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I'd be very concerned if we try to nationalize or standardize expectations of what counts as competency," she said. "The credit hour is a fundamental academic decision. Faculty should decide what's attached to coursework."

Many colleges embrace Advanced Placement examinations as universal markers of quality, she said. Lawyers and doctors also have rigorous qualifying exams that are essentially competency-based assessments.

This is not the right time to jump off the old credit-hour boat and assume that new competency-based assessments are primed and ready to sail," she said. "And we should definitely not kid ourselves that there are strong standardized tests already available that can do the job for us."

First, successful change leaders clearly articulate the need for change to a variety of audiences in ways that are intellectually coherent and emotionally compelling. The ability to do this requires that change leaders immerse themselves into radically different worlds

nderstand deeply is the world for which they are preparing their students

what skills, what habits of mind, and what dispositions

The best schools, the study found, have strong fundamentals and cultures that believe anything is possible with any student: They “work hard to choose strong teachers with good content knowledge and dedication to continuous improvement.” They are “data-driven and transparent, not only around learning outcomes, but also around soft skills like completing work on time, resilience, perseverance — and punctuality.” And they promote “the active engagement of our parents and families.”

The role of an individual teacher in a school is like a player on a football team: all teachers are vital, but the culture of the school is even more important for the quality of the school

If  a teacher was the most important single factor in improving quality of education, then the power of a school would indeed be stronger than children’s family background or peer influences in explaining student achievement in school.

Most scholars agree that effective leadership is among the most important characteristics of effective schools, equally important to effective teaching. Effective leadership includes leader qualities, such as being firm and purposeful, having shared vision and goals, promoting teamwork and collegiality and frequent personal monitoring and feedback. Several other characteristics of more effective schools include features that are also linked to the culture of the school and leadership: Maintaining focus on learning, producing a positive school climate, setting high expectations for all, developing staff skills, and involving parents. In other words, school leadership matters as much as teacher quality.

At the same time, we need to have the confidence to make decisions on the spot, even in the absence of compelling, complete data.  The qualities needed at the top—openness, authentic listening, adaptability—also indicate that leaders need to be comfortable with and able to embrace the “grayness” that comes from other people’s ideas or situations that arise.

Learning Agility is a reliable indicator of leadership potential because learning agile people “excel at absorbing information from their experience and then extrapolating from those to navigate unfamiliar situations.

In short, Learning Agility is the ability to learn, adapt, and apply ourselves in constantly morphing conditions.

1. Collaborative.

Watch for: (1) Department of Education working to establish a one-stop shop for teacher networks. (2) Commonly accepted guidelines for using YouTube, Facebook, and other social media in schools.

Tech-Powered.

Principals must effectively and consistently model the use of the same technology tools they expect teachers to use in their classrooms with the students. Principals must be consistent in their decisions and expectations about integrating learning technology in the school. The principal's communication about the pace and process of integrating learning technology needs to be clear and reasonable. The principal must provide appropriate professional development time and resources to support effective classroom implementation of technology. The principal must support early adopters and risk takers. The principal must do whatever it takes to ensure that all staff has early access to the very same digital tools that students will be using in their classrooms. As the educational leader, the principal must make it clear to the technology leader that all decisions relating to learning technology will be made by the educational leaders with input from the technology leaders, not the other way around. The principal must set and support the expectation that student work will be done and stored using technology. Principals must ensure that families and the public are kept informed about the school's goals and progress relating to its use of technology as a learning resource. The principal must be an active and public champion for all students, staff members, and the school in moving the vision of fully integrating learning technology for the second decade of the 21st century.

When it comes to high school, both agreed that the current model is outdated. As Khan put it, "Kids get promoted because they were in a chair for four years." Duncan called it a "19th century model" and "neanderthal." Instead, they suggested a competency-based model for promotion through grades rather than one that is time-based. In terms of content and standards, Duncan suggested adding subjects such as computer science, foreign language and financial literacy to the core curriculum. He adamantly defended the Common Core standards as a way for the U.S. to remain competitive globally and ensure requirements don't get dumbed down "to make politicians look good."