trust

My 2024-2025 Reflections

/ Dave Eberwein / 1 Comment

There’s so much I am grateful for as Superintendent. But if I had to name just one thing that stands out, it’s this: I get to be part of a professional community that never stops striving to be better. Every day I’m surrounded by people who challenge and inspire me to grow — people who believe deeply in creating spaces where every learner can thrive. Together, we’re not just educators. We’re leaders. And we’re building something meaningful.

Like everywhere else, our district is affected by global issues. The global social and political realities of today are significant and impacting us in unexpected ways. In some of my previous posts I have commented on things such as the current political turmoil, economic uncertainty and social media biases — where we have seen the marginalizing of people because of their beliefs and personal preferences. I have blogged about the problems of racism, bigotry and hatred — because they are important topics for me — areas where we need conversation and action against them. As a school system, we have an obligation to combat these intolerances and be strong in our belief of being the places of kindness and understanding — the places where students feel welcomed, safe and included.

Tucker catching up on some critical down time

These are some of the current influences that are shaping my thinking and wonderings. With this as a backdrop, I’ve compiled a short list of 4 areas of personal reflection that I’d like to share — areas where I’ve spent some time — at work, on my drive home or perhaps walking Tucker:

  • Student Success
  • Artificial Intelligence & Education
  • Political and Economic Upheaval
  • A Personal Perspective

Student Success

We are 1/2 way through Strategic Plan 2022-2027 — and making some good progress in: Literacy; Indigenous Learner Success; Mental Health & Wellness; and Global Citizenship.

School Plans, Personal Growth Plans, Long-Range Facilities Plans, staff recruitment, the Information Technology Plan, budget planning and many other areas are all examples of how we align our efforts to the Strategic Plan, building on what we know works well as well as trying new things to make us better.

The Enhancing Student Learning Report (Sept 2024) provides a great overview of our successes and areas where we still need to focus.

Here are some sample results:

  • Overall student literacy rates are showing improvement including for students with complex learning needs. There is still a difference in literacy rates between Indigenous and non-Indigenous students, but the gap is narrowing.
  • Overall, students are feeling welcomed and safe at school. There has been a significant improvement of Indigenous students feeling a sense of belonging.
  • It is clear that having an adult with whom every child feels connected makes a tremendous difference in students’ sense of safety, as well as feeling valued for who they are in this world.
  • Graduation rates for all students continue to show a steady increase, with the biggest increase seen for the 6-year Indigenous student graduation rate increasing from 56% (2022-22) to 73% (2023-24).

These are just a few of the trends we are seeing. I encourage you to look over the entire Report when you have some time. While there is still much work to be done — especially as it relates to building equity — it is important to acknowledge the efforts our staff are providing in building successful learning opportunities for the students in our care.

Artificial Intelligence and Education

This is an exciting time to be in K-12 education.

In the words of a friend and colleague, “The AI you’re using today is the worst it’s ever going to be.” Being the most recent ‘disruptive technology‘, AI is altering the educational landscape — changing how we lesson plan, increasing accessibility to the curriculum, as well as how we assess student progress. It also provides opportunities within the business side of our system.

But, this newest of technologies also comes with questions and worries. We’re not ignoring these, but instead we’re building a foundation of understanding that is continually evolving alongside of the technology. By embracing the conversation, we have the best opportunity to leverage its possibilities, while being cognizant of ensuring its appropriate use.

In Saanich, we produced a foundational document (Framework for Generative AI in Saanich Schools) that provides some of the ‘bumper pads or guiderails’ for AI in our schools. It is not the final word on how we use AI, but it does give us the foundation from which to build awareness and understanding, as well as increase our system capacity in capitalizing on this new, and evolving tool.

We hosted two staff GenAI Think Tanks this year as well as a virtual Parent Information Evening with 300 parents registered.

Our goal in these ongoing conversations is to share our current knowledge and progress, ask questions and continue our learning journey. We don’t have all of the answers. By asking questions and spending the time charting a path forward, we remain committed to being informed and progressive. We see the possibilities that AI can bring to our teaching and learning environments.

Stay tuned for continuing updates next year.

Political and Economic Upheaval

I have never intended for this blog to serve as a political platform—that has never been its purpose. Yet, remaining silent in the face of today’s turbulent political, social, and economic climate would be to ignore the wild uncertainty that surrounds us. This global instability is reverberating across all levels of governance — national, provincial, and local — leaving no community untouched, including here in British Columbia. Government budgets are in a state of flux, and school districts are not immune from the effects of this global uncertainty.

A Personal Perspective

Life is filled with moments that take your breath away and remind you there is a bigger picture . This past year, one of those moments was the birth of our granddaughter, Ophelia. What a pure bundle of joy! And, she just had her first birthday.

Baby Ophelia – 1 year old

Her brightness and inquisitiveness, the pure joy when she tastes new food, the giggles when you play peek-a-boo, and the screams of delight when you blow bubbles in her neck — they all put into perspective life’s priorities.

While there are many pressure points in our professional lives — in the end, what matters most are the people.

It is Ophelia and others like her who bring the greatest meaning to our lives and our priorities — both personally and professionally.

See you in September!

For those of you returning next year, I look forward to connecting with you again in our schools and district office. And, if you are off to new adventures thank you for being part of our community of learners. I wish you well.

Thank you to everyone who has entered my world this year — you have made an impact and a difference. I wish all of you a summer of rejuvenation, and opportunities to do the things that may get pushed aside during the busy school year.

Dave

(This post was written without the support of Artificial Intelligence.)

Hiring Our Leaders – What Matters Most

/ Dave Eberwein / Leave a comment

I’ve seen commentary that people who are wealthy must be great leaders. That is typically not my ‘go to’ as I’ve seen some wealthy people who aren’t the most honourable. Having lots of money doesn’t automatically translate into exceptional leadership. Instead, I look for leaders with exceptional personal values — things like compassion, transparency, consistency and honesty. This being said, there are people in this world who are both wealthy and of high moral character.

Warren Buffett is one of those people.

When he speaks and writes about his values, they transcend the boundaries of finance. The following is a great example:

When one talks about integrity, especially when hiring for leadership positions, it can sometimes be an afterthought for some organizations — and that is a huge mistake.

Integrity in our leaders is what builds trust, and trust is the cornerstone upon which successful organizations thrive. Integrity, intelligence and energy are a forceful combination that can help drive organizational success. However, without integrity, a leader who has both intelligence and energy can be dangerous and even destructive.

Leaders need to possess a strong ethical compass to ensure that their decisions and actions are guided by principles that foster respect and belief in their values.

I have talked about this importance of integrity before, when I discussed the critical importance of CHARACTER (Leadership, Character and Congruence – Oct 2023). Integrity and character are intertwined — they both represent that same intangible, and critical quality that helps build long-term organizational success.

The other two traits that Buffet discusses — intelligence and energy — are undoubtedly valuable in a leader. Intelligence allows for strategic thinking and problem-solving, while energy drives motivation and productivity. However, without integrity, these other two qualities lead to manipulation and dishonesty. A leader who lacks integrity often uses their intelligence to deceive and their high energy levels to pursue selfish goals, ultimately harming the organization and its people.

Buffett reminds us that leadership is not merely about achieving results, but about how those results are achieved. Leaders with integrity create an environment where employees feel valued and respected, leading to higher morale and productivity, and it fosters a culture of transparency and accountability essential for long-term success.

This creates a ripple effect, encouraging employees to act with their own honesty and responsibility.

Effective Leaders lead with Integrity

In today’s fast-paced environment, the temptation to prioritize short-term wins over long-term values can be tempting, yet disastrous. Organizations must look at future leaders beyond their resumes and job qualifications, to assess their character and values. This involves evaluating their past behavior, decision-making processes, and their commitment to ethical principles.

  • Do they resolve situations by holding true to the values they espouse?
  • Are they a person who handles difficulties with grace, dignity and accountability?
  • Are they honourable when no one is looking?

Leadership in education is about the long game. You build productive change by living true to one’s values. Your personal and consistent commitment to them is the game changer for positive results. Leaders who uphold this principle are better equipped to make decisions that benefit their organizations in the long run, even if it means sacrificing immediate rewards.

Furthermore, integrity in leadership is not just about avoiding unethical behavior; it is about actively promoting ethical practices. Leaders with integrity lead by example, demonstrating the importance of honesty, fairness, and respect in all aspects of their work.

So, while intelligence and energy are critically important, they must be grounded in a strong ethical foundation to be truly effective. When hiring leaders ensure that integrity comes first, second and third. Only then, will the leader’s intelligence and energy push your organization to greater heights.

(NOTE: This post was created with the assistance of AI on the Warren Buffet quote, however, there was significant input in the final product from the author’s own beliefs and content.)

Political and Social Changes: Leading in Unpredictable Times

/ Dave Eberwein / 2 Comments

If you had asked me even 2 years ago if the world’s political and social climate would have been this unpredictable, I’m confident my answer would not be the same as it is today. From our recent BC provincial election, to the recent change in the American presidency, and a possible significant change at the Canadian federal level as well, our political and social realities are undergoing massive upheavals.

There is a bubbling social undercurrent where voices of intolerance, accusation, and finger pointing are becoming more noticeable.

Building an Effective Team Should be Critical for Every Leader

How do educational leaders continue their important, collaborative work of building an inclusive, welcoming and engaging environment during this time of uncertainty?

Authenticity … the substance of effective leadership.

Being authentic is a critical component of creating an environment where everyone feels important — where trust flourishes and people grow. Leaders need to focus on their authenticity more than ever at this critical time of change.

But what exactly makes authenticity so vital in leadership, and what must leaders do to achieve it?

Authentic leadership is rooted in self-awareness, transparency, and a strong ethical foundation. Leaders who are authentic stay true to their values and communicate openly with their teams. This transparency builds the trust which is critical for employees to feel that they are engaging with a real person rather than a façade or a simply another person with a title.

Higher levels of employee satisfaction, personal productivity and collaboration can be the result. When employees trust their leaders, they feel more secure in their roles and are more committed to their work — they feel valued and respected. High-trust companies report significantly lower stress levels, higher energy at work, and greater overall satisfaction (“Authentic Leadership: What it is and Why it’s important”, Harvard Business School, Dec 2019).

Transparency

One of the key ways authentic leadership fosters trust is through transparent communication — both from the leader themselves but also from the organization as a whole. Leaders who are open about their decisions, challenges and successes create a culture of honesty and integrity. This openness not only builds trust but also encourages employees to be more forthcoming with their own ideas and concerns. As a result, the organization becomes more collaborative and innovative.

Empathy Builds Connections

Empathy

Leaders who genuinely care about their employees’ well-being and development are more likely to earn this critical trust and loyalty. Empathy involves understanding and addressing the needs and concerns of employees, which in turn fosters a supportive and inclusive work environment.

Self-awareness

To cultivate authenticity, leaders must first develop self-awareness — understanding their own strengths, weaknesses, values, and motivations. Self-aware leaders are better equipped to lead with integrity and make decisions that align with their core values, which in turn suggests they are more likely to be confident, purposeful, and value-driven.

Vulnerability

Being Vulnerable with Your Team Can Help Build Trust

Another strategy for cultivating authenticity is to practice vulnerability. Leaders who are willing to admit their mistakes and learn from them demonstrate humility and openness. This vulnerability can help to build trust, as employees see their leaders as relatable and human.

Consistency

Leaders must consistently act in ways that reflect their values and principles. This helps to build credibility, as employees know what to expect from their leaders and can rely on them to act with integrity. Consistent behavior, especially during the difficult times, reinforces the trust that has been built through transparent communication and empathetic leadership.

Strong Relationships

Finally, authentic leaders focus on building strong relationships. This involves taking the time to understand each team member’s unique strengths, challenges, and aspirations. By fostering these relationships, leaders can create a sense of unity and shared purpose within the organization. This approach not only builds trust but also enhances team cohesion and performance.

This is The Way

This is The Way

We are in a time of tumultuous political and social change — a time when strong, effective leadership is even more critical.

The effective leader understands that now, more than ever, being authentic and trusted is the way to improvement. By being self-aware, transparent, empathetic, and consistent, we cultivate an environment where employees feel valued, respected, and motivated — key requirements for an engaged work force and a thriving educational environment.