The Master Teacher Blog

We know that feedback is a crucial element in learning, especially when learning is challenging, multi-staged, and requires practice and application. Effective feedback reinforces progress, clarifies crucial learning components, lights the path forward, and propels persistence.

However, feedback that fuels learning requires a careful combination of art and skill. It must be provided in close enough proximity to learning efforts for learners to recall their thinking and actions during learning attempts. Feedback needs to be specific enough for students to understand its importance and potential impact. Further, feedback that reinforces learning needs to be objective, not colored by judgement or assumptions. Finally, the feedback we provide must give the learner information they need to take the next steps in learning.

While these elements of feedback may seem clear—even obvious—feedback often falls short in its ability to motivate and support learning when educators fail to heed several factors.  Let’s explore five of these common mistakes and how to fix them.

Mistake #1: Overloading the amount of feedback. We might think that students need to be informed of everything in the work they did worthy of note or in need of improvement. However, learners are limited in the amount of working memory they can manage at any time. Providing students with too much feedback can lead to students ignoring all or the most important feedback we provide.

Fix: Focus on the elements of student work that, if adjusted, would make the greatest difference. Even though we can provide extensive feedback, overloading will not improve learning. If we are concerned that a parent or others might criticize us for not catching every error, we might indicate with our feedback that it is targeted and not all-inclusive.

Mistake #2: Neglecting to connect feedback to learning goals. The presence of learning goals helps us and our students to focus, measure progress, and understand what still needs to be learned. Obviously, the most powerful learning goals include the participation of students in their development and can play a significant role in stimulating and tracking learning progress. Helping students to see progress and understand what lies ahead are important elements of feedback with impact.

Fix: Keep learning goals visible and active in feedback conversations. If established learning goals seem too far off, we may need to break down next steps to help students see how progress can be achieved, even if there is significant distance yet to be traveled.

Mistake #3: Feedback is overweighted with negative information. When students hear what feels like mostly bad news, they can become discouraged and give up rather than use the information to adjust and improve. Feedback that has a productive impact is carefully weighted to provide an accurate picture, while instilling hope for success.

Fix: We can choose our words and focus with the student’s perspective and perception in mind. We gain little by having students feel “buried.” Students also need to hear where they are making progress and what they are doing well. While we may need to share information that suggests the need for improvement, we can do so while sharing our confidence that the student will be successful and that we are committed to helping them to find their way forward.

Mistake #4: Feedback conversations do not include student response opportunities. Telling students where they are showing progress and sharing areas in need of improvement are only parts of effective feedback interactions. Unless students contribute to the conversation, they are unlikely to feel ownership for the feedback they receive. Further, we are not likely to know what students understand, how they react to what they hear, and whether they are committed to using the feedback we provide.

Fix: Give students ample opportunities to share their understanding, areas of confusion, insights about their learning, and to commit to applying the feedback they receive. Depending on the nature of situation we might even invite students to share their perspectives and ideas before we share feedback. In any case, once we have provided feedback, we need to give students opportunities to reflect and clarify what they have heard and discuss what they will do with it.

Mistake #5: Failing to follow up after providing feedback. We might think that once we have provided students with feedback on their learning attempts that we can move on to other things. However, students may find that what they try following our feedback isn’t working, they fail to recall what they heard, or they encounter a challenge that was not discussed in the feedback conversation. Failing to check in and reinforce the feedback we share risks compromising the impact of our efforts and could result in students giving up in frustration. 

Fix: Make a mental or physical note to follow up and reinforce feedback as students attempt to implement what they have learned. Once students have tried to apply the feedback they received, we might briefly touch base to see if they have any questions, inquire if they are making progress, and observe the results of new learning attempts. Our check-in not only helps to determine the impact of our feedback, but it also sends a message to students that we are interested and ready to continue to support their learning.  

Feedback is a powerful tool to support learning. However, it requires more than telling students where they have fallen short and what they need to do to improve. The best feedback is a conversation that builds understanding, instills hope, and stimulates further learning.

Language is a powerful tool for communicating information, concepts, and perspectives. Consequently, we need to exercise care and caution to be certain that what we say conveys the meaning we intend and avoids misinterpretation. This advice may seem obvious. Yet, it can be easy to fall into habits of speech and employ phrases and terms that may not fully or accurately convey what we mean.

We may use certain words and descriptors as informal shortcuts to express emotions and perceptions. They may be well intended, but they can still create confusion, lead to over-generalizations, and reflect meanings that we do not intend. It can be worthwhile to pause occasionally to review some of the terms and phrases we use and consider whether we would do well to avoid or accompany them with explanations or qualifiers. Here are five common education-related terms that might fall into this category.

Drill and kill.

This term is often used to describe practice repetitions, yet not all practice is bad. In fact, practice plays a crucial role in developing expertise. Approaches such as distributed and deliberate practice are key to building high-level skill development and learning retention. At the same time, subjecting students to mind-numbing, seemingly endless drills can undermine motivation and diminish engagement. It is not drills that kill, it is the failure to make practice purposeful, engaging, and useful.

Better terms: purposeful practice, distributed practice, and deliberate practice.

Sit and get.

This phrase is frequently used to describe lecture-based, low-engagement instruction. While passive learning often leads to lack of depth in understanding and absence of learning retention, there remains a role for direct, explicit instruction. Explicit instruction can be a highly useful way to explain new information, set a context for learning, and clarify areas of confusion and misconception.

Better terms: direct instruction, explicit instruction, and responsive teaching.

Learning styles.

This term has been used to describe the concept that students learn best when instruction was presented in the way that matches how students learn best (visual, auditory, and kinesthetic). However, multiple research studies have shown that matching teaching with learning styles does not increase learning. In fact, overreliance on perceived learning styles can limit the amount of learning skills students choose to develop and rely on. A more effective approach is to utilize a variety of modes of instruction when introducing content and nurturing new skills. Generally, the more ways in which students are exposed to new information, the more likely they are to learn and remember.

Better terms: dual coding, learning preferences, and multiple modes of engagement.

Remedial instruction.

This term implies a focus on student learning deficits. It implies that the student is the problem and must be remediated. However, lack of expected learning progress can be the result of many factors. This focus can result in efforts to “fix” the learner rather than discover and build on strengths and target areas in need of support. Unfortunately, remedial education too often features a slower pace for learning when pace may not be the primary cause of the problem. Additionally, remedial instruction frequently engages learners at superficial levels of learning that lack motivating elements and interest-generating experiences.

Better terms: targeted instruction, strategic learning support, and essential skill development.

Ability grouping.

This description implies that we can know students’ abilities. Yet, abilities are complex and varied. We can gauge the skills students are able to demonstrate and their levels of academic performance, but we are not likely to know our students’ full abilities with certainty. Unfortunately, when we group students based on what we assume to be ability, students interpret our judgment of them as being smart or being dumb. Such decisions and interpretations can have lifelong, unjustified consequences. Meanwhile, some students may be very bright but not appear so because they require more time to process and analyze before presenting an answer or solution. It is also true that students included in high ability groupings often are fast learners, not necessarily expert learners.

Better terms: flexible grouping, skill-based grouping, and learning readiness grouping.

We want our words to accurately convey our intentions. Consequently, we need to be careful to select words and phrases that are not likely to result in confusion or misinterpretation. Are there words and phrases you might add to this list as having high potential to be misunderstood or could lead to incorrect interpretations?

We might think of resilience as the ability to tolerate and survive adversity. Finding our way through difficult times is important. However, framing resilience as just getting by can lead us to ignore important dimensions and opportunities often found in adverse and challenging circumstances whether we are a teacher, administrator, or other member of the school team.

Resilience does not have to be a means to get past or get through difficult experiences. It can be the strategy we use to transform how we see our circumstances, discover opportunities within adversity, and a means to resurface with even more confidence and competence as a person and as a professional.

Rather than seeing resilience as solely the capacity to respond, we might think of it as a strategy for reframing our thinking and choosing our response. In fact, we might think of resilience as powered by four factors over which we have control, attitude, gratitude, fortitude, and aptitude. Let’s unpack these four factors and examine how they can shift our thinking and empower us to come back stronger after negative experiences, challenging circumstances, or adverse conditions.

Our attitude empowers our resilience. Attitude is a choice. It is the mindset we bring to life’s challenges. Our attitude is our interpretation of what we face and the story we tell ourselves about what is real and what is possible. When we choose a positive, “can do” attitude we do not deny difficulty. Instead, we open the possibility for growth and opportunity. Our attitude can be the difference between what we see as a dead end and what we perceive as a temporary detour. Our attitude can reframe the setbacks we experience as problems to solve and lessons to learn rather than personal or professional failures.

Our gratitude grounds our resilience. Gratitude helps us to appreciate what we have even when we may not have or be experiencing what we want. Gratitude helps us to remain balanced when not everything is going our way. Gratitude supports and preserves our relationships despite pressure and strain. When we are grateful, we can find silver linings in the face of difficulty without being naïve or dismissing the difficulties we confront. Gratitude helps us to maintain hope and prepares us to bounce back as circumstances change.

Our fortitude drives our resilience. Fortitude is the grit to act despite difficulty. Fortitude is the willpower to persist despite pressure, barriers, and setbacks. Fortitude keeps us going when our motivation dips and our energy ebbs. Fortitude can be as simple as deciding to keep walking and working despite the detours and distractions we face. Fortitude is focusing on next steps and doable actions that will move us forward, even if it is a small amount.

Our aptitude defines and draws on the skills we need to build our resilience. Resilience is not just an emotional response. Resilience involves gaining an objective understanding. Resilience is solving problems and finding answers. Resilience is leveraging our strengths, being smart in the effort and strategies we deploy, and accessing the resources available to us. Resilience is made up of skills we can learn and hone. Difficult times can be rich opportunities for learning, skill-building, and practice. Our aptitude for resilience is built on knowing ourselves, building our confidence, and honing our competence.

We can choose to see hope and possibility in the circumstances we face. We can continue to appreciate what we have even when what we want may be difficult to achieve. We can choose to act and persist even when circumstances challenge us. And we can use the adversity we face to define the skills we need, build the capacity to succeed, and emerge stronger, wiser, and ready to lead.

Not everything that is relevant today is new. Also, not everything that is useful with students originated in education. An excellent example of this observation is a reflection process developed for healthcare professionals several decades ago. Despite how long it has been around, it remains a useful tool to stimulate and guide reflection activities. It is deceptively simple, but surprisingly powerful. The process consists of just three questions:

• What?
• So what? 
• Now what?

This question sequence provides a useful way to organize thoughts, consider implications, and decide next steps. The reflection process works by breaking down information into useful parts. It also clarifies relevance of the topic being considered. Finally, it encourages individuals to take action because of the reflection.

We can use the reflection tool to help students reflect on and learn from conflict, missteps, or misbehavior. Students might use this tool to understand the significance of their effort and persistence in the face of an academic challenge, or to help them reflect on and better understand their behavior in a relationship. Let’s unpack these questions and explore how they might be used to guide and support student reflection activities regardless of topic, subject, or experience.

“What?” focuses on the experience, event, or interaction. In the first step, students describe what happened. They isolate the facts of the matter by recounting what they observed. Students may describe an assignment or project they were engaged in. They may reflect on an event in which they participated. They may recount a conversation, argument, or something they heard. They also detail the role they played in what happened.

Our coaching role during this step of the reflection process is to have students be clear, concrete, and concise. The key is to help students begin their reflection with reality, not what they assume or imagine.

“So what?” engages students in interpreting, analyzing, and contextualizing what happened. In the second step, students describe why the experience, event, or interaction was important. They may discuss why they reacted as they did. They might recount how they felt as the situation unfolded. They may even provide context that explains why they found the experience to matter. Further, students might provide history of a relationship, a struggle to complete a task, or an analysis of their behavior. Finally, this step asks students to consider what they learned through the experience.

Our coaching in this step is to help students to recall what they felt, how they reacted, and what they learned. We may need to ask nudging questions to help students find their way through emotions, assumptions, and other distractions that get in the way while making sense of what they experienced.

“Now what?” focuses student attention on the implications of the experience and future actions. In the third step, students ask themselves what they would do differently if they encountered the same circumstances, challenges, or interactions in the future. They might draw on what they discovered in the second step of the process to determine how they can adjust their thinking and behavior. Students also may find that there are skills and information they need to learn to help them complete this phase. Depending on the situation, students may plan the next steps they will take to resolve the situation or how they will reengage in a project or task. They might even develop a script to use in resolving a conflict.

Our coaching at this stage of the process is to encourage commitment and to help students define, determine, and deploy the steps or strategies they will use to move forward. Students may need our insights and ideas to help them figure out what they will say and what actions they will take.

These three questions may seem simple—even obvious. However, when deployed with thought and commitment, they can generate powerful insights and lead to significant changes in thinking and behavior.

We typically think of resilience as finding our way through a difficult experience or time, recovering, and being able to move past the experience. We may carry some “scars” with us from the experience, but we assume that returning to where we were before is success. Yet, settling for the ability to endure and survive leaves us where we started with little benefit to show from the experience.

As unpleasant as uncertainty, challenges, and change can be, they do not have to break us or even leave us where we were before they emerged. Adversity can be an important opportunity and stimulus for growth and learning. We might look to nature to understand the benefits of approaching challenges with an adaptive mindset. We know that when we stress our muscles in strength training, we become stronger. Trees exposed to persistent, vigorous wind develop stronger, deeper root structures. The stress of forest and grass fires stimulate new plant growth. When predators are introduced to ecosystems, other animals develop greater awareness, avoidance, defense, and escape skills.

Author Nassim Nicholas Taleb in his book, Antifragile: Things That Gain from Disorder, describes three general response options to stress, challenge, and uncertainty:

• Fragile: Unprepared, unaware, inflexible systems and people are likely to break under stress. Rather than endure, they give in to the pressure and abandon the struggle. Adversity leaves them weaker, less able to deal with stress, and with diminished ability to confront the next challenge.
• Resilient: Strong, durable systems and people focus on managing, enduring, and surviving. Their goal is to “live to fight another day,” but not necessarily adjust or improve because of the experience. Adversity generally leaves them where they started: standing, but not stronger or wiser.
• Antifragile: Flexible, adaptive, responsive systems and people view uncertainty, adversity, and pressure as opportunities to learn, adapt, innovate, and grow. Returning to normal following challenging times is not their goal. Becoming stronger, becoming better able to adapt and adjust, and building toward new levels of skill and success are their intended “takeaways” from these experiences. 

When conditions change, new elements are introduced to our world, or new challenges emerge, we can choose to give in and abandon the struggle, endure and survive, or adapt, learn, and grow. The course we choose can have lasting effects on our personal and professional lives.

Certainly, there are times when choosing to fight is futile, or committing to hang on is the best we can do. However, the greatest upside potential lies in leveraging difficult experiences to learn, grow, adjust, and thrive. The question is: How can we make the best use of challenging experiences and emerge wiser, stronger, and ready for what lies ahead? Consider these seven strategies as places to start:

• Interrogate adversity to find lessons you can learn. The lessons you learn may not only be useful now, but they may be good preparation for the future.
• Consider the challenge as an opportunity to innovate. Now can be a time to try something new.
• Explore what beliefs or assumptions may be getting in your way or holding you back. Try flipping your perceptions about the situation and see what new insights emerge.
• Examine the strategies and approaches that appear to be working for others. They may have discovered something that will be useful to you.
• Revisit something you tried that did not work.  Often the “seeds of success” can be found in efforts and attempts that did not fully produce desired results.
• Accept that you hold the power to choose how you will respond regardless of what you face. Embrace the power you have.
• Ask yourself, “What would I do if I were not afraid?” Fear can keep us from considering options and solutions that may involve risk but also hold significant promise.

Adversity is a natural part of life. We will face it regardless of whether we choose or deserve it. The question for us is how we will respond. We can give in, tolerate, or leverage these experiences. The choice we make can make a significant difference to our confidence, sense of control, and ability to deal with what the future holds.

Resource: Taleb, N. (2012). Antifragile: Things That Gain from Disorder. Random House.

We dedicate significant time and energy to preparation for the start of a new school year. Our attention is focused on arranging materials and equipment, learning everything we can about our students, setting the stage for the first several days, and hoping that all will go well. Predictably, not everything goes as planned. There are pleasant surprises, some unexpected challenges, and other “wrinkles” in our plans and expectations with which we need to deal.

As we move beyond the initial phase of structuring, expectation setting, and getting to know our students, our attention shifts to how well our early efforts are taking hold and our students are responding, and whether we are on track for sustainable success. Of course, we probably have a sense for how things are going, but it can also be helpful to have some signs and signals to monitor and assess our progress. Here are seven indicators we can consider.

Students greet us easily and positively as they enter the classroom. Eye contact, smiles, and verbal greetings are signs that students are comfortable with us, and positive relationships are forming. Of course, we need to be positioned to have them comfortably encounter us by standing at the door, greeting students by name, or otherwise positioning ourselves to welcome students.

Students are following established routines and transitions are smooth. It is a good sign if we are spending less time managing behavior and more time is available for instruction, discussion, reflection, and practice. Of course, behavior management will always be necessary. It is the gradual shift in balance that is important to monitor.

Students remind each other of classroom rules, expectations, and routines. Once students understand and are confident in what is expected of them and their behavior, they can be quick to notice when other students ignore or do not follow established norms. This behavior can be a sign that students are no longer relying entirely on us to enforce expectations and classroom culture is forming.

Students are active participants in class discussions and activities. As students become more comfortable and confident, they are more likely to ask questions and seek help when necessary. We can also monitor the levels of enthusiasm and engagement students show during activities.

Students are connecting with classmates. Obviously, some students will have existing friendships and students may be making new friends. Our attention needs to extend to whether we see obvious cliques forming, conflicts emerging, or efforts to exclude classmates.

Students generally submit assignments and complete tasks on time. Our monitoring might focus on whether students are giving adequate attention to detail and are striving to produce quality work. When students are demonstrating good work habits, time management, and organizational skills, the stage is set for a successful year.

Students seem willing to take learning risks, tolerate mistakes, and accept feedback. As the cadence of the school year settles in, we can begin to observe how students see themselves as learners. Confident learners are more likely to accept risks and mistakes as part of the learning process, while uncertain and reluctant learners are more likely to avoid risks and see mistakes as evidence of their lack of ability. How well students accept and use feedback can be a key indicator of how well students see themselves and are likely to grow as learners. 

A good start to the school year makes the remainder of the term or year better. Continuing to build and sustain momentum is much easier than trying to establish connections, create focus, and build culture once negative patterns are set.

A final thought: If you are part of a co-teaching or other type of instructional team, it is important to set consistent expectations and provide consistent responses when students need reminding and redirection. If adults are not on the same page, students will quickly notice, and some may choose to exploit the situation to our detriment.

It is not difficult to find someone willing to give advice. In fact, on most faculties there are people willing to provide seemingly endless advice, often without even being asked. Of course, not all the advice we receive is likely to be of high quality or may apply to our needs and reality.

Our challenge is to figure out what advice might be useful to us and decide what we should ignore. Sometimes the advice we receive is obviously not useful or relevant. At other times, the advice we receive may at first seem worthy, only to discover later that it falls short of what we need. Fortunately, there are some indicators we can heed to help us discern the advice we should consider and follow, and what we should reject or ignore. Here are six signs that the advice we receive may fall short and should be viewed with skepticism. 

The advice is simplistic or absolute.

Example: Students do not have to like you. They just need to respect you.

Certainly, respect is an important element of a positive, productive classroom climate, but respect rarely occurs in isolation. Fortunately, we do not have to choose between having positive relationships and the enjoying respect. The truth is that the most learning occurs, students behave their best, and we feel the greatest satisfaction when students like us AND a high level of respect is present. We can achieve both.

The advice is unrealistic.

Example: Treat every student the same.

This advice may initially sound as though it makes sense, until we consider the unique interests, needs, talents, and learning challenges that students bring with them. What will work best for and meet the needs of some students likely will fail with other students. Our knowledge of and relationships with students can help us to decide what they need, how to guide them, and how best to design learning experiences for them. Typically, advice that includes: “always,” “never,” and “every” is worth examining before following it.    

The advice is outdated.

Example: Memorization and drill are the best ways to ensure student learning.

While there remains a role for memorization and drill can build “muscle memory,” most of what students learn today will require that they understand and can apply what they learn. Learning experiences that build deeper insight, provide thinking tools, and stimulate ideas and connections will carry more lasting value for learners. Actively engaging students in analyzing, synthesizing, and applying what they learn can extend learning retention and make it more operationally accessible for students in the future.

The advice ignores your context.

Example: The most important thing is to cover the curriculum.

To a reasonable extent, we need to engage students with the most important elements of the curriculum. However, curriculum coverage is not what matters most. If students are exposed to information and skills, but do not learn and master them, we will have accomplished little. There are times when we need to slow down and focus on learning, even if it means that we will not be able to address every aspect of the formal curriculum. Of course, when this is the case, we may need to alert colleagues who will be working with our students to ensure that essential concepts and content are addressed in future learning.

The advice conflicts with your core values.

Example: "Focus your efforts on students who have or are close to meeting standards and don’t bother with the rest."

This advice might come as major assessments or accountability measures approach. While the advice might make the data look better, it risks sacrificing the needs and success of students who need our support the most. Unfortunately, following this advice means that we will abandon some students and ignore their needs. All students deserve our instruction, coaching, and support, regardless of where they are in relationship to generating high test scores and meeting learning standards.

The advice ignores your experience, knowledge, insight, and expertise.

Example: If a research study shows that a practice is effective, you should immediately adopt it with your class.

Being aware of current research is important, but many factors can determine whether it can be applied effectively in our context. The age and profile of students involved in studies matter. The conditions under which studies are conducted matter. Replicability of studies matter. Before blindly accepting and applying new research, we need to check its viability and likely applicability in our context, while considering our experience and expertise. 

Good advice can be amazingly helpful, especially in areas where we lack experience. However, not all advice is equal or worth heeding. Consider these six signs the next time you hear advice that leads you to question its value.

Hopefully, the summer has offered opportunities to disconnect from the press and stress of the past year and provided time to engage in other activities and endeavors. Mental and physical breaks are important to our health and feeling of well-being. They can also help us to refresh and re-energize.

However, the beginning of another school year will soon be upon us. These final weeks of summer can be a good time to begin to mentally re-engage. It can also be a time to revisit and maybe shift some important mindsets that can help us to have a successful start and sustain us throughout the year. Here are five perspectives that can help us to balance our thinking and inform our work as we prepare for what lies ahead.  

Less expectations for control and more prioritizing connection.

Classroom management is a key element in maintaining order and a focus on learning. We need to establish routines and clear behavior expectations. However, effective and sustainable classroom management requires more than setting rules and controlling behavior. The best classroom management grows out of mutual respect and strong, positive relationships with our students. Our success in the opening weeks of school and beyond will rest as much on the connections we make with students as they will on the rules we ask them to follow.

Less focus on covering content and more attention to nurturing learning.

For most of us, preparation to become a teacher focused heavily on how to organize and present content. Priority was often placed on coverage of what was contained in the formal curriculum. While these elements remain important, more crucial is what students understand, the purpose learning can serve, the ways in which they can use it, and the value they assign to it. A perfectly presented lesson carries little value if students fail to absorb, integrate, and retain what is presented to them. Now is a good time to remind ourselves that our work is nurturing learning, not just presenting content. We might think of our work as designing learning experiences, not planning lessons. Only when students are active participants in the teaching and learning process can we expect deep and lasting learning to result.

Less preoccupation with deficits and more valuing of assets.

It can be tempting to fall into the habit of focusing on what students do not know, what they cannot do, and the many things they do wrong. Students are not perfect, but every student has unique experiences, multiple strengths, and their own perceptions, perspectives, and strategies for managing life. The more we can identify, focus on, and leverage the valuable assets students possess the more we can build their confidence, gain their trust, and nurture their engagement. Of course, some students may not be convinced of their assets, and we may need patience and persistence to help them shift their thinking and begin to appreciate their assets.

Less pouring information in and more drawing insights out.

Many traditional teaching practices are based on the John Locke theory that students come as empty vessels and need to be filled with the information and knowledge that teachers present. Yet, we know that students come with many experiences, preferences, prior knowledge, and a desire to drive, or at least influence, what they learn. We also know that students learn better when they see connections to things they already know or have learned. The more we can draw out the ideas students have, help them make connections with what they already know, develop insights about what they are learning, and provide them with opportunities and options to influence and use what they learn, the more engagement, commitment, and learning retention we will see. 

Equal priority on products and process.  

During the school year, it is important to not only prioritize student success with grades, test scores, and other outcome measures, but also to equally value the learning process to obtain success along the way. While final products are important, they carry little value if the considerations, decisions, and processes necessary to generate them are ignored or lost. Increasingly, artificial intelligence can generate a product without students understanding context, being aware of sequences, or gaining crucial knowledge. Grasping key principles, managing essential information, developing core knowledge, and other process elements can be equally as important as generating a grade, obtaining a test score, or completing a project. The more we can help students to meaningfully engage in and value the processes that contribute to or generate important outcomes, the better prepared they will be for the world after graduation.

Undoubtedly, the coming year will be filled with its share of challenges and opportunities, delights and disappointments, successes and setbacks. Consider the balance of these five mindsets as you navigate what lies ahead. Also, feel free to add other mindsets that you have found helpful to guide your thinking and inform your actions. 

Now can be a good time to pause and reflect on the current state and preferred direction of our lives and work. With distance from day-to-day professional pressures, problems, and other stressors, we can gain some perspective and consider the larger picture within which we live each day.

Of course, it can be helpful to have some structure to engage in this sort of reflection. Having a sense of where to look and what to consider can help us to be more efficient and gain greater clarity. Whether you are personally looking for self-reflection activities, an administrator looking to engage your teachers in professional development sessions, or a teacher looking for opportunities to have your students work on self-reflection, here are five reflection activities that can be good places to start.

Our Personal Mount Rushmore

A useful initial activity can be to reflect on who would have a place on our personal Mount Rushmore. Like the actual Mount Rushmore, we might identify the people who have helped us to become who we are. Selecting just four or so people might be a challenge, but the idea is to limit inclusion to those who have had an outsized influence. We might also consider what it is about these people that make them worthy of such a place of honor and influence.

Our Personal Board of Directors 

Another activity is to reflect on who is or should be on our personal “Board of Directors.” In this activity, we might identify people in our lives who have the greatest influence on our decisions, provide support, and give us guidance. This activity can help us to be more aware of who is having an impact on our lives in real time. Of course, our reflection might also reveal that we need more people on our board of directors and/or that there may be people on our board of directors who may not be giving us good advice or providing support and who should be removed and replaced.

Our “True North”

This reflection is to identify who in our lives helps us to find our way through uncertain times. They may be the person or persons to whom we turn when we face a moral dilemma. They may be a source of wisdom on which we depend. Or they may provide the emotional support we need to think clearly and decide where to focus. They may not be the person who tells what to do as much as help us to figure out what is best.

Our Life Movie Cast

In this reflection, we imagine that we were making a movie of our lives and need to “cast” it with people who have played various roles in our life story. Who might be the supporting actor or actors? Is there a hero or heroine other than you? Who would provide comic relief? Who fits the role of mentor or guide? Might you identify an antagonist? The idea behind this reflection is to consider the narrative of our life and who is influencing it in what ways and to surface “plot shifts” we might want to make.

Our Shield of Safety

We also have people in our lives who make us feel safe. In this reflection, we might consider who we deeply trust. Who makes us feel seen when we feel invisible? Who makes us feel valued when we doubt ourselves? Who is there for us when we feel vulnerable and need reassurance? These are special people in our lives, especially when we most need support and protection.

This series of reflections may help us to better appreciate those in our lives who have had or are having an outsized influence. They are people who make us who we are. We also may have identified some people we have taken for granted or who may not know what they mean to us. Now is a great time to reach out and let them know how important and special they are. Don’t delay!