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Transforming from normal to new normal leadership is the single most important variable in sustainable success.

transforming how you lead is difficult because leadership has become, more than ever, a team sport. A leadership team’s ability to become more adaptive requires not just individual change, but collective and coordinated change.

Something makes us think that greater speed should require more intense focus on the road immediately in front of us. In reality, it is exactly the opposite.

The most powerful and dramatic shift you can make toward new normal leadership is to reset your and your team’s perspective, to follow the racer’s rule of thumb and look out of the top 1/3 of the windshield. Like in racing, focusing farther ahead is the key not only to speed, but also to both seeing greater possibility and avoiding potentiallydeadly disruptions.

What stands out most about how this team works is the time commitment they make to developing and maintaining up-and-out perspective.

“Perspective is worth 80IQ points.”

However, managing speed requires more than perspective. Leaders also need to develop alignment.

In organizations, alignment is what makes foresight an accelerant.

Resetting perspective is the most powerful evolutionary step you and your team can make toward new normal leadership.

With strategy, sensemaking pushes leaders back into the role of explorer rather than just decider.

With leadership development, sensemaking forces leaders to teach high potentials how to learn, rather than what they know.

Sensemaking — especially when approached as a team with a goal of producing aligned foresight — gives an organization one of the most remarkable assets imaginable: clarity of possibility.

education that is student-initiated, interdisciplinary and co-planned by students and teachers together

“It’s about doing work that matters,” Richardson said. “It’s about connections. It’s about play. It’s about cultures where kids and teachers are learners.” When schools have a set of beliefs about learning and enact those beliefs through practice, but don’t anchor what they are doing in today’s context, they may be doing something progressive, but also a little irrelevant. Beliefs and contexts without practice leads to ineffective teaching. The sweet spot for a very different type of education system lies in the Venn diagram of all three: beliefs, context and practice.

It can be difficult to interrogate longstanding policies and choices, but if districts, schools and individual educators can’t reflect on what’s working and what isn’t, articulate a change, and begin doing it, the education system as a whole will become irrelevant.

During the back-to-school orientation, Maker Mentors staffed the spaces, demonstrated making, distributed information and created a buzz of excitement for the new year.

The main reason why the ESBC is gaining a reputation as Germany’s most exciting school is that its experimental philosophy has managed to deliver impressive results.

“In education, you can only create change from the bottom – if the orders come from the top, schools will resist.

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