). MetLife survey of the American teacher: Challenges for school leadership. NY: Author. Available at www.metlife.com/teachersurvey. • 75% of principals feel the job has become too complex. • 69% of principals say the job responsibilities are not very similar to five years ago. • 59% of principals are very satisfied with their job, down from 68% very satisfied in 2008. • 48% of principals feel under great stress.
  • 4. Job satisfaction increases within learning communities • Principals who are very satisfied with their jobs are more likely to participate in a learning community with principals of other schools (93% vs. 79%). • Participating in a learning community is more common among principals who say they are not likely to leave the profession than among those who say they are likely to leave (89% vs. 82%). Source: MetLife. (2012). MetLife survey of the American teacher: Challenges for school leadership. NY: Author. Available at www.metlife.com/teachersurvey.
  • 5. Source: Neale, E. & Cone, M. (2013, Spring). Strong principal networks influence school culture. TheLearningPrincipal8(3). (p. 1). Principals need ongoing support Principals work largely in isolation, and experience with a supportive community of fellow principals is rare. Most principals receive training, are certified, and then become full-fledged school leaders, without systems of ongoing learning or support.
  • 6. Source: Neale, E. & Cone, M. (2013, Spring). Strong principal networks influence school culture. TheLearningPrincipal8(3). (p. 4). Develop a network culture A strong network culture is critical to successful learning communities — specifically, a culture based on trust, collaborative learning, and collective responsibility.
  • 7. • Principals learn about themselves as leaders and implement new efforts at school when they believe the network is a safe space. • Attributes of a safe group: skilled facilitator, established group norms, and models of risk- taking by long-time group members. • Facilitators should emphasize sharing, listening, learning, and increasing leadership capacity and student achievement. Source: Neale, E. & Cone, M. (2013, Spring). Strong principal networks influence school culture. TheLearningPrincipal8(3). (pp. 1-3). Build trust
  • 8. Harness the knowledge and capacity that individual principals bring with them and build upon their existing strengths. Discuss national leadership research, explore school-based problems, examine possible solutions, and share experiences with implementation. Source: Neale, E. & Cone, M. (2013, Spring). Strong principal networks influence school culture. TheLearningPrincipal8(3). (pp. 1-3). Engage in collaborative learning
  • 9. • Maintain a sense of mutual accountability for all members. • Hold each other responsible for applying what they learn. • Implement learning communities within members’own school settings. • Visit each other’s campuses and share resources to develop a sense of collective ownership within the learning community. Source: Neale, E. & Cone, M. (2013, Spring). Strong principal networks influence school culture. TheLearningPrincipal8(3). (pp. 1-3). Develop collective responsibility
  • 10. Learn more with Learn more about professional learning at all levels of education with Learning Forward, an international nonprofit association of learning educators: www.learningforward.org Membership in Learning Forward gives you access to a wide range of publications, tools, and opportunities to advance professional learning for student success.