Eligible for Illinois PD Credit and CEU Credit        *Administrator’s Academy #1182 

Michael Fullan, OC, is the former Dean of the Ontario Institute for Studies in Education of the University of Toronto. Recognized as a worldwide authority on educational reform, he advises poli-cymakers and local leaders around the world in helping to achieve the moral purpose of all children learning. Michael Fullan received the Order of Canada in December 2012. He holds honorary doctorates from several universities in North America and abroad.

Michael Fullan is a prolific, award-winning author whose books have been published in many languages. His book Leading in a Culture of Change was awarded the 2002 Book of the Year Award by Learning Forward, Breakthrough (with Peter Hill and Carmel Crévola) won the 2006 Book of the Year Award from the American Association of Colleges for Teacher Education (AACTE), and Turnaround Leadership in Higher Education (with Geoff Scott) won the Bellwether Book Award in 2009. Change Wars (with Andy Hargreaves) was awarded the 2009 Book of the Year Award by Learning Forward and Professional Capital (with Andy Hargreaves) won the AACTE 2013 Book of the Year. Michael Fullan’s latest books are: The Principal: Three Keys for Maximizing Impact, and Coherence: Putting the right drivers in Action (with Joanne Quinn). He currently serves as an Advisor to the Premier and Minister of Education in Ontario

Principals are often called the second most crucial in-school influencers (after teachers) of student learning.   But what should the principal and other educational leaders do in order to maximize student achievement? One of the best-known leadership authors in education, Michael Fullan will focus on what school and district leaders need in order to have deep impact on teacher and student learning as they link to state policy.  Fullan shows how principals have been boxed into a narrow role that undercuts their   ability to develop the whole school. He sheds light on how, in times of crisis, it’s all too easy for principals to do the wrong thing—to take actions that are   ineffective or even counter-productive, particularly when they don’t feel entirely in charge. But even in the toughest of external conditions, there is always leeway for action.  Fullan explains how leaders should forgo individualistic solutions in favor of collaborative effort.  He shares how principals can foster the professional capital of teachers and get far more accomplished for all students.

Registration and Continental Breakfast 8:00am-8:30am

Lunch provided