I have had two careers in my life so far:  one, as a research scientist in a biotechnology start-up and two, as a Montessori teacher.  In both organizations, a successful CEO builds a community of employees and customers with a common mission and business philosophy.  Montessori schools are unique in that the business philosophy should mirror the classroom philosophy being taught to the children and modeled by the faculty.

Montessori philosophy recommends teachers to be high on control and warmth, the qualities of a good parent.  They are warmly affectionate and openly communicative.  A good Montessori teacher expects maturity and quality work from the student to raise expectations and encourage independence.  Montessori teachers also use a peace process to handle conflict in the classroom.  Using these techniques, the teacher creates a strong, safe, motivated learning community.

In a successful school, the administration expects the same from the staff horizontally.  Teachers within the same grade level (Primary, Lower Elementary, Upper Elementary, Middle School, for example) work as a team and hold each other accountable as they do for their students.  They build a strong, safe environment for each other to create lessons, handle difficult conversations with families, and problem solve issues in the classrooms.

But, most importantly, the authentic Montessori school practices this philosophy vertically within the organization.  Starting with the Board of Directors, members must understand the core values of the Montessori classroom – respect, independence, peace, responsibility, and communication.  While meetings may take place behind closed doors, the Board must communicate business decisions and strategic plans with the stakeholders of the school:  the staff and families.  When done poorly, parents and teachers feel insecure, gossip abounds, and the school ultimately loses enrollment and staff.

In addition, the Board must treat staff (including the Head of School) with respect and hold themselves to high moral standards as they model to the staff and families the ideals of the business.  They are there as mentors to the Head of School and staff to help them run the business effectively – outside observers with business and education experience to lend.

Going down the line, the Head of School must act as the liaison between the Board and staff to communicate major decisions, set expectations, develop a professional atmosphere, run the business of the school, and build community with staff and families.  I cannot stress enough the importance of well-timed, regular, short memos to staff throughout the year.  As teachers, we need to understand the mission, know the expectations, receive regular, documented feedback, and be encouraged with praise as we navigate the difficult, but rewarding career of education.

More importantly, a friendly check-in in the classroom, either during the school day, or after school, makes a world of difference to staff.  I know for me, I need a “high-five” every once in a while for a job well done to boost my self-esteem.  When I don’t receive that little pick-me-up, I feel more insecure and worry too much about my job performance.

We teachers know the value of regular feedback to parents and children throughout the year, and on a daily basis.  We need to catch them when they are good, to reinforce good behaviors.  We need to let the parents know their child’s successes more than their mistakes.

The children always know best.  When a teacher has created the safe, beautiful environment, the children show us the way to peace and fun.

Sincerely, Sarah