THE MONTESSORI LEADERSHIP INSTITUTE
Montessori Leadership Courses Online
An excellent and convenient way to gain new leadership
skills and understanding, no matter what your current level
of experience and Montessori background happens to be.
For more information visit www.montessori.org.
Customized Live / ������i��e ��t����
Workshops / Professional Development
�� Special focus short courses for Montessori guides
�� Board leadership development
�� Financial and strategic planning
�� Montessori school consulting
�� Personalized Montessori school leadership coaching
�� Small cohort Montessori school leadership coaching
�� Marketing, enrollment, family relationships,
and retention
�� Recruiting, hiring, and building a
strong Montessori faculty team
VOLUME 22 ISSUE 3 • 2020 | WWW.MONTESSORI.ORG/IMC | ©MONTESSORI LEADERSHIP ����
Jim Collins says you must confront the brutal
facts and act. When you see the need for
change you may find the current reality is
painful. You may find that you are not as far
along as you thought, or you may have to
deal with insidious problems. By the way,
Jim Collins, in Good to Great, said you have
to make sure you have the right people on
the bus (Collins, 2001). You remove the
people who cause the damaging problems
and replace them with people who will join
in the vision. This takes courage.
Leadership takes courage. A transcendent
vision starts here. Stanley (2003)
tells us to examine our leadership with the
following contrasts, asking are you fearful
or careful. Fear will paralyze. Care will
allow you to move forward. Here are his
contrasts:
• Careful is cerebral; fearful is
emotional
• Careful is fueled by information;
fearful is fueled by imagination.
• Careful calculates risk; fearful
avoids risk.
• Careful wants to achieve success;
fearful wants to avoid failure.
• Careful is concerned about
progress; fearful is concerned
about protection.
Are you careful or fearful? Several
years ago, while interacting with some
Montessori leaders, someone mentioned
that she had a small school, and her
only certified primary teacher seemed to
have issues with dealing with assistants
and other teachers. In fact, she had been
through 5 assistants in about 3 years. Her
dilemma was that certified teachers were
hard to come by in her region, and she was
afraid she would not be able to replace her.
It takes courage to deal with this common
and destructive problem. It means you
must have hope and or a plan to replace
the problematic teacher with someone who
is able to play nice with others and who is
either trained or willing to be trained. This
is what it means to courageously deal with
your current reality.
When you determine to introduce a
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