In the final chapter of An Ethic of Excellence, Ron Berger addresses the need to support teachers. This chapter in particular is one I think administrators should read. I wish those in business and educational bureaucracy would read it and let it sink it and really reflect on it as well.

Berger points out that teachers do not go into teaching because it’s lucrative. All the bonuses, merit pay, and monetary incentives in the world will not really attract quality teachers in the same way that supporting teachers will. Berger cites the oft-quoted statistic that “[a]lmost half of all America’s teachers leave the profession within five years” (121). I was almost among their number. After my fourth year, I was overwhelmed. There was no support for me. I was burnt out. I had no time to plan or grade, not the time I needed anyway. I was isolated in my own building despite the fact that I was teaching in my former high school and counted among my colleagues some of my own former teachers. I decided maybe I just wasn’t any good at this teaching thing, and perhaps I ought to just pack it in and go into public relations or something. I had some writing skills.

I was out of the teaching profession for about five months before I came back. I taught preschool because it was what I could find in November. The one thing you don’t hear about going into teaching is that jobs are not just going to fall into your lap. People figure everyone needs teachers, so finding a teaching job is easy. Another lie I was told in undergrad was that so many teachers would be retiring in the early 2000’s that they would leave huge gaps, and there would not be enough teachers to fill them all, so we’d have our pick.

At any rate, the entire time I was in public education, I was not given the respect, resources, time, or support needed to do my job effectively, and I would venture to guess that is the case in many (if not most) public school situations. Many people naively assume that private schools have tons of resources. My own experience is that time, resources, respect, and support vary in private schools as well.

I think it starts with what Berger calls “visionary administrators” (121). If you do not have a school with a strong, visionary administration that advocates for and supports its teachers, that doesn’t give its teachers the time, respect, and resources needed to teach well, then it is going to be an uphill battle to stay enthusiastic about your teaching job or even to stay in the profession.

This support needs to go deeper than lip service, too. I have had an administrator that I will call John who swore up and down that he supported his teachers, but in reality, he micromanaged them, didn’t trust them, and was rather quick to throw them under the bus. He was responsible for a toxic work environment. There was no recourse for teachers who worked with him. He was a bully. He did not have what Berger calls the “courage” to trust his teachers, and his teachers didn’t have the tools they needed to innovate, both in terms of actual resources and professional development. Teachers were not involved in “decision making in genuine and significant ways” (150). They were consulted, and if their thoughts did not align with his, he discarded them. If a teacher did have an innovative idea, often John’s way of discouraging it was to send the teacher on a fruitless research and report assignment to prove it would be effective, and no matter what the results of the report were, John would discard the idea if it didn’t align with what John wanted to do. After I while, I stopped bothering to offer my opinion. It was easier to agree with John and do things his way because my opinions would not be seriously considered anyway.

I have learned recently that it’s important to assume people have good intentions. I wish John had assumed that I had good intentions with my students and that I was a teacher because I felt called to teach. I wish he had trusted in my professional expertise. I think that John had good intentions. He wanted a quality education for the students at his school, and he felt very strongly that it had to look a certain way, and his micromanaging of classrooms was intended to ensure teachers were doing what he felt was best.

I think the education bureaucrats and business people involved in making major changes to our educational system have good intentions. They see students who fall through the cracks. They see teachers who aren’t good teachers. They want opportunities for all students. But the way they are going about it is not going to reap the results they are after any more than the way John went about administrating his school achieved the results he was after.

And just like Ron Berger, I don’t have an answer. There is not a magic bullet that would fix all the ills in education. If there were, I wouldn’t be blabbing here on my blog. I’d be writing up the discovery and ensuring I could make a mint on it. But I think it does start with a mindset, as Berger has said in this book:

1. Consideration of the school culture and creation of a positive school culture.
2. Consideration of student learning.
3. Consideration of the craft of teaching and respect, time, resources, and support for teachers.

Berger will give you a lot to think about if you are a teacher, particularly with regards to authentic assessment and project-based learning. But I would highly recommend his book also to administrators, education bureaucrats, and everyone else involved in shaping education policy.