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30+ creative ways to use Padlet for teachers and students

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I’m always excited when I’m using Padlet. Is it the interface, the way everything is designed, its purpose or the fact that I’m organizing things smoothly? I don’t know. It just makes me happy.

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Blake and Mouton defined five leadership styles based on these, as illustrated in the diagram below.

Figure 1 - The Blake Mouton Grid

The Leadership Grid® figure from "Leadership Dilemmas - Grid Solutions," by Robert R. Blake and Anne Adams McCanse (formerly the Managerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company, Copyright 1991 by Grid International, Inc.

Let's take a look at the five leadership styles in detail.

1. Impoverished Management - Low Results/Low People

The Impoverished or "indifferent" manager is mostly ineffective. With a low regard for creating systems that get the job done, and with little interest in creating a satisfying or motivating team environment, this manager's results are inevitably disorganization, dissatisfaction and disharmony.

2. Produce-or-Perish Management - High Results/Low People

Also known as "authoritarian" or "authority-compliance" managers, people in this category believe that their team members are simply a means to an end. The team's needs are always secondary to its productivity.

This type of manager is autocratic, has strict work rules, policies and procedures, and can view punishment as an effective way of motivating team members. This approach can drive impressive production results at first, but low team morale and motivation will ultimately affect people's performance, and this type of leader will struggle to retain high performers.

They probably adhere to the Theory X approach to motivation, which assumes that employees are naturally unmotivated and dislike working. A manager who believes people are self-motivated and happy to work is said to follow Theory Y. You can learn more about these theories in our article, Theory X and Theory Y.

3. Middle-of-the-Road Management - Medium Results/Medium People

A Middle-of-the-Road or "status quo" manager tries to balance results and people, but this strategy is not as effective as it may sound. Through continual compromise, they fail to inspire high performance and also fail to meet people's needs fully. The result is that their team will likely deliver only mediocre performance.

4. Country Club Management - High People/Low Results

The Country Club or "accommodating" style of manager is most concerned about their team members' needs and feelings. They assume that, as long as their people are happy and secure, they'll work hard.

What tends to be the result is a work environment that is very relaxed and fun, but where productivity suffers because there is a lack of direction and control.

5. Team Management - High Production/High People

According to the Blake Mouton model, Team Management is the most effective leadership style. It reflects a leader who is passionate about their work and who does the best they can for the people they work with.

Team or "sound" managers commit to their organization's goals and mission, motivate the people who report to them, and work hard to get people to stretch themselves to deliver great results. But, at the same time, they're inspiring figures who look after their teams. Someone led by a Team manager feels respected and empowered, and is committed to achieving her goals.

Team managers prioritize both the organization's production needs and their people's needs. They do this by making sure that their team members understand the organization's purpose, and by involving them in determining production needs.

When people are committed to, and have a stake in, the organization's success, their needs and production needs coincide. This creates an environment based on trust and respect, which leads to high satisfaction, motivation and excellent results. Team managers likely adopt the Theory Y approach to motivation, as we mentioned above.

Applying the Blake Mouton Grid

It is important to understand your management or leadership style, so that you can then identify ways of reaching the target position of Team manager.

Step One: Identify Your Managerial Style

List five or six recent situations where you were the leader.

For each situation, place yourself on the grid according to where you believe you fit.

Use our self-assessment leadership quiz to help you spot your traits.

Step Two: Identify Areas Where You Can Improve and Develop Your Leadership Skills

Look at your current approach. Are you settling for "Middle-of-the-Road" because it's easier than reaching for more? Think about whether your style suits the situation you are in.

If you feel that you are too task-oriented, then you can try to involve your team members in creative problem solving, improve how you communicate with them, or work on your mentoring skills. Or, if you tend to focus too much on people, it may mean becoming clearer about scheduling and monitoring project progress, or improving your decision making.

Continually monitor your performance and watch for situations where you slip back into bad old habits.

Step Three: Put the Grid in Context

The Team Management style is often the most effective approach, but there are situations that call for more attention to one area than the other. For example, if your company is in the middle of a merger or some other significant change, then it can be acceptable to place a higher emphasis on people than on production, to guide them and reassure them through a potentially difficult time. Likewise, when faced with an emergency, an economic hardship, or a physical risk, concerns about people may be put to one side, for the short term at least, to achieve good results and efficiency.

What Are the Disadvantages of the Blake Mouton Grid?

Theories of leadership have moved on a certain amount since Blake and Mouton proposed their model half a century ago. In particular, the context in which leadership occurs is seen as an important driver of leadership style. And in many situations, the Team Manager as an ideal has shifted towards the "Transformational Leader."

So use the Managerial Grid as a helpful model for identifying your basic leadership style, but don't treat it as an "eternal truth."

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The Blake Mouton Grid - Leading People and Producing Results

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Blake and Mouton defined five leadership styles based on these, as illustrated in the diagram below. Figure 1 - The Blake Mouton Grid The Leadership Grid® figure from "Leadership Dilemmas - Grid Solutions," by Robert R. Blake and Anne Adams McCanse (formerly the Managerial Grid by Robert R. Blake and Jane S.

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emotional intelligence
When it comes to happiness and success in life, EQ matters just as much as IQ. Learn how you can boost your emotional intelligence, build stronger relationships, and achieve your goals.

What is emotional intelligence or EQ?

Emotional intelligence (otherwise known as emotional quotient or EQ) is the ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict. Emotional intelligence helps you build stronger relationships, succeed at school and work, and achieve your career and personal goals. It can also help you to connect with your feelings, turn intention into action, and make informed decisions about what matters most to you.

Emotional intelligence is commonly defined by four attributes:

1. Self-management - You're able to control impulsive feelings and behaviors, manage your emotions in healthy ways, take initiative, follow through on commitments, and adapt to changing circumstances.

2. Self-awareness - You recognize your own emotions and how they affect your thoughts and behavior. You know your strengths and weaknesses, and have self-confidence.

3. Social awareness - You have empathy. You can understand the emotions, needs, and concerns of other people, pick up on emotional cues, feel comfortable socially, and recognize the power dynamics in a group or organization.

4. Relationship management - You know how to develop and maintain good relationships, communicate clearly, inspire and influence others, work well in a team, and manage conflict.

Why is emotional intelligence so important?

As we know, it's not the smartest people who are the most successful or the most fulfilled in life. You probably know people who are academically brilliant and yet are socially inept and unsuccessful at work or in their personal relationships. Intellectual ability or your intelligence quotient (IQ) isn't enough on its own to achieve success in life. Yes, your IQ can help you get into college, but it's your EQ that will help you manage the stress and emotions when facing your final exams. IQ and EQ exist in tandem and are most effective when they build off one another.

Emotional intelligence affects:

Your performance at school or work. High emotional intelligence can help you navigate the social complexities of the workplace, lead and motivate others, and excel in your career. In fact, when it comes to gauging important job candidates, many companies now rate emotional intelligence as important as technical ability and employ EQ testing before hiring.

Your physical health. If you're unable to manage your emotions, you are probably not managing your stress either. This can lead to serious health problems. Uncontrolled stress raises blood pressure, suppresses the immune system, increases the risk of heart attacks and strokes, contributes to infertility, and speeds up the aging process. The first step to improving emotional intelligence is to learn how to manage stress.

Your mental health. Uncontrolled emotions and stress can also impact your mental health, making you vulnerable to anxiety and depression. If you are unable to understand, get comfortable with, or manage your emotions, you'll also struggle to form strong relationships. This in turn can leave you feeling lonely and isolated and further exacerbate any mental health problems.
[Read: Building Better Mental Health]
Your relationships. By understanding your emotions and how to control them, you're better able to express how you feel and understand how others are feeling. This allows you to communicate more effectively and forge stronger relationships, both at work and in your personal life.

Your social intelligence. Being in tune with your emotions serves a social purpose, connecting you to other people and the world around you. Social intelligence enables you to recognize friend from foe, measure another person's interest in you, reduce stress, balance your nervous system through social communication, and feel loved and happy.

Building emotional intelligence: Four key skills to increasing your EQ

The skills that make up emotional intelligence can be learned at any time. However, it's important to remember that there is a difference between simply learning about EQ and applying that knowledge to your life. Just because you know you should do something doesn't mean you will-especially when you become overwhelmed by stress, which can override your best intentions. In order to permanently change behavior in ways that stand up under pressure, you need to learn how to overcome stress in the moment, and in your relationships, in order to remain emotionally aware.

The key skills for building your EQ and improving your ability to manage emotions and connect with others are:

1. Self-management

2. Self-awareness

3. Social awareness

4. Relationship management

Building emotional intelligence, key skill 1: Self-management

In order for you to engage your EQ, you must be able use your emotions to make constructive decisions about your behavior. When you become overly stressed, you can lose control of your emotions and the ability to act thoughtfully and appropriately.

Think about a time when stress has overwhelmed you. Was it easy to think clearly or make a rational decision? Probably not. When you become overly stressed, your ability to both think clearly and accurately assess emotions-your own and other people's-becomes compromised.
[Read: Stress Management]
Emotions are important pieces of information that tell you about yourself and others, but in the face of stress that takes us out of our comfort zone, we can become overwhelmed and lose control of ourselves. With the ability to manage stress and stay emotionally present, you can learn to receive upsetting information without letting it override your thoughts and self-control. You'll be able to make choices that allow you to control impulsive feelings and behaviors, manage your emotions in healthy ways, take initiative, follow through on commitments, and adapt to changing circumstances.

Key skill 2: Self-awareness

Managing stress is just the first step to building emotional intelligence. The science of attachment indicates that your current emotional experience is likely a reflection of your early life experience. Your ability to manage core feelings such as anger, sadness, fear, and joy often depends on the quality and consistency of your early life emotional experiences. If your primary caretaker as an infant understood and valued your emotions, it's likely your emotions have become valuable assets in adult life. But, if your emotional experiences as an infant were confusing, threatening or painful, it's likely you've tried to distance yourself from your emotions.

But being able to connect to your emotions-having a moment-to-moment connection with your changing emotional experience-is the key to understanding how emotion influences your thoughts and actions.

Do you experience feelings that flow, encountering one emotion after another as your experiences change from moment to moment?

Are your emotions accompanied by physical sensations that you experience in places like your stomach, throat, or chest?

Do you experience individual feelings and emotions, such as anger, sadness, fear, and joy, each of which is evident in subtle facial expressions?

Can you experience intense feelings that are strong enough to capture both your attention and that of others?

Do you pay attention to your emotions? Do they factor into your decision making?

If any of these experiences are unfamiliar, you may have "turned down" or "turned off" your emotions. In order to build EQ-and become emotionally healthy-you must reconnect to your core emotions, accept them, and become comfortable with them. You can achieve this through the practice of mindfulness.
[Listen: Mindful Breathing Meditation]
Mindfulness is the practice of purposely focusing your attention on the present moment-and without judgment. The cultivation of mindfulness has roots in Buddhism, but most religions include some type of similar prayer or meditation technique. Mindfulness helps shift your preoccupation with thought toward an appreciation of the moment, your physical and emotional sensations, and brings a larger perspective on life. Mindfulness calms and focuses you, making you more self-aware in the process.

Developing emotional awareness

It's important that you learn how to manage stress first, so you'll feel more comfortable reconnecting to strong or unpleasant emotions and changing how you experience and respond to your feelings. You can develop your emotional awareness by using HelpGuide's free Emotional Intelligence Toolkit.

Key skill 3: Social awareness

Social awareness enables you to recognize and interpret the mainly nonverbal cues others are constantly using to communicate with you. These cues let you know how others are really feeling, how their emotional state is changing from moment to moment, and what's truly important to them.
[Read: Effective Communication]
When groups of people send out similar nonverbal cues, you're able to read and understand the power dynamics and shared emotional experiences of the group. In short, you're empathetic and socially comfortable.

Mindfulness is an ally of emotional and social awareness

To build social awareness, you need to recognize the importance of mindfulness in the social process. After all, you can't pick up on subtle nonverbal cues when you're in your own head, thinking about other things, or simply zoning out on your phone. Social awareness requires your presence in the moment. While many of us pride ourselves on an ability to multitask, this means that you'll miss the subtle emotional shifts taking place in other people that help you fully understand them.

You are actually more likely to further your social goals by setting other thoughts aside and focusing on the interaction itself.

Following the flow of another person's emotional responses is a give-and-take process that requires you to also pay attention to the changes in your own emotional experience.

Paying attention to others doesn't diminish your own self-awareness. By investing the time and effort to really pay attention to others, you'll actually gain insight into your own emotional state as well as your values and beliefs. For example, if you feel discomfort hearing others express certain views, you'll have learned something important about yourself.

Key skill 4: Relationship management

Working well with others is a process that begins with emotional awareness and your ability to recognize and understand what other people are experiencing. Once emotional awareness is in play, you can effectively develop additional social/emotional skills that will make your relationships more effective, fruitful, and fulfilling.

Become aware of how effectively you use nonverbal communication. It's impossible to avoid sending nonverbal messages to others about what you think and feel. The many muscles in the face, especially those around the eyes, nose, mouth and forehead, help you to wordlessly convey your own emotions as well as read other peoples' emotional intent. The emotional part of your brain is always on-and even if you ignore its messages-others won't. Recognizing the nonverbal messages that you send to others can play a huge part in improving your relationships.

Use humor and play to relieve stress. Humor, laughter and play are natural antidotes to stress. They lessen your burdens and help you keep things in perspective. Laughter brings your nervous system into balance, reducing stress, calming you down, sharpening your mind and making you more empathic.

Learn to see conflict as an opportunity to grow closer to others. Conflict and disagreements are inevitable in human relationships. Two people can't possibly have the same needs, opinions, and expectations at all times. However, that needn't be a bad thing. Resolving conflict in healthy, constructive ways can strengthen trust between people. When conflict isn't perceived as threatening or punishing, it fosters freedom, creativity, and safety in relationships.

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Improving Emotional Intelligence (EQ) - HelpGuide.org

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emotional intelligence Emotional intelligence (otherwise known as emotional quotient or EQ) is the ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict. Emotional intelligence helps you build stronger relationships, succeed at school and work, and achieve your career and personal goals.

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https://www.mindtools.com/pages/article/newLDR_48.htm

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https://youpreneur.com/exploding-your-influence-and-the-coaching-habit-with-michael-bungay-stanier/

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Youpreneur.com - How to Build, Market and Monetize Your Personal Brand! -

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Exploding Your Influence and The Coaching Habit, with Michael Bungay Stanier

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Coaching can be a tricky business sometimes. Everyone is so focused on seeing results quickly that sometimes it becomes a rush to try a new strategy or pivot without really taking the time to understand everything.

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PDF on Creating Personal Leadership PHILOSOPHY

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PDF on Creating Personal Leadership PHILOSOPHY

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Angelo State University - Library Online Resources

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Unauthorized use is prohibited; Usage may be subject to security testing and monitoring; Misuse is subject to criminal prosecution; No expectation of privacy except as otherwise provided by applicable privacy laws.

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As teachers, we're pretty good at helping kids develop the skills for overcoming failures. We tell them not to get down on themselves and to learn from their mistakes. We teach them that failure is a part of life-what matters is how you handle it.
Further reading: 9 Stress Management Strategies Every Teacher Needs to Know
That's good advice. But shouldn't it apply to us, too? At some point in our career, each of us will have to contend with adverse outcomes that we didn't expect, didn't want, and sometimes couldn't avoid. How do we handle these situations?

Silence Your Inner Critic

We are our toughest critics. When I was learning to play golf, I would say things to myself like, "What a stupid shot," or "You stink at this." Then one day my golf teacher told me to never say anything to myself that I wouldn't allow someone else to say to me. I took this lesson and applied it to teaching and my life.

"No one is a super-teacher 24/7," writes Mary Tedrow in EdWeek Teacher. "Some failure is a natural consequence of the tremendous challenges we take on." Referencing writer Thomas Newkirk's work on overcoming failure in teaching, Tedrow writes that "All teachers struggle with regular failures: students they can't reach, lessons that fall flat, explanations that are met by blank stares." I could add several examples to this list; I once had half a class fail a test on a novel that very few students read.

Recognizing that we aren't alone in dealing with these situations is a step toward quieting our inner critic. Whether you have to face the parent of a child who failed your class or a principal unhappy with your test results, remember that these situations happen to everyone. Knowing that you have supportive colleagues who have faced the same problems goes a long way toward overcoming failures-whether they're real or perceived.

Avoid the Blame Game

I once taught in a school where the principal revealed every class's state test scores at a faculty meeting each year. No one looked forward to this big reveal, but we realized over time that just about every teacher's score ended up lower than expected at least once.

It was tempting to blame poor results on teacher overload, students with inadequate skills, or unreasonable expectations. Sure, some of these issues affected student achievement, but they didn't fully account for why the kids weren't achieving. Over time, we tried to see if we could learn anything from the test results. Was the test valid? Did students' scores reflect their usual grades? Which questions were missed most frequently? Were these skills part of our curriculum? Gleaning this information-and reviewing the results of the previous several years' tests-helped us understand the test and plan better for the next year.

Our response was pretty positive given that it's not easy to learn from failure because failure and blame are "virtually inseparable in most households, organizations, and cultures," writes Professor Amy Edmondson in the Harvard Business Review. "Every child learns at some point that admitting failure means taking the blame," she adds. The same is true for adults. As teachers, we need to focus on reframing negative thoughts and finding solutions rather than being dragged into the blame game.

Understand Failure You Didn't Create

The reasons for failure are often clear. One year, my school adopted a writing curriculum that teachers knew wouldn't work. Sure enough, our kids did poorly on the writing section of their final exams. While it was a failure, it wasn't our failure.

These kinds of problems aren't academic, but systemic. Problems within the school system are often beyond our control, but they directly affect our ability to succeed. Teachers in many states went on strike in the past year-not only to demand better wages, but to insist on smaller class sizes and more classroom support. Teachers in Los Angeles, for example, wanted higher wages, but they also wanted more school nurses, counselors, and librarians, according to USA Today. A more robust support staff would help kids be more successful, the teachers claimed.

There's no question that today's teachers are dealing with challenges they didn't create. In The Washington Post, teacher and writer Jeremy Adams, highlighted some of these challenges: cellphone addiction, student anxiety, fear of school shootings and lockdowns, high-stakes testing. These challenges contribute to failures in the classroom, and overcoming them requires more resources than a single teacher or school can draw on. Despite these problems, however, according to a USA Today poll, teachers believe that they do a better job of educating kids than they did 10 years ago. The poll also revealed that 75 percent of teachers said that if they could pick a career all over again, they'd still choose teaching!
Further reading: 5 Things a Stressed Teacher Thinks About Before Bed
Work Toward Solutions

Failure is not an option, or so the famous phrase goes. But what is optional is how we approach overcoming failures. We should remember that we're not alone. We should give ourselves a break and remind ourselves that no one is Super Teacher every day. We should ignore our inner critic. We should see if there's anything to be learned from failure. And we should work with our colleagues to help improve the system so that more kids can be successful.

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Avoiding the Blame Game: Overcoming Failures in the Classroom

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As teachers, we're pretty good at helping kids develop the skills for overcoming failures. We tell them not to get down on themselves and to learn from their mistakes. We teach them that failure is a part of life-what matters is how you handle it.

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https://www2.ed.gov/datastory/cte/index.html