The unofficial theme of this past week was leadership. In addition to my regular teaching schedule, I conducted three demonstration lessons for my mentee, began the spring sessions of the York University Teacher Librarian Additional Qualification courses, and hosted a fellow teacher who job-shadowed me for the day. Two of my friends went through the process of becoming eligible to serve as a vice-principal and heard the results last Friday.
It made me seriously consider all the factors associated with being a leader in times of uncertainty.
(Note: this photo was taken by my primary ESL students for us to use in our shared writing story book. I don't have a ton of images to go with this blog post, so this "supposedly deep-in-thought" visual will have to suffice!)
What does it mean to be an education leader in 2026?
There's a difference between being a leader in an official capacity, as a principal, vice-principal, or chairperson (POR), and less formally identified leadership. I consider teacher-librarians to automatically be de facto leaders, by nature of their position and responsibility in the school. (The sad fact is that often, TLs feel more like on-call supply teachers than curriculum, teaching, or resource experts.) Our official education leaders have so many responsibilities foisted upon them, many of them managerial in nature, that makes it difficult for them to serve in other capacities. There are meetings to attend, statistics to gather, and reports to generate. It takes concentrated effort to prioritize the people in the building, be it staff, students, or families. I don't want to be overly critical of our teacher-training programs or the courses that shape future administrators; it's too simple to place the blame on these institutions or courses for "not adequately preparing" people for the realities of the job. To be an excellent leader, you must understand policies and procedures but it's also about "People Power", to name-drop one of the Learning Blocks from the York U TL AQ. Knowing how to defuse a conflict or help a teacher improve their professional practice involves delicate, diplomatic conversations that are often learned through experience. I want to thank both the official and unofficial leaders that surround me with making the time to have conversations about how to accomplish those human resource goals in compassionate and thoughtful ways.
Why do we struggle with balancing the quantity and quality of teachers?
This past week, there was a press conference that announced the decision to change the length of the teacher preparation training time from two years to one year. You can read or watch about the announcement on The Globe and Mail, CTV, and CBC. (It's worthwhile to note that many press conferences filmed in schools are situated in the school library, despite the fact that many school boards are cutting their school library staffing numbers. The irony is not lost on me.)
It was switched in 2015 from a one-year program to a two-year program to address the teacher surplus issue. Now in 2026, we are facing a teacher shortage.
There is a constant shift back and forth between having too many teachers and not enough. Back in 1996 when I graduated from the concurrent Faculty of Education program at York (which was a three-year commitment), it felt impossible to obtain a full-time position. I was a supply teacher for several boards before getting an LTO and then my permanent position.
Is a year enough time? Most would-be educators state with certainty that they learn the most during their practicum placements. I was a host teacher in 2020 and in 2021 and I learned a lot from having to articulate how and why I teach the way I do. It's unusual for a teacher-librarian to be a host teacher because most faculties want their teacher-candidates to be placed with classroom teachers. Host teacher placements are decided on a volunteer basis - if a school agrees to have student-teachers in the building, then it is completely up to present teachers to offer their class as a practicum training ground. Let me also address the "elephant in the room": there are some host teachers and/or some student teachers who aren't exemplary educators and it can be difficult to dissuade them from continuing along this path. Disqualifying a student-teacher (or even an "inferior permanent contract teacher") takes a great deal of effort and sometimes the battle isn't worth the result, but it does mean that sometimes there are teachers who don't have the disposition, attitude, or foundational skills to do as well as one might hope to learn the ropes or do the job.
Getting new teachers in is just half the battle. We need to be able to keep them and grow them as well. It takes time to develop into a competent educator. I look at some of the lessons I taught in the beginning years of my career and cringe a bit, although I also examine some of the things I did during that time and wonder how I was able to produce something so great when I was still so green. I know I sound like a senior citizen when I say this, but back in the old days, we used to have entire departments devoted to helping new teachers. Jim Strachan provided such wonderful resources. Now, we have to squeeze in time during after-school or lunch sessions. Heck, in 2016, TDSB hosted a Beginning Teacher Conference, during the day, with release time and everything.
In addition to the large number of teachers about to retire, there are a lot of principals and vice-principals getting ready to leave the profession and we don't have replacements ready. We want to make sure that we aren't just placing a warm body in the role so we need to make sure the best candidates are selected. However, the process for moving from a teaching to an administrative role in schools is a grueling one and many potentially great aspiring administrators become discouraged. Vice-principals and principals shape the culture of a school in significant ways, and their impact on the teaching staff cannot be underestimated.
How might we support our current and aspiring leaders in education?
I'm a big fan of mentorship, and not just because I took my Mentoring AQ course. Spending time, in person with others to learn from them is such a powerful thing. I was connected with Salma Nakhuda for my Mentor AQ course and I continue to learn from her. She pushes my thinking and because are friends, she will tell me things that might be hard to hear but are important for my learning. (For instance, read a bit about what she says about representation in school librarianship in this article called Belonging in the Profession from Canadian School Libraries Journal).
I so enjoyed having Brenda come to job-shadow me on Friday. She saw the good, the bad and the ugly during the course of a single day. I didn't ask her which things fit into what category; in my opinion, the good stuff was the social studies lesson and seeing adult volunteers and student helpers in action, and the bad stuff was having to decide who was going to cover unfulfilled supply coverage (which partly meant making myself an OT). I was delighted to discover that Brenda is actually enrolled in one of the Spring 2026 York U TL AQ courses I'm teaching! This means that we can continue to talk and learn from each other, even after this visit (which was arranged through an ESL itinerant, before Brenda signed up for the course).
It's all about relationships. Potential VPs need actual VPs to help them understand the nuances of the job and navigating the process for being chosen. New TLs need veteran TLs to turn to if they have questions. Doing this without burning out the people can be tricky. I know that the TL board facilitators have tinkered with different ways of offering support. This year, there's a list of potential mentors and new TLs can reach out to the mentor of their choice. This is nice because it puts the onus on the person who wants help to meet their needs.
I've written about this before, in my Treasure Mountain Canada research paper called Climbing Mountains: Methods for Mentoring Teacher-Librarians. In this report, I shared three wishes:
1) Encourage TLs to receive mentorship training (like in the Mentor AQ).
2) Get school board departments to find ways, via teacher-librarians, to support new teachers.
3) Diversify the types of mentoring opportunities available.
Unfortunately, ten years after writing this paper, none of these recommendations are close to reality, and there's even less available now for potential leaders or new teachers. I will continue to do what I can to help.

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