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The Backward Faculty Meeting: Reclaiming Time, Voice, and Purpose

The Backward Faculty Meeting: Reclaiming Time, Voice, and Purpose

The Backward Faculty Meeting: Reclaiming Time, Voice, and Purpose

We’ve all sat through faculty meetings that felt like information dumps. Slide after slide. Bullet point after bullet point. Updates we could have read in an email. Somewhere along the way, faculty meetings stopped being a space for collaboration and became a container for compliance.

But what if we flipped the script?

What if instead of front-loading meetings with administrative announcements and one-way communication, we started with the collective wisdom of the room?

That’s the idea behind the Backward Faculty Meeting—a leadership strategy that re-centers the voices of educators and reframes meetings as opportunities for problem-solving, connection, and innovation.1

What Is a Backward Faculty Meeting?

A Backward Faculty Meeting inverts the traditional structure. Instead of the principal or admin team leading the agenda from the top down, the meeting begins with teacher-led discussions, inquiry-based protocols, or thought-provoking prompts.

Admin announcements and logistics are shared last—often in brief, written form or as a digital follow-up. The goal is simple but powerful: Start with what matters most—people, ideas, and purpose.2

The Why Behind the Shift

As a principal of a multi-site Pre-K program, I saw firsthand how traditional meetings—no matter how well-intentioned—often drained the room instead of energizing it. The staff came together physically, but not emotionally or intellectually. They were listening, but not necessarily engaged.

The Backward Faculty Meeting emerged from a desire to:

  • Reclaim the power of collective problem-solving

  • Build a stronger sense of ownership and voice

  • Shift from passive consumption to active contribution

  • Honor the limited time teachers have by making every minute meaningful3

How It Works: A Sample Flow

Here’s what a Backward Faculty Meeting might look like:

0:00–0:10 | Welcome & Connection Prompt

“What’s one small win you had this week?”

“If your classroom had a soundtrack today, what song would be playing?”

These warm-ups build trust and connection, especially across grade levels or sites.4

0:10–0:30 | Teacher-Led Roundtables

Choose a focus question or challenge, such as:

“What’s working in centers this month, and what’s not?”

“How are we building language-rich environments for multilingual learners?”

Facilitate rotating table conversations or use protocols like "Affinity Mapping" or "Chalk Talk" to capture ideas. A coach or team lead can help gather takeaways.5

0:30–0:45 | Group Share-Outs + Collaborative Problem-Solving

Each table shares one insight, trend, or lingering question. Leadership listens. Teachers reflect together. Action steps may emerge organically—or be captured for future PD or PLCs.6

0:45–0:50 | Admin Updates (Reframed as FYIs)

Instead of dominating the meeting, admin updates are reframed as quick highlights:

“Check your inbox for the staffing update.”

“Budget survey due Friday—link in the chat.”

If it can be emailed, it should be. If it needs discussion, it should be teacher-driven.7

0:50–0:55 | Teacher Spotlight or Mic Drop Moment

End with inspiration: a staff member shares a classroom story, a student quote, or a creative strategy that worked. These small moments build culture and pride.8

Why It Works

Elevates Trust: When we start with teacher voice, we signal that their thinking leads our direction—not just their compliance.

Boosts Morale: Connection and laughter increase dopamine and attention, making it easier to absorb new information.

Models Engagement: We want classrooms to feel collaborative and learner-centered. Meetings should model that same energy.

Builds Collective Efficacy: When teachers solve problems together, they realize they’re not alone—and that they can lead change.9

Tips to Try a Backward Faculty Meeting

Start Small: Pilot this structure once a month or with a single team.

Co-Create the Agenda: Use a shared doc or form for staff to submit topics in advance.

Designate a “Culture Keeper”: Assign someone to capture bright spots and follow up on ideas.

Use Tech Thoughtfully: Jamboards, Padlets, or Google Slides can keep the energy up and the ideas organized.10

Final Thought

In a time when educators are navigating more complexity than ever, we owe it to them to make every gathering count.

The Backward Faculty Meeting isn’t just a clever format shift—it’s a statement of belief:

That teachers are thinkers.
That meetings can be meaningful.
That leadership is a shared endeavor.

When we flip the script, we don’t just change the meeting—we change the culture.11

References

  1. Bae, S., & Garg, S. (2019). "Reclaiming the Classroom: Teacher Research as an Agency for Change".Teachers College Record, 121(6), 1-6.

  2. Edwards, J. L., & Newton, R. R. (1995). "The Effects of Cognitive Coaching on Teacher Efficacy and Empowerment".Canadian Journal of Education, 20(1), 70-92.

  3. Fullan, M. (2014). "The Principal: Three Keys to Maximizing Impact". San Francisco: Jossey-Bass.

  4. Garmston, R., & Wellman, B. (1999). "The Adaptive School: A Sourcebook for Developing Collaborative Groups". Norwood, MA: Christopher-Gordon.

  5. King, A. (1990). "Enhancing Peer Interaction and Learning in the Classroom Through Reciprocal Questioning".American Educational Research Journal, 27(4), 664-687.

  6. Leithwood, K., & Jantzi, D. (2006). "Transformational School Leadership for Large-Scale Reform: Effects on Students, Teachers, and Their Classroom Practices".School Effectiveness and School Improvement, 17(2), 201-227.

  7. Leithwood, K., & Sun, J. (2012). "The Nature and Effects of Transformational School Leadership: A Meta-Analytic Review of Unpublished Research".Educational Administration Quarterly, 48(3), 387-423.

  8. Marzano, R. J., Waters, T., & McNulty, B. A. (2005). "School Leadership That Works: From Research to Results". Alexandria, VA: ASCD.

  9. Robinson, V. M. (2007). "The Impact of Leadership on Student Outcomes: An Analysis of the Differential Effects of Leadership Types".Educational Administration Quarterly, 44(5), 635-674.

  10. Spillane, J. P., & Diamond, J. B. (2007). "Distributed Leadership in Practice". New York: Teachers College Press.

  11. Zenger, J., & Folkman, J. (2013). "The Extraordinary Leader: Turning Good Managers into Great Leaders". New York: McGraw Hill Professional.

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