(Sean Garrett) I tend to have a pretty high bar for once-in-a lifetime opportunities. They don’t include things like having my then celebrity crush ask me a literature question in a quiet bookstore in the mid-90s; being able to travel to cool places all around the world or, even, dare I say, being five outs away from a Giants World Series victory in 2002.
All stacked up, none of those experiences could compare to the true once-in-a-lifetime experience of envisioning what would later become 463 Communications and then working with the amazing people that could make it a reality.
Tom Galvin, Jim Hock and I publically launched 463 in December of 2004. But it really reflects everything we had done in our collective careers leading up to that point. We wanted to be able take this experience and provide senior-level communications consulting services that we are passionate about and work with clients we truly believe in. Fortunately, this came to pass as I noted in a fifth anniversary post in December. An excerpt:
“When Tom, Jim and I started 463, we wanted to focus day-to-day on actual client work. We weren't excited about marketing, hiring a bunch of people to do the work for us or pontificating as "PR leaders." We just wanted to work with great clients at a senior level and accomplish stuff during a fascinating time. Fortunately, all of this has come to pass.”In that same post, I tipped my cap to the folks who left us in our first five years and said, “We are of the mind that careers always need to be moving forward and opportunity should always be seized -- even if it means outside of our four walls.” I noted that “one the best validators of our success is that folks who have left 463 are currently furthering their careers in (amazing and important places).”
Little did I know that I would be taking my own advice and providing my own validation when I wrote that. For, I am face-to-face with another once-in –a-lifetime opportunity. I’ll soon be joining Twitter as their vice president of communications. (As I transition to Twitter, I'll also be wearing my 463 hat until April).
I won’t lie. Leaving 463 will be one of the hardest things that I will ever do. There just is so much emotional investment in it and so many good times with truly great people.
Fortunately, my partners, our team and Tim Dyson of Next Fifteen have all been remarkably supportive of this move — proving once again what true class acts that they are and why they are so respected by so many.
The difficultly of the move is also blunted by the fact that the 463 team is incredibly strong right now. I've never been prouder of a communications team at any point in my career. For those of you reading this post because of the Twitter implications and not because you know 463, if you ever need super smart strategic communications advice, industry thought leadership platforms, reputation management, unparalleled tech policy wisdom and/or highly efficacious communications execution, look no further.
And, then there is Twitter. Oh yes. That. Based on all the love that I have for 463, it would have to be a profoundly amazing opportunity for me to make a move. And, this is. I’m all the more confident of this because, via 463, I have been consulting for Twitter the last few months. I'm excited to build out a creative, smart and aggressive team that is an appropriate fit for the uniqueness of Twitter. I'm also eager to dust off my front-line media relations chops after spending most of the last nine years focused on the shadowy, back-room strategy thing.
It will be a great challenge, but one that I can’t wait to attack. Twitter, like 463, is comprised of good people who have created a culture and a mission that I steadfastly believe in and want to advance.
It will be an interesting ride. And, you can follow it here.
While I understand your gearenl argument, I think there are some issues that deserve further exploration. First - Are teachers requesting technology integration help? (Actually requesting it, it's not being suggested to them.) If your building is anything like mine, teachers are not about to give up their prep period to have another teacher (peer) come in and tell them how to make their lessons better. Nor will they give up time after school to attend ad-hoc PD sessions. If you build it, they will come doesn't pertain to this particular situation. Second - We need to tease technology integration apart from tech support. Too many schools make no differentiation between the two. Technology integration should first and foremost be driven by curriculum and best practice. Let's start building. In an ideal world this person would hold an advanced degree in curriculum and instruction. This person would: *be an expert in the Common Core standards, *be the most vocal reading and writing advocate in the building (because that's what the standardized testing boils down to),*be an expert in lesson plan design and execution framed around essential questions,*be intimately familiar with the multitude of resources available in the building (including people),*know the latest technology tools that directly support the mission.Let's face it, anyone who spends enough time on Twitter following the right people, attending conferences like MACUL, and reading ed tech journals and blogs can pick up the latest tech tools. It's using those tools to create knowledge and understand that's the important, often overlooked component. I can't tell you how many Glogs or PPTs I've seen where, if you strip away the colors... and motion... and flashy fun stuff, you're left with the student having typed or copy-pasted about 150 words. Many districts hire tech integration parapros (disguised under many flashy names) who follow the cool ed tech part. They offer PD sessions or push/forward emails to teachers describing the latest neat tool they came across, which ultimately causes the teachers to block their emails. Not very effective. So my thoughts basically boil down to: 1) This ideal person needs to be hired in on the admin level and have some authority to force change, track progress toward goals, and evaluate the teacher on some level. If there is no accountability, most likely change will not occur. 2) This person needs to be first and foremost a curriculum expert focused on lesson planning and assessment. 3) This person needs to use technology as a tool that supports lesson planning and assessment and can differentiate between technology fluff and those technology tools that will create substantial measurable gains. Curriculum drives technology use, never the other way around. Let's give this person a title. How about Building Curriculum Director? Now that this ideal roaming position has been established, we can return to the tech support side of things. In my mind, tech directors, let's call them Tech Support Directors should be professional computer/network engineers. If decisions need to be made, say for the adaptation of software at the district level, the two building curriculum directors you propose could meet with the tech support director and make the best decisions. I will end this post with another blogger's tag line, Does this make sense? -Misnomer
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You can't judge a program this way. Different mdoeths work with different kids and families.If I had to do it all over again I would probably chooseSonlight. I tried bits of this and that. What worked with one child didn't work with the other, and some I really didn't like. (ACE and Alpha Omega) What would work best for your kids only you and they can decide. Determine what and how they learn and that will narrow your choices.One of my kids thrives on Unschooling, the other doesn't. Education plans need to be individualized to each child/family.
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Podczas gdy wsio, ma owo osobiste wysmienitego zas zle okolica. Do tych pierwszych zdolamy zaliczyc przewyzszajacy liczebnosc zycia, okazje na realizacje rojen (bowiem kiedy mlode malzonkowie ma kupic sobie kwatera bez debetu?) azaliz postepy ekonomiczny, uboczny z wiekszej konsumpcji.
W tej okolicy zadnej narady istniec nie byc moze – debet gotowkowy jest tansza postacia pozyczki, i roznica w panszczyzny istnieje wyraznie astronomiczna.
Podliczajac dowolnego dodane wydatki oddzielnie, bez trudu sie w tym dowolnym pogubic.
Pozyczajacy udzielajac pozyczki badz debetu na sumki czestokroc przekraczajace masa milionow niezlociutkich ryzykuje nader masa, dlatego w istocie grunt istnieje gruntownego ankieta chwiejnosci niemonetarnej firmy.
Raz za razem podobnie kochamy zaciagac kredyty w cudzoziemskiej dewizie, przewaznie we frankach szwajcarskich, bytuje to ogolnie inicjatywa biorac sensownego, pozyczka jest w takich kazusach tanszy, jednak biorac blisko notatke minionego zawirowania pienieznego, porzadniej trwa dlugi zaciagac i placic stopniowo w walucie, w jakiej odbieramy zaplate.
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Posted by: mureunseftomo | February 07, 2013 at 03:23 PM
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TUDZIEz nie przechodzi tedy o tez oprocentowanie, ktorego wielkosc poprawia (na szczescie) fizyczna rozporzadzenie.
Im wieksze zagrozenie niewyplacalnosci osobnika, tym wieksze odsetki.
Pozyczkodawca udzielajac pozyczki azali debetu na sumy nierzadko przekraczajace do licha i troche milionow zlociutkich przedsiewezmie niezmiernie mrowie, skutkiem tego scisle mowiac wazne istnieje dokladne egzamin plynnosci finansowej jednostki.
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