José Navalpotro -Some interesting facts-
This is the personal blog of the innovation specialist, the Spaniard José Naval Potro, whom we have already had the opportunity to have with us in our "Dialogues with Experts".
- Executive President of the Maecenas Education and Culture Foundation.
- Executive Director of the Ibero-American Circle for Educational Innovation.
- Founder of the International Observatory of Artificial Intelligence in Education.
- Specialist in Educational Leadership, and development of high performance educational management teams.
- Certified by MIT as a specialist in Leadership and Innovation.
On his web page, the sections "Biography", "My books", "Projects", "Others said", "Interviews", "Testimonials" and "Articles" are highlighted.
Summary of selected articles (to view the article in its original site, click on the title).
The agility of school management
José Navalpotro's article argues that the future of many schools will depend on the ability of their directors to be agile, to have vision and to make decisions quickly. He proposes several key actions to achieve this agility, such as being present to get ideas, inspiring creativity and innovation, moving quickly, adapting to new challenges, being flexible and taking quick but safe actions, and continuously learning.
Keys to innovative leadership: a brief inspirational guide.
It offers a series of roles and actions that leaders should take on to promote innovation in their organizations. Here is a summary of the main points: 1) Driver of an innovative culture: leaders must create the conditions for innovation to flourish, generating an internal dissatisfaction that motivates change. 2) Eliminate toxic organizational elements: identify and eliminate internal barriers to innovation, and allocate resources to train people and create a conducive environment. 3) Co-creator: get involved in the search for and development of new solutions, showing the importance of innovation. 4) Mentor: act as a guide and mentor, helping the team to reflect on and improve their ideas. 5) Generate connected work teams: use your position to connect different people or teams that can collaborate and generate synergies. // These roles help leaders create an environment where innovation can thrive and guide their team towards creative and effective solutions.
He invites reflection on the challenges faced by management teams when trying to implement innovation in educational centers. Navalpotro mentions that innovation should not be seen as a superficial change, but as a deep and measured process that requires time and resources. He highlights three types of management teams in relation to innovation: 1) Teams that measure results: they invest in training, new structures and projects with the aim of measuring and promoting positive results. 2) Teams that focus on communication: they emphasize communication and public relations, but often lack the resources and real freedom to execute innovation projects. 3) Teams that hide shortcomings: they use innovation as a facade to mask structural and pedagogical problems. //The author stresses the importance of honesty and total commitment in the innovation process to achieve meaningful and sustainable change.
The integrity of the leader: being predictable.
The text highlights the importance of integrity in leadership. Navalpotro mentions that integrity is one of the key attributes of a good leader, as it implies adhering to moral and ethical principles and being honest. Author Brigette Tasha Hyacinth, in her book “The Ultimate Leader: Learning, Leading and Leaving a Legacy of Hope,” defines integrity as the alignment of a person's values and beliefs with their words and actions. This entails a deep commitment to doing the right thing for the right reasons. Navalpotro stresses that leaders with integrity inspire trust in others, which is essential for effectively influencing organizations. She also mentions that integrity requires being transparent and accountable for everything that is done and said.
The author addresses the need to combine traditional control mechanisms with teams and structures that foster creativity and innovation in educational centers. Navalpotro argues that many schools are optimized for efficiency, but need to adopt greater strategic agility to face current challenges. He proposes a dual system of operation, which integrates a traditional hierarchical structure with an innovative network, allowing for faster and more effective strategic changes. This system should be based on principles such as trust, open communication, reduction of bureaucracy, and elimination of short-termism. The importance of having an updated vision and strategy that responds to society's new demands in relation to education is also emphasized.
Uncertain projects for school management.
The article addresses the challenges faced by school principals when managing projects with high uncertainty. Navalpotro classifies projects into three categories: implementation projects, change projects and uncertain projects. Uncertain projects are those in which the resources, dynamics, budgets and people involved are not clearly defined. These projects require greater flexibility and adaptability from managers, as they must navigate in an environment of high uncertainty and make quick and effective decisions. Navalpotro suggests that managers must develop specific skills to handle these projects, such as the ability to anticipate problems, effective communication and the ability to inspire and motivate their team.
Leaders of change: interpreting Drucker.
The text focuses on Peter Drucker's ideas on leading change. Drucker, a renowned expert in organizational management, believed that change is inevitable and must be managed proactively. Navalpotro highlights several key points from Drucker: 1) Abandon the past: Drucker argues that it is not possible to shape the future if one does not first shed the past. This involves freeing up resources and abandoning obsolete practices. 2) Systematic methods: it is essential to have systematic methods to seek out and anticipate change. 3) Introducing change: introducing change effectively both inside and outside the organization is crucial. 4) Balance between change and continuity: it is important to balance change with continuity to ensure stability while implementing new ideas. // Drucker saw change as an opportunity and believed that change leaders should be able to identify and take advantage of these opportunities to improve the organization.
Teaching talent is not retained, it is not fostered. Towards conscious managerial leadership.
Navalpotro reflects on the importance of building loyalty among teaching talent instead of simply trying to retain it. He argues that in a context of rapid change and new technologies, it is crucial to create a cultural environment and set of values that will inspire teachers to stay in their jobs. The article highlights that teachers, especially those from younger generations such as Millennials and Generation Z, seek constant challenges and opportunities, which can lead to high turnover in the education sector. To retain these talents, it is necessary to offer not only inspiring projects, but also adequate economic and welfare conditions. Navalpotro suggests that senior managers should be aware of these needs and work to create an environment where teachers feel valued and motivated to stay at their schools.
He reflects on how artificial intelligence (AI) is transforming various fields, including education. The author argues that, as AI advances, it is crucial not to lose sight of human values such as empathy and common sense. He proposes a strategy for humanizing AI, which involves integrating these human values into the development and use of the technology. This includes creating ethical codes, training teachers and collaborating with various institutions to ensure that AI is used responsibly and beneficially for education. Navalpotro also highlights the importance of having a clear strategic vision and of adapting quickly to the changes that AI brings, ensuring that the technology serves to improve education without compromising fundamental human values.
Navalpotro highlights an article by Xavier Marcet, which emphasizes the importance of simplicity in leadership. Marcet argues that effective leaders must bring clarity and meaning to organizations, simplifying rather than complicating. Simple leaders instill hope, provide vision, and maintain focus on the essentials. They are able to overcome past decisions and foster meaningful change, creating a culture of service and positivity¹. Furthermore, these leaders project the future with ambition and humility, respecting dialogue in difficult conversations and helping to internalize change. Marcet also mentions that simple leaders do not easily fit into academic distinctions about leadership, since their approach is to influence and take people to another level without needing to be cloying.