Prove It!
If you can change education, you can change the world Edupreneur gives teachers the "how." You already know what needs to be done to improve education, but you may lack the support and processes to bring it to life—and that's where this book comes in. You'll walk through the four stages of innovation—dreaming, digging, making and sharing—and learn how to unleash ground-shaking change from the classroom up. Straightforward, highly practical and kick-in-the-pants inspirational, this book is your new companion for making education work. You'll read about passionate teachers who have raised attendance from 40% to 90%; you'll read about principals who took on the worst-performing schools and turned them around; you'll read about leaders who had the courage to take the reins of a school and turn it from good to great—and you'll learn how they did it and how you're entirely capable of the same kind of revolutionary change. This is a book not just for challenging schools, but for all educators who are passionate about providing a great education for every student, every day. Administrators, academics and politicians can debate endlessly about how to "fix our schools," ignoring the fact that their best innovators and catalysts of change are already right there in the classroom. You have plenty of ideas, so here's your license to make them happen. Edupreneur will help teachers in all schools to: Identify ways to improve day-to-day practice Overcome the challenges that hamper progress Create new solutions that sidestep old roadblocks Collaborate with similarly forward-thinking educators Imagine what education could look like if teachers were practically equipped to bring exciting new ideas to the classroom every day. Edupreneur helps you be that kind of teacher you've always wanted to be, with a clear framework for truly bringing on the change.
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STACEY BARR
First published in 2017 by John Wiley & Sons Australia, Ltd
42 McDougall St, Milton Qld 4064
Office also in Melbourne
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© Stacey Barr Pty Ltd 2017
The moral rights of the author have been asserted
National Library of Australia Cataloguing-in-Publication data:
All rights reserved. Except as permitted under the Australian Copyright Act 1968 (for example, a fair dealing for the purposes of study, research, criticism or review), no part of this book may be reproduced, stored in a retrieval system, communicated or transmitted in any form or by any means without prior written permission. All inquiries should be made to the publisher at the address above.
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Disclaimer
The material in this publication is of the nature of general comment only, and does not represent professional advice. It is not intended to provide specific guidance for particular circumstances and it should not be relied on as the basis for any decision to take action or not take action on any matter which it covers. Readers should obtain professional advice where appropriate, before making any such decision. To the maximum extent permitted by law, the author and publisher disclaim all responsibility and liability to any person, arising directly or indirectly from any person taking or not taking action based on the information in this publication.
ABOUT THE AUTHOR
Stacey Barr is a specialist in organisational performance measurement and its application in evidence-based leadership. She has always loved working with numbers, and organisational performance measurement became her niche early in her career.
Since the late 1990s, she has worked with a wide variety of organisations around the world, particularly in the public sector, to help them make their strategy measurable, develop meaningful measures for what matters, and create a performance culture. Stacey believes in evidence, evidence that helps us learn how to make the impact we want, and helps us celebrate the impact we make.
Outside work, her passion is nature and the outdoors, and just about any physical activity that takes her to it: mountain biking, cycling, trail running, kayaking, and hiking.
Her homebase is in semi-rural south-east Queensland, Australia.
ACKNOWLEDGMENTS
Thank you to Ahmed Shoukri, Andrew Garnham, Andrew Phillips, Anneli Karlsson, Anetta Pizag, Becky Thomas, Bryan Dilling, Charles Assey, Chris MacMillan, Claire Janes, Cynthia Abou Khater, Emily Verstege, Emmanuel Aiyenigba, Gerry Prewett, Helen Tilley, Herman Kasro, Jack Spain, Janet Sawatsky, Jennifer Oxtoby, Jesus Garcia, John Morri, Joscelyn Haggarty, Kathleen Simon, Ken McFetridge, Kerrie Donaldson, Lance Jakob, Leanne Ma, Louise Watson, Maryke Savenije, Mike Davidge, Paul Marambos, Peter O'Donnell, Remy Milad, Ruth Hama, Salome Serieys, Scott Maynard, Shahid Hussain Jafri, Todd Pait, Tony Guillen, Ulrike Neumann, Val Purves, and Wayen Miller, who each reviewed the draft of this book and shared additional stories, references and suggestions for style that improved the clarity of the messages I wanted to share. Your encouragement reinforced the need for this book and my confidence in creating it.
Thank you to the team at Wiley – particularly Allison Hiew, Chris Shorten, Clare Dowdell, Ingrid Bond, Lucy Raymond and Theo Vassili – for your helpful, collaborative and professional approach that made each step of bringing this book to fruition so enjoyable. You've all made me a better author.
Finally, thank you to Matt Church for the conversation that inspired the idea and title for this book in the first place.
PREFACE
This is a book for leaders. Organisations have a mission, a vision and a set of strategic goals. They have these things because organisations exist to achieve something, to make some difference in the world, to serve a purpose. And the job of leaders is to bring that to fruition – to make the conceptual goals a tangible reality.
But how can we know how well that's happening, or if it's happening at all? How can we know if we are leading our organisations to make a measurable difference? Most leaders talk about productivity, efficiency, effectiveness, quality, engagement, best practice, sustainability and profitability. And yet we struggle to inspire our leadership team, and everyone throughout the organisation, to:
• do what's most needed to fulfil the mission
• realise the vision
• achieve the strategic goals.
The world is demanding more and more of organisational leaders. The world wants more transparency – to see the truth about how organisations are performing. And not just in terms of profit, but also how they treat people and the planet. The world wants more accountability, holding leaders responsible for the performance of their organisations. Many leaders may be kept awake at night, panicked by what transparency might reveal about their organisation's performance and how they might be held to account.
