Public Documents versus Personal Privacy: A Balancing Act

There was a time when school officials, i.e., faculty, staff, and administrators, could easily keep their private correspondence separate from their public communication. Sunshine laws across the nation opened up to public access the documents of governmental institutions. Still an individual could consciously prepare documents for public access while keeping their personal lives and correspondence private.

Documents
Documents by definition have always been printed on paper. Then, whoosh, modern communication technologies rushed in, and a document is now just a doc and may never exist in any other than an electronic format. Still the law of the land applies. A school employee creating a doc on a school computer or tablet device--whether of a professional or personal nature--could have it opened up to public inspection under a public records request.

E-mail
E-mail messages are also considered public documents. They are quick and informal, so people can sometimes get careless with what is stated in an e-mail. But educators should remember that every e-mail arrives with a Forward button; it can be forwarded anywhere after it is sent. School e-mail should be restricted to school purposes. Personal party invitations (particularly if the party may involve alcohol) are probably best sent to and from personal e-mail accounts.

One other danger with e-mail being so quick and easy: it can potentially be used to circumvent an open meetings law. Public decisions need to be made in public meetings, not over a few e-mails.

Personal Notes
Now personal notes should remain personal, shouldn't they? Ah, but here is where things get tricky. The hard drives of school computers remain school property. The computing device was issued to the educator to conduct school business, so anything, including letters, notes, and photographs, could be potentially opened to public scrutiny.

Web Browsers
The web browsers of individual employees are also subject to potential public inspection. The public could ask to review the web browser history of an individual. It also can potentially ask for the browser bookmarks an employee has set.

The Trash
Finally, the mundane topic of the trash bin on the computer is important to mention. The fact is that nothing in this digital age ever truly goes away. You can delete your e-mail, but it still remains on a server somewhere. You can erase your hard drive, but probably your files are backed up elsewhere. Or your files can be retrieved with computer forensic techniques. And social media, i.e., postings on sites such as Facebook and Twitter, are beyond your control the moment you hit the enter key.

The Balance
School employees are not automatons for the digital age. They have personal lives. Human interaction and personal relationships remain at the heart of the education profession. Messages should and will recognize the uniqueness of the individuals to whom they were sent. No one has a problem with a personal shopping list being written on a school computer. No one minds that you browsed a vacation destination during your break (as long as it's not some hedonistic, clothing-optional haven). But school employees should try to keep their personal documents on their own personal devices and should send and receive their personal e-mail messages through a third party, e.g. Yahoo Mail, Hotmail, or Gmail.

It is not 1984 (the book by Orwell, not the year); Big Brother is not watching you. However, each and every public employee, using public funds, is charged with the responsible use of those public resources in their trust. This is good. We all pay taxes and expect our tax dollars to be used appropriately and responsibly.

P.S.
If you have some other legal advice or personal insight on this subject, I would enjoy hearing back from you.

P.S.S.
And now, if we could only get our state and federal legislators to be as open and forthcoming as they expect public employees to be!

Student Trips and the Inherent Lessons

As I mentioned in a previous post, I recently led a group of eighth and ninth graders on a trip to Washington, D.C. I have done this several times over many years. I think it is an extremely valuable experience for students to learn about our nation's history and government so that they will one day be better prepared to assume an active role in our republic.

Tragically, the behavior of students touring our nation's capital appears to be deteriorating. Long-time veteran guides and tour coordinators report increasing incidents of poor student behavior on these trips. Once, a rare occurrence, guards at the Tomb of the Unknowns must stop their solemn ceremony for the changing of the guards and sometimes must expel young people from the area as the students refuse to pay proper respect and conduct themselves with appropriate decorum.

Although these student tours frequently take place independent from the schools, I urge teacher leaders, administrators, and school boards to get involved. Decide how you want such tours to be conducted. Select the instructors whom you know will teach and accept only appropriate behavior. Trips of this nature should not be vacations. If so, take them to an amusement park. Make trips to our capital and other important venues a time to build citizenship for our government and reverence for our history.

Good Employee Evaluation is not Formal Evaluation

It may very well be that maybe the best employee evaluations have no formal evaluation procedures at all. Performance improvement should be about relationships and communication rather than documents.

Right now there is a lot of national criticism of the education profession alleging that incompetents are allowed to continue practicing. There is growing public demand for more stringent evaluation procedures for educators, with the thinking that stronger evaluation systems will create stronger employees. So state legislatures are getting into the act and trying to define how evaluations should take place.

Let's face it: if it were possible for quality to be legislated, we would have done it years ago, and we would not be concerned with it now.

The problem with the concept of evaluation as it is defined by code and implemented in practice is that it inherently becomes a negative process. Supervisors must keep score on a secret tally sheet and reveal their findings at a given time when the summative evaluation takes place.

What is missing from this concept is the on-going communication and coaching that should be taking place between the evaluator and his or her charge. In the classrooms, instructors teach and communicate with students on a daily basis so those students will be successful by the conclusion of the class. On the sports field, coaches do not silently watch their athletes only to set an appointment to later review their mistakes. Teaching and coaching are dependent upon open and constant communication.

The key to making this system effective is to develop a climate of trust and open communication where all parties understand that everyone's goal is to make the school as effective and successful as possible for the students. Certainly there can be a place for an annual review. But let the annual performance conference be about setting challenging goals for the growth of each individual and setting up personal learning plans to help the educator achieve those goals.

Let's make evaluation about getting better rather than finding fault.

Image creator: David Castillo Dominici

http://www.freedigitalphotos.net/images/view_photog.php?photogid=3062

Modeling the Five Tech Behaviors We Want from Teachers

Leadership in its most powerful form is leadership by example. If you are a leader of people, you know this. But it is hard work. It is easier to talk about what to do than to actually do it. However, you are reading this because you want to be the best that you can be. So lead out front, modeling the way you want others to follow.

Technology is the future for our students. We know we need our teachers engaging in it. So below are five technology behaviors you need to adopt (if you have not already) if you are to model the skills of a 21st Century leader.

1. Keep reading and stay current.

For years, monthly professional journals were our primary sources. Now we can find experts from all different fields, and they can all come directly to our homes or offices. We already know we have to keep reading to stay current. But now there are technology tools to help us in this endeavor.  First, learn to search online. That's easy. Next, develop a professional learning network (PLN) and watch their posts, follow the links they recommend. They probably posted it because they found it valuable. Finally, learn how to use an RSS feed. Instead of picking up the morning newspaper, click to your RSS reader. News sources and blog posts most relevant to you come directly to you. They find you.

2. Keep searching and find exciting resources.

While you are out there searching, share your information. Post sources the way you see others do in your PLN. You want your teachers bringing exciting thoughts to their classrooms, so you must bring exciting resources to your professional development activities.

3. Communicate and connect with parents and the public.

Share the news. Learn to post directly onto your school's web page. Don't wait for someone else to do it for you. This is the age of instant communication. Learn to create wiki pages to share news, and use blogs and message boards to get your news out.

4. Communicate and connect with peers.

I already mentioned the PLN. It is most powerful when it is online with professionals from around the world. To connect with them, you need social networking tools like Twitter (@DanielLFrazier) and LinkedIn (Daniel Frazier). Learn how to use these tools, and then more importantly, get in the habit of using them regularly.

5. Share and support the profession.

We do work every day because someone laid the foundation for us yesterday, last decade, or generations ago. We have a professional obligation to build upon their foundations and make things better for the next educator. The lessons we learn can be communicated without someone learning them the hard way--maybe the way we did. Share your thoughts, advice, and experiences where others can find them and learn from you.

If you follow these behaviors, you'll be setting an example as a 21st Century leader.

I know I left some things out. (Let's say it was intentional.) Please comment below and offer me your thoughts on what else should be part of this list.

There is Merit to Performance-based Pay for Teachers

Performance-based pay can change teacher performance in a school system. I have direct knowledge of a school that implemented a pay-for-performance system, and things changed.

Here's just one example: a teacher was disappointed in his pay raise and went into the principal to question it. The principal explained that the teacher was not actively participating in professional development. He was checking papers, inattentive, and largely disengaged whenever he was in attendance at school improvement activities. The teacher asked if he would fair better if he changed that. The principal replied positively, and the next year that teacher was a model participant in school improvement and professional development activities. The system worked.

Unfortunately, the system did not directly benefit student achievement as measured by standardized tests. All teachers are generally doing the best job they know how for their students regardless of their pay. They are not holding anything back until they get a bump in salary. Their duty is too important, and they know it.

However, the system that worked with the teacher mentioned above did not work with all. Another teacher asked why her raise was less than others, and it was explained to her that her habit of starting her teaching duties a full week after the students arrived in August was inhibiting her performance. She did not believe it, and she was sure it was unfair bias beyond her control that was holding her down.

And this leads into a big problem with performance-based pay. It is vulnerable to favoritism, cronyism, and politics. Teachers often perceive that some principals may have favorites on staff. Realistically, principals are humans who are receptive to friendships and kind gestures. There is also a valid danger that someone with political power within the school--maybe a relative on the school board--may receive more favorable reviews and better pay than others.

There is a vital key to ensuring that performance-based pay improves teacher performance in a school system. The pay system must be tied closely and specifically to the evaluation system, and the evaluation system must deal with very specific, objective performance standards. The more subjective the criteria, the more the system is open to bias, suspicions of favoritism, and failure.

Everyone Knows Who the Boss Is

I heard a horror story from a friend. She was telling her boss when she was planning her vacation and when she would need time off. Her boss expressed concerns about having enough people on staff at any given time--a legitimate concern. However, she also expressed her equally legitimate concern about when her greater family would need her, and he replied, “You will take your vacation when I say because I am the boss!”

Yikes! I have been an administrator for 20 years, and I have served 15 years as a superintendent of schools--the chief executive officer for the board of directors for a public school district. In all that time, I have never had to remind a single staff member that I had executive authority over them. I always felt it was crystal clear to them without any reminders from me.

It must have been a very insecure person indeed to feel so inferior that he had to point out to one of his charges, “Look at me! I am somebody important! And I can tell you what to do!”

The point is this: employees know who the boss is. They know what it means. They generally respect the person in that position, and they often defer to their boss’ ideas.

So as an administrator, you need the feedback of your subordinates and staff to be your most effective. Do you cultivate this? Do you encourage the input of employees? A good boss not only asks for opinions but also compliments dissenting ideas.

When you are attending a team meeting, do you jump into the conversation right away? Do you try to steer the meeting? Or do you hang back and let people bring forth their thoughts before you weigh in? The boss’ opinion can be a sledgehammer at the table. Make sure you use it judiciously.

Bosses Need to Use E-mail Carefully and Appropriately

I had a boss once who felt his number one job responsibility was to point out to every employee every time the person was any less than perfect. To be as efficient as possible in his crusade to point out our flaws, he would use all means at his disposal, i.e., private conferences, team meetings, telephone calls, voice mails, and e-mails.

There are so many things wrong with this picture, but let’s focus on just one aspect. Personnel evaluation should be about the improvement in performance of the employee. This can best be accomplished through a dialogue--an exchange of views between the supervisor and employee. Some forms of communication lend themselves to this better than others.

Modern technology makes communication easy, but this does not mean this ease is appropriate for personnel performance coaching. Teachers learning how to control student behavior are taught that they need to understand why a student violates a rule. A student may leave his/her desk or speak in class without permission, but sudden illness or a perceived emergency situation may make a breach of the rules entirely appropriate.

Certainly e-mail messages have a Reply button, but that does not mean a supervisor is getting a fair exchange of ideas after the corrective message is sent. In this context and format, a reply is likely to come across as contradiction rather than explanation. Few employees will risk such a venture, especially with an irate boss.

I need to emphasize that the communication from the boss to his or her charges should be predominantly positive feedback. At least 80 percent should be positive, supportive, and complimentary. We tend to get that which we reward, so we need to recognize what individual members of our team are doing well. Then we need to come across very strongly with the positive messages of our appreciation.

However, when mistakes are made and correction is necessary, it should be face to face with an honest and open exchange of viewpoints intended to improve overall performance and that of the organization.


If you have an example of a time a boss misused e-mail, please add it in the comments below.