Que passos você pode tomar para se preparar para um papel de liderança na Liderança Educacional?

1. Continuously enhance your knowledge: - Being intentional about investing in professional leadership training while teaching teacher is important for a professional pivot into leadership. 2. Visibility in the workplace ensures that your contributions and skills are noticed - Showcase achievements: Increased visibility allows others to recognize and appreciate your accomplishments, making a stronger case for your promotion. 3. Your network is your net-worth - The relationships you build in your career, your "network," can contribute significantly to your overall professional worth. A strong network opens doors to opportunities, collaborations, and support, enhancing your career growth and success.

Leading in education is less about preparation and more about realization. Get into it if you are passionate about kids, education, and want to make a difference by changing lives. Are you compassionate, kind, and empathetic? If yes, we need you. Don't enter this field for any reason other than your pure desire to do this noble work of educating kids by putting their interests first.

Expose yourself to challenging situations, try to understand why people act how they act and get to know yourself. Listen carefully to others, but make your decisions based upon your own well based judgement. Finally: Be brave, but always keep your eyes focused on your goal.

Just like any other leadership role, the same in higher education set up demands a host of personality traits including empathy, ability to shoulder responsibility, integrity, innovative mindset, strategic thinking, desire for continuous learning and unlearning, upskilling and reskilling. Additionally change and conflict management, handling peer ego clash within the team especially while delegating authority and responsibility, networking skills, judicious (not overly) use of technology and self-discipline are some of the other important areas that leaders need to frequently assess themselves and take corrective measures to stay on course.

Understanding the strengths and weaknesses can help in self-assessment. This is the first step to preparing yourself to become an educational leader. A second and very important step is to analyze the skills you have and those you need to learn. Upskilling yourself is essential for a leader. I believe in continuous learning and to keep my learning curve growing I keep attending webinars, and training programs and also get certifications. Thirdly, it is important to create your plan keeping the vision in mind. Break the path into smaller milestones and work towards it. Last but not least, networking with like-minded people and getting a mentor or a coach can help you be motivated.

Unfortunately, as teachers we get very comfortable with our small groups of coworkers. However, making connections outside of our school, community, district, etc., is vital if you want people to consider or think of you when they know new leadership opportunities will be opening up.

I'v seen that teaching can be compared to art. It needs creativity in order to accommodate the diverse of learners from all spheres. Learning is a continuous phenomenon as teachers also learn from the students through feedback obtained from the results produced. It gives teachers the opportunity to look back and reflect on the methods used and make changes.

The most amazing thing about networking is the fact that you can actually start today and right now! How can you do that? Don’t know maybe by starting following me? I don’t know just be creative and start today and you will see how powerful is networking actually is…good luck!

Educational settings can end up becoming very insular - it is only when you move to a different setting that you realise just how unique and diverse each setting is. You can usually always find people that believe things should stay the same, but as a leader you should not be one of them. Create connections with others to keep your eyes open and perspective wide.

Networking and establishing superficial connections is accessible to anyone, but true leadership lies in cultivating relationships and serving others by offering assistance and fostering mutually beneficial outcomes. Strive to be remembered for the positive impact you leave on people and make sure your leadership journey leaves a lasting, uplifting imprint.

Make sure you understand learner variability and how to ensure your school is designed to support it. Now more than ever, schools must be designed to support the range of learners in a classroom but leader preparation has not caught up. I implore leaders to take it upon themselves to build this essential knowledge. 3 things you should know: 1. What is UDL? Resource: @katienovak 2. What is learner variability? Resource: @jessicajackson at Digital Promise 3. What is effective inclusion? Resource: Maryland Coalition for Inclusive Education For free learning resources, follow me on Instagram @tonistedtalk and subscribe to my podcast, link in my bio.

Staying up to date on research-based best practices can really be beneficial to your career as an educational leader. As a thought partner I often refer educators to What Works Clearinghouse to calibrate current educational practices and build collective expertise.

What I see is, teaching is like technology. You never have the latest trend or tech. There is always something new. Developing and researching continuously allows you to stay up to date with best practises. Your learners and the way they are to be educated changes everyday. To be the best you can be is to continuously upgrade yourself to empower them. The internet has made our world small and we can access various methodologies to use. Fixing challenges, becomes easier because of all the information we now readily have at our finger tips. Develop your knowledge base and it will make you a confident leader, who can easily find solutions to problems and to find enjoyment in your profession. Confident leader, equals a confident team.

Knowing best practices and research certainly help a lot but I think it's one's own reflection that guide him/her to respond to new situations and challenges.

Research is all good and well, but the implementation of the research is far more decisive than the research in and of itself. I have had conversations with head teachers of large secondary schools, who have justified a decision because of a piece of research, only for it to unravel why they have used it in their particular setting. You must know you children, your staff, your parents, your demography, and a whole range of other factors before you start implementing 'off-the-shelf- research.

Build your leadership skills by offering to lead a school initiative or suggest one of your own. Demonstrate your ability to be a collaborative team player. Be confident in sharing your expertise with colleagues and humble in asking questions and advice that can further strengthen your skills and contributions to the school.

Vision and values are often intertwined, but are quite distinct. Whilst your vision is long-term, it should be constantly evolving, depending on new situations or opportunities. Your values however should remain a constant through the vision-building process. They may change over time, but the fundamentals should not.

In German we have a saying that goes: Paper is patient. Especially in education, we don't need more paper. We need examples of best practice. The best way to develop your own vision and prepare to lead is to get that done. And then, if possible, find ways to multiply the blessing.

You only make it to leadership positions by expanding and developing your skills; This does not stop once you arrive in your position. If anything, your learning should accelerate, pushing yourself to become an even more accomplished leader. As a wise leader once said to me, "The day I believe I know everything, is the day it's time to quit."

Be comfortable to do the most uncomfortable stuff. Support, model and be there for the most difficult situations. Do not interfere if tasks are even not as well managed as you would've wanted them. Compliment publicly and celebrate according to the 80/20 principle. But give feedback in person if not upto mark.

Educational leadership requires the ability to communicate with a wide variety of stakeholders, and to work with and through others, not just on your own. Get comfortable in front of an audience and hone your public speaking and group facilitation skills. For example: develop and deliver a professional learning session; offer to facilitate a group planning or decision-making process; or present information and seek feedback from a parent audience. Authentic practice with groups will help develop both the skills and the confidence needed in a leadership role.

Take a self assessment and 360 assessment to get a flavour of your current leadership strengths and areas for development - through your eyes and those you work with. Attend specific leadership development courses outside of education to develop your expertise - typically education-focused ones look too heavily at context (schools, children, behaviour etc) and not enough at the art of leadership. And if you can, get a leadership coach to support your reflection and growth, and a mentor from a different sector who is also a skilled leader, so that they can support your holistic growth. As a teacher/headteacher who spent 20 years in the sector, this is the advice I needed and didn't get!

Make sure to remind yourself: it is not about you. Leaders can often get caught up in the job, busy work, and personal development to the point where they have no energy left for their teams and students. When this happens, they start directing and operating from an empty cup, not realizing why they feel so burnt out. If leaders neglect the fulfillment that comes from helping their teams and prioritizing their students, they will inevitably lose the spark that once excited them to pursue a position in educational leadership. It's crucial to remember that true leadership is about serving others and fostering their growth.

Invest half of your time understanding the academic policies and the other half understanding your team. The former will help you plan and latter will help your deliver