Student Grouping: What is Effective?

How do we leverage student grouping to best promote achievement?

This is a question teachers and administrators ask themselves almost daily. Unfortunately, there are few clear or easy answers. But we can draw out a few general principles from recent research and other sources of knowledge that may help to inform our instructional practice.

It’s important to acknowledge there’s often a steady pressure on teachers to utilize group work. And for some teachers, grouping students by ability can make serving a wide disparity of different levels of students more manageable.

But there’s an often unstated assumption: group work is inherently superior to whole class or independent learning. But is group work always better than other modes of learning?

Tom Bennett, a British behavioral specialist, argues in an article in American Educator, “Group Work for the Good,” that there is little research to suggest group work is better for academic learning. Bennett cautions teachers to only “use group work when you feel it is appropriate to the task you want your students to achieve, and at no other time.

OK, but what are the times when group work is appropriate? Douglas Fisher and Nancy Frey, in their book, Guided Instruction: How to Develop Confident and Successful Learners, offer some important insight. Here’s a short passage from their first chapter:

“. . . an understanding of memory systems has profound implications for instruction, which include creating systematic and intentional scaffolds of students’ understanding rather than leaving them alone to discover information independently. That’s not to say that students should not work together in collaborative learning; they should. We have argued for productive group work in which students interact with one another and generate ideas to produce individual works (Frey et al., 2009). But this work must center on the consolidation and application of content that students already know. It’s neither the time nor the place to introduce new information. Doing so would overload the working memory system and fail to ensure learning(Bold added).

In other words, new concepts and information should not be introduced during group work. Group work should be used for reinforcing, consolidating, and applying information students have already been exposed to.

So now we’re only selectively and strategically using group work to reinforce content we’ve already introduced to our students. But how do we ensure students are productive during the times when they do work as a group? Here it can be instructive to look at some of the analysis coming out of the business sector. Fostering productive teams, after all, is critical to the success or failure of many modern businesses.

One finding from the business realm that will make immediate sense to educators is that creating a context that fosters shared identity promotes productivity. You can read more about this research in “Spaces the Signal Identity Improve Workplace Productivity,” in the Journal of Personnel Psychology. We know that giving our students a sense of belonging and recognizing who they are and what they bring is critical to fostering a positive school community. But it’s good to know that it also can improve group performance.

Another finding is that how a team communicates is what determines its effectiveness. As presented in an article, “The New Science of Building Great Teams” in Harvard Business Review, effective teams communicate more equitably and with higher engagement. And even more critically for consideration in a school context, socialization outside of formal meeting time has a huge influence on team effectiveness. What this means for educators is that fostering effective group work requires time and training. Furthermore, as described in a passage “Group Dynamics for Teams” by Daniel Levi, this training requires norming, socialization, and building cooperative skills. Educators know that many of our students struggle with social skills and working productively together. These skills must be taught and developed.

Similarly, moving into research from higher education, in “What makes a ‘good group’? Exploring the characteristics and performance of undergraduate student groups” the authors argue that if “team working skills” are “important as a learning outcome, they must be assessed directly alongside the task output.” In other words, if a teacher is going to utilize group work for a task, they must establish explicit learning objectives for the skills practiced in the group work itself, not only for the content of the task. This again reinforces the idea that when we do use group work, we must do so strategically.

This builds off of Robert Slavin’s review of educational research, as outlined in an ACSD article, “Cooperative Learning and Student Achievement,” which suggests that not only must effective group work have group goals and rewards, but also must hold each individual accountable for their contribution. Group work which incorporates only one aspect of those two critical components (group goals and individual accountability) demonstrates little benefit to learning, whereas group learning which incorporates both is far more effective.

Even adult research teams require training and practice to develop intrapersonal awareness, foster shared norms, and to understand that conflict is normal, as suggested by a paper “Creating and maintaining high-performing collaborative research teams: the importance of diversity and interpersonal skills.” The authors further suggest that fostering diverse teams is essential to productivity.

This latter insight, that diverse teams are more productive, may be one of the most useful within a classroom context. Various studies, as presented in an article on Harvard Business Review, “Why Diverse Teams Are Smarter” by David Rock and Heidi Grant, suggest that ethnic and racial diversity makes for more effective, deliberative, and innovative teams. This is an important consideration for teachers when forming groups.

However, it’s important to note that research on homogeneous vs. heterogeneous grouping is mostly unclear. Ultimately, how a teacher chooses to group students must be strategic and based on the task and learning outcomes. But the findings on diversity seem to suggest that our default should be mixing students of different backgrounds and ability.

A synthesis of findings on effective group work

Ok, so we’ve reviewed a fair amount of information on grouping. Let’s summarize what we have so far:

  • Use group work only when it is necessary to achieve the task you are planning
  • Use group work only to reinforce and apply content students are already familiar with
  • Create a classroom and school environment that fosters a shared identity
  • Provide norming, time for socialization, and training in the cooperative skills students will require to work productively as a team
  • Set explicit learning targets for group work skills when engaging in a group task, while holding each individual student accountable for their work within the group
  • Group students heterogeneously to promote greater critical thinking and creativity


Bennett, T. (2015). Group Work for the Good. American Educator. Retrieved from

Channon, S.B. (2017). What makes a ‘good group’? Exploring the characteristics and performance of undergraduate student groups. SpringerLink. Retrieved from

Cheruvelil, K. S., Soranno, P. A., Weathers, K. C., Hanson, P. C., Goring, S. J., Filstrup, C. T. and Read, E. K. (2014), Creating and maintaining high-performing collaborative research teams: the importance of diversity and interpersonal skills. Frontiers in Ecology and the Environment. 12: 31–38. doi:10.1890/130001. Retrieved from

Greenaway, K.H., Hannibal A. Thai, S. Haslam, A., and Murphy, S.C. (2016). Spaces That Signal Identity Improve Workplace Productivity. Journal of Personnel Psychology. 15(1), 35–43. Retrieved from

Fisher, D. & Frey, N. (2010). Scaffolds for Learning: The Key to Guided Instruction. ASCD. Retrieved from

Levi, D. (2001). Group Dynamics for Teams. Sage Publications, 322 pp. Retrieved from

Pentland, A.S. (2012). The New Science of Building Great Teams. Harvard Business Review. Retrieved from

Rock, D. and Grant, H. (2016.). Why Diverse Teams Are Smarter. Harvard Business Review. Retrieved from

Slavin, R. (1988). Cooperative Learning and Student Achievement. ASCD. Retrieved from

Wang, Z. (2013). Effects of heterogenous and homogenous grouping on student learning. Chapel Hill. Retrieved from

Yee, V. (2013.). Grouping Students by Ability Regains Favor With Educators. NY Times. Retrieved from

Group Work Decision Tree

Student Grouping: What is Effective? by Mark Anderson is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. Based on a work at

A Good Question for a Teacher to Ask

“Enjoying space.” by simon73 is licensed under CC BY 3.0

“When teaching the course, I always imagined that one of my students would someday be US president. I would pause before entering the lecture room and ask myself, ‘Twenty years from now, when one of these students is the most powerful person on Earth, what will I regret not having taught? How will I consider today’s lecture a failure?’ Then I would think of the day’s message and make sure it was well understood by all.”

–Physicist Richard Muller, in an interview in Physics Today

A Writing Method That Deepens Knowledge: The Hochman Method


What if there was a method that could not only explicitly teach students core writing skills, but simultaneously deepen their domain-specific knowledge?

Turns out there is: it’s called the Hochman method.

I’d heard about Judith Hochman’s writing method for some time, but only finally got the opportunity to attend a workshop last month. In case you haven’t heard about the Hochman writing method, you can read more about it’s impact in Peg Tyre’s 2012 article in the Atlantic, and get an overview of the method on it’s website.

In a nutshell, Hochman’s method is a systematic, explicit approach to equipping students with the ability to recognize and construct clear and complex sentences, only then moving on to constructing paragraphs, and from there to composition. The vast majority of teachers (such as myself) go straight to composition, then use generalized rubrics that provide little specific guidance on revising for grammar and mechanics.

Students are thus passed on from grade to grade with little instruction on constructing well-written, fluent, grammatically accurate sentences beyond vague comments such as, “Make sure to reread your sentences out loud to check for grammar.”

But there’s even a deeper potential impact of Hochman’s method: it reinforces content knowledge in tandem to building writing knowledge and ability.

In a former post on ideas from cognitive psychologist Daniel Willingham, we explored just how critical–yet how very rare–it is to have a school-wide, systematic curriculum that reinforces knowledge coherently and sequentially across classrooms.

Furthermore, we know from research that one of the most powerful levers for building and reinforcing knowledge is “low-stakes quizzing.” When used to interleave and distribute practice across time, this is a highly effective form of transferring information into long-term memory.

Like many of the findings from the realm of cognitive science, this all sounds great in isolation, but when you try to translate it to a school and a classroom, it gets significantly more sticky, especially in a subject like ELA. Many things we cover don’t fit neatly into a multiple choice quiz.

And many teachers are highly allergic to anything that smells like a standardized test. And even when they aren’t, developing a well-designed and valid multiple choice question is surprisingly intensive.

Here’s where Hochman’s method comes in. Her method provides explicit and clear sentence construction activities that can be applied to any content and that can be used to assess comprehension of texts or topics. This sentence-level work serves the same function, in other words, that low-stakes quizzing would, while also explicitly teaching writing skills.

So imagine this: a school creates an initiative, after being trained in Hochman’s methods, to embed sentence-level activities into every text that is read in social studies, science, and ELA. These activities would serve as formative assessments of content. And once those activities for each text are developed, a resource packet is made that can be used again and again in the future, whether or not a teacher leaves the building. That’s an endeavor that could not only be high impact but furthermore sustainable.

For an example of one of Hochman’s sentence-level activities (Because, But, So), check out Doug Lemov’s post, Hochman’s ‘But, Because, So’ Sentence Expansion Activity. He also highlights Hochman’s distinction between editing and revision here.

Have you used or seen the Hochman method? Do share.

On Knowledge and Curriculum


Forget the presidential debates, this is more important.

I attended a PD today that featured cognitive psychologist Daniel Willingham. It’s pretty rare that my employer, the NYCDOE, offers professional learning that has someone presenting from the academic research realm, so when I saw this was happening, I jumped on it.

I’ve been following Willingham’s articles in American Educator and have read Why Kids Don’t Like School, and I’ve been convinced of the importance of a strong curriculum and building knowledge for a while now, but it was nice to get a direct and clear reminder of what really matters in literacy, especially when that message is so very rare.

There were a lot of great ideas and takeaways on motivating children to read at home and on reading comprehension in general, but there were two main points that especially struck me during his presentation (the summary and phrasing is my own):

  1. Knowledge needs to be “in the mind” in order for reading comprehension to be effortless, rather than a problem-solving struggle to determine meaning.
  2. We can only build the broad, world knowledge required for literacy through a carefully sequenced and structured curriculum.

If you take these points to be accurate, then the implications are quite revolutionary in comparison to the regular practices of most schools and districts.

Let’s break down why this runs so counter to the norm.

Here’s what would need to happen:

  • If knowledge must be “in the mind” (rather than on Google) than that means the knowledge considered worth studying must be reinforced and revisited, tested, interleaved, sequenced, and spaced throughout a school’s curriculum.
  • That means across classrooms and across grades.
  • Therefore, a school needs to have come to a consensus on the topics, texts, vocabulary, and concepts that are most essential to know within and across each academic domain.
  • That means that each teacher (or at the very least, a department head or team) will have to have invested a substantial amount of time, both individually and collaboratively, into studying those texts and topics themselves in order to know how to design a learning environment, projects, activities, field trips, and interim assessments that will provide the access to and reinforce that knowledge for all students.
  • This would of course be accompanied by adjusting the curriculum periodically based on an analysis and reflection on interim assessment data and student work.

Sound pretty straightforward? No. Here’s the norm in most schools:

  • What most prioritizes a school’s focus are external assessments, such as state tests. ELA tests in this vein consist of random passages of text that are meant to focus on isolated reading skills devoid of knowledge. Therefore, what is taught and focused upon are the practice of skills devoid of knowledge.
  • That’s what constitutes an ELA curriculum for many schools.
  • A teacher is either not provided a curriculum, or is provided a curriculum but no support, or is provided a curriculum and support but the curriculum is not oriented around sequentially building knowledge.
  • Even when a curriculum might be provided and might be relatively well-crafted (this is a rarity, and if you know of such a curriculum, tell me. I can name two. Maybe three), I have yet to have seen any curriculum that still does not require a teacher to revise and adjust it substantially based on the needs of their students, the circumstances of their school or classroom, or their own particular style and knowledge.
  • Thus, in those rare schools where there is even a coherent curriculum “in place,” the point made above about investment of time still holds. A substantial amount of time needs to be spent in designing and continually molding the school around and in support of that knowledge embedded within the curriculum.
  • Most of what is taught in different classrooms in a school has little coherency across a school.
  • What is a taught in any given classroom is rarely reinforced via low stakes quizzing across an entire school year.

See the problem? From what I’ve seen in much of the professional development sessions and focus of schools and districts is a focus on individual teacher strategies and practices. But let’s get real. If a school does not come together to determine and design it’s mission around the knowledge and skills it will teach sequentially and systematically, then there will be little impact.

For ideas on how a school might begin to do this work, check out my next post on this topic: On Threshold Concepts & Experiences

Social-Emotional Learning Starts with Adults

“Out of control” , by Erik Pevernagie, oil on canvas

A whole-school approach to [Social-Emotional Learning] means that all the adults in the building — not just teachers and principals, but lunchroom monitors, bus drivers, librarians, and specialists — have to be invested and on the same page with SEL. In their own interactions, as well as in their work with students, adults should model the type of behavior they want their students to exhibit . . .

So while regular professional development can teach adults the nuts and bolts of integrating SEL into the school day, one more step is crucial to a successful program: Ensuring that adults develop their own social-emotional capacities. “Our approach has shifted towards supporting the adults’ own social emotional needs, addressing the stressors they may be experiencing as professionals in education.

—Rebecca Bailey, as reported by Leah Shafer, “What makes SEL work?” on Usable Knowledge

More on the need for adults to have the capacity for modeling self-control: Learning and Teaching Self-Control

Mental Practice Just as Important as Physical Practice


There is now compelling evidence that motor imagery promotes motor learning. . . . It turns out that 20 minutes is the optimal amount of time for a mental practice session, according to a meta-analysis of many physical activities.

—Jim Davies, “Just Imagining a Workout Can Make You Stronger,” in

Honnold keeps a detailed climbing journal, in which he revisits his climbs and makes note of what he can do better. For his most challenging solos, he also puts a lot of time into preparation: rehearsing the moves and, later, picturing each movement in perfect execution. To get ready for one 1,200-foot-high ascent at the cutting edge of free soloing, he even visualized everything that could possibly go wrong—including “losing it,” falling off, and bleeding out on the rock below—to come to terms with those possibilities before he left the ground.

. . . “It’s better over time if you can put yourself in a situation where you experience some fear, but you overcome it, and you do it again and again and again,” Monfils says. “It’s hard, and it’s a big investment, but it becomes easier.”

—J.B. Mackinnon, “The Strange Brain of the World’s Greatest Solo Climber” in, about free solo rock climber Alex Honnold

Much of deliberate practice involves developing ever more efficient mental representations that you can use in whatever activity you are practicing.

. . . What sets expert performers apart from everyone else is the quality and quantity of their mental representations. Through years of practice, they develop highly complex and sophisticated representations of the various situations they are likely to encounter in their fields.

—Anders Ericsson and Robert Pool, Peak: Secrets from the New Science of Expertise

As these various quotes demonstrate, mental practice can be just as critical to performance as physical practice. This type of practice is therefore important to consider in terms of classroom teaching and learning.

This past winter, I was starting to feel set in my ways, so I decided to begin learning a new instrument and began taking tabla lessons. Tabla, in case you are unfamiliar with it, is a drum used in classical Indian music.


It has a long tradition and is accompanied with a syllabic language (“bols”) that signify each type of sound. My teacher constantly stresses the importance in rehearsing compositions mentally as a part of daily practice. His advice makes a lot of sense in light of the research.

One of the best classroom teachers I know prepares by mentally and verbally rehearsing the day’s lesson in the morning.

How can we assist our students in developing the skills necessary to engage in this kind of practice? While it’s pretty clear how this type of practice can accompany a performance, such as sports, dance, music, or theater, I wonder how mental rehearsal could accompany practice in specific academic domains, such as writing, math, or science? How could mental rehearsal be beneficial in related service areas for students with Individualized Education Programs, such as physical therapy, occupational therapy, and counseling?

Initiatives I’m Excited About at My School This Year

There’s an unfortunate narrative that sometimes gets pushed in the ed reform community that charter schools are places of innovation and effective practice, while traditional district schools are maintainers of the status quo.

At my school, Jonas Bronck Academy, there’s a few initiatives that I’m excited to help support in this new school year that I think any school, whether charter, district, or private, might learn something from. Check out a short overview of those initiatives in this presentation:

If you’re interested in learning any more about any of these initiatives or would like to share resources, feel free to reach out to me!

The Mirage of a Mirage: On the New TNTP Report on PD


Today I went down to DC* for TNTP’s release of their Mirage report on the (non)impact of professional development on teacher effectiveness. TNTP presented an overview of the findings, then journalist Amanda Ripley facilitated an interesting panel with USED’s John King, teacher Jennifer Corroy Parras, DC’s Kaya Henderson, and AIR researcher Dr. Michael Garet.

The big story is that teacher PD is 1) enormously expensive, yet 2) there’s no silver bullet. In other words, teaching is complex (glad ed reform world is beginning to acknowledge this), so we still are very far from knowing what improves teacher practice at scale, yet we’re investing a lot of time, energy, and money in it willy nilly.

There are a lot of aspects to explore, and the panel touched on a number of them. Ripley provided some nice framing of the systemic issues, such as that most PD (and US system of ed at large) is disjointed and incoherent, and that there is a general lack of clarity around what effective teaching looks like, accompanied by high expectations. She noted that this lack of clarity and high expectations for teachers parallels student experiences in our educational system, with both teachers and students leveling off in performance after an initial 5 years.

Both John King and Kaya Henderson pointed out that an oft missing link in PD is a focus on curriculum, a point on which I strongly concur. Curriculum provides the frame, the backbone, the structure that daily guides student and teacher experiences in the classroom. Without that structure and purpose, we are left with the incoherent gloop that Ripley first referred to.

TNTP’s report is incredibly insightful and useful–if enervating–material. I feel like it’s also important to define the kind of PD which the report mainly seems to abide by. I’ll admit that I haven’t yet dived too deep into the report, but from an initial scan of the survey questions and findings, I obtained the distinct impression that they mostly mean “PD” as in a specific dosage or frequency of a prescribed intervention that results in a change in an individual’s teacher practice within the classroom (and which should then ideally translate into improved student outcomes).

When I think of PD, I think of teachers sitting together around a table and collaborating to design common assessments, curriculum, resources, and examining student work and data. This was a component of TNTP’s teacher survey (noted as informal & formal collaboration, and peer time), but the report notes that an equal amount of such time was dedicated to this in both “improvers” and “non-improvers.” But I think there’s one key aspect of such collaborative time that we need to delineate, and which I believe could distinguish between those two populations: how teacher collaboration and planning time connects to a school-wide system.

Let me give some specific examples of what I mean to make this tangible:

  • A bi-weekly 8th grade-level team meeting working to horizontally (within the grade) align curriculum and assessments and strategically build  and reinforce content knowledge and skills
  • A weekly ELA department team meeting working to vertically align curriculum and assessments (and strategically build  and reinforce content knowledge and skills)
  • A PBIS system of agreed upon (developed both school-wide and via grade-level teams) infractions, consequences, and rewards
  • An established vision for utilizing advisory time to provide social-psychological interventions, accompanied by planning time to design these interventions, and time to analyze and assess their impact

You could go into both an effective and ineffective school and witness such use of collaborative time–but the key is how that teacher collaboration ties into a coherent, school-wide system.**

Admittedly, though, this all goes back to the great complexity not only of teaching, but of working in a school. There are so many variables behind what goes into anything remotely approximating either “PD” or “teacher practice” that it is difficult to define what we’re looking for, and even more difficult to do well consistently and to replicate and scale across different contexts.

I came back to NYC with three takeaways that best summarize my thoughts from the TNTP report . We would do well to consider the following in education reform:

  1. Coherency (in curriculum & assessment, first and foremost)
  2. Clarity (in expectations, feedback, and roles for teachers and students)
  3. Hard work (and more hard work)

*Thanks to Educators 4 Excellence for this opportunity

**I think this is what may have contributed to the differences between the charter and district schools in this study. The charter network was more effective in supporting their teachers effectiveness and growth over time. Charter schools often have much tighter and coherent school-wide structures and systems tied to assessment, curriculum, teacher practice, and observation.

Ebola: Public education and politics don’t mix

By CDC Global (Ebola training) [CC-BY-2.0 (, via Wikimedia Commons
I cleaned my desk for the first time in what may well have been months last night before toddling off to bed, and realized that this very simple physical act heralded a psychic straightening up as well–I feel like I just crawled out from under rock today.

Though this is my 6th year teaching, I still feel incredibly overwhelmed during these first few months. I’m the kind of person who likes to focus on one thing at a time and do it deeply and well, but there’s so many things to juggle all at once during this time that I can barely think straight and yes, lack even the capacity to sift through the piles of spam credit card mailings and other refuse of modern society accumulating on my desk at home. It’s one IEP after another, along with negotiating new ICT relationships and work loads, but I’m just starting to feel like I’m getting a handle on everything again and am able to start looking past the tip of my nose.

Finally. Sort of. Still have a pile of grading I’m supposed to get through tonight which I’ll probably end up postponing until my bus ride tomorrow morning. But anyway. I digress. You clicked on this because I wrote EBOLA in the title, right?

An interesting article I read while experiencing a bout of insomnia last night–“Ebola in the U.S.—Politics and Public Health Don’t Mix” by Judy Stone in Scientific America–outlines an interesting disparity between practitioner reality and policymaker agendas in the reaction to the outbreak of Ebola.

Interesting, because it could just as readily be applied to the realm of education. Don’t believe me? Read the following lines from the article below with the frame of education–rather than health care–in mind:

It’s fine to have policies for isolation and employee health. Administrators love that, and it looks great when JCAHO (Joint Commission on Accreditation) comes around. The problem is that we need training, practice, and the ability to demonstrate our infection control skills. … Unsurprisingly, now US nurses are saying they are unprepared for caring for Ebola patients. …

We don’t need high tech to control Ebola. …

We don’t need posturing from politicians from the 2016 GOP presidential hopefuls and conspiracy theorists. …

We need an infrastructure that considers all the players who need to work together. We need to be proactive, as New York has been, with using “fake” patients to test hospital readiness and practice drills to identify lapses in procedures.

We need a health care system that cares for all, even for those without insurance, without causing them to delay seeking care until they are seriously ill, perhaps infecting others in the process (e.g., tuberculosis, more commonly).

And we need to take the politics out of funding for public health and research.

So, too, in education. In the public, psychological “emergency rooms” of classrooms, we don’t need ideological posturing from politicians and conspiracy theorists about the Common Core. We need training, support, and in-classroom modeling and practice. We need infrastructure. We need equitable funding and resources. And so on.

Daily Practice

By geraldford (Fickr: Sojiji Meditation Cushions)
[CC-BY-SA-2.0 (, via Wikimedia Commons

In my last post, I discussed active listening and it’s fundamental importance in leadership, yet noted how difficult it is to maintain as a daily practice.

In fact, I concluded, the “reality is that the work of being a truly alive human being is truly difficult to turn into a daily practice. And that’s probably the real work of any kind of “leader” worth their salt.”

A recent article on The Atlantic by Christine Gross-Loh entitled “Why Are Hundreds of Harvard Students Studying Ancient Chinese Philosophy?” elucidates some further thought around the importance of daily practice:

The smallest actions have the most profound ramifications. Confucius, Mencius, and other Chinese philosophers taught that the most mundane actions can have a ripple effect, and Puett urges his students to become more self-aware, to notice how even the most quotidian acts—holding open the door for someone, smiling at the grocery clerk—change the course of the day by affecting how we feel. . . . 

While all this might sound like hooey-wooey self-help, much of what Puett teaches is previously accepted cultural wisdom that has been lost in the modern age. Aristotle said, “We are what we repeatedly do,” a view shared by thinkers such as Confucius, who taught that the importance of rituals lies in how they inculcate a certain sensibility in a person. 

I love that quote from Aristotle tied into the idea that small, mundane actions can have profound effects on our own psyche.

I thought about this in relation to our past discussions on this blog on the principle of obliquity, and it made me think about the inevitable annual SMART goals we are so often asked to set as professionals. These goals can be useful for focusing our thought and purpose at the outset of a year, to be sure, but the notion that we could possibly predict how we will grow within the chaotic course of a rollercoaster school year is laughable.

How much better would it be to set oblique goals, focused on tangible, mundane, concrete acts that we can perform daily!

In such spirit, I have established two personal daily practice goals, which I believe will do more to establish my “leadership” trajectory than anything else:

  • To sit in meditation each morning for at least 15 minutes
  • To intentionally conduct active listening with at least 1 person each day
These practices sound deceptively simple, yet could have profound implications.
Writing those goals is easy. Implementing them daily—or merely a few days a week—is much harder.